Human resources management
The number of problems that HR officers handle varies in numbers and degree. In order to manage their functions, an electronic HR management is used. Information and frequently asked questions are made accessible online instead of inquiring with the HR officers who may be dealing with other affairs. It is used in posting information about the company, personal information of the employers, payroll, recruitment, and attendance records. In UK, it is highly used for trainings and developments while Swedish companies use it for work scheduling.
According from the survey, more than half are satisfied with e-HRM (2005). Human resources management is not just an important, tough job. It also helps in the success of an organization such as Tesco, the largest private sector employer with 260,000 employees distributed in 2,000 stores. In 2007, Clare Chapman – group personnel director for Tesco, became the HR Top Most Influential. Her methods of hiring and retaining staffs brought an incredible success with Tesco Apprenticeships which became the first retailer accredited by the Qualification and Curriculum Authority.
She hired employees based from HR operations that she modified, core values, and job innovations. She is respected and considered as one of the best HR professional (2007a). In
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In 2003, CIPD conducted a survey among board members, HR heads, chairpersons, chief executives, and general managers. In terms of function, the focus of the majority is toward achieving business goals (83%). Development of employee competencies came on secondhand (82%) while recruitment and retaining staffs was 74%. The least on the functions was creating diverse workforce. The HR executives are confident with the role of HR in overall performance of business. However, the involvement and influence of HR officers are place only on planning and development but on the implementation.
It is ironic since the HR function is best employed in the implementation. HR function is viewed more in a generalist and operational nature than in specialist and strategist perspective. Respondents do feel the need for HR practitioners to focus more on business and strategy. However, the key role HR is to add strategic business value and specialist technical advice. There are predictions that the number of people in HR function would decrease however the opposite is happening. The number of HR practitioners increased from 31% to 41% that is due to the increasing demand for employees in this area.
They may look at HR function centralized on operational perspective, but they are acknowledging that they need to spend time on business strategy such as in-house consultancy and advice to line management. Moving to strategic has a risk of developing senior executives in exchange of operational needs (2003). There are still information that needed to be surveyed such as variations of HR function in different sectors, the effect in HR professionals, changes in organizations where HR services are offered, and others.
Nevertheless, HR practitioners believed that they have an increasing influence where their functions are shifting into corporate and social responsibility instead of internal services. There is still a chance for strengthening HR function since organizations are recognizing the importance of trust for employee commitment and motivation (2003).
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