Alignment of HRM and Business strategies1

Alignment of HRM and Business strategies HRM 530 June 23rd, 2013

The essence of HR is very strategic and when properly aligned, HR contributes to a successful strategy and the financial underline. The alignment between HR and the strategy of an organization starts with a strategy-focused professional. Secondly, the HR system has to be created in alignment with the organizations strategy. HR needs to ensure that employees are strategically focused (Becker & Huselid, 2001). Every element of the HR function, from hiring, compensation, reviews, training, etc., needs to be developed in order to enlarge the human capital in the organization.Once the gap is recognized, HR needs to measure itself to guide itself, and show what its worth as an ongoing strategic segment. Ongoing monitoring and evaluation of HR strategic role expansion will prove itself to be worthy or not as a benefit to the bottom line. HR is viewed as the people department and/or resource. The organizations people ultimately determine the effectiveness of strategy development, implementation, and subsequent competitive success. A strategic approach that is aligned with HR ensures that an organizations employees, skills, and abilities contribute to the achievement of its business goals (Huselid, Jackson, & Schuler, 1997).HR Data warehouse - Selected Candidate will be responsible for design, implementation and systems expertise of the data warehouse components focusing primarily on business objects Xi. The scope of technical expertise includes design and development of BO reports, security set-up of medium to high complexity levels as well as the ability to coordinate projects with business personnel and other members of the project teams within the organization to ensure that system requirements, deadlines and priorities are clearly defined and achieved.

HR Associate is the best HR related job opening I would prefer to apply in FORD Motor Group. I believe it is an incredible opportunity a company in transformation can provide invaluable experience for human resources professionals. I also get to partner with the organization to build a skilled and motivated team and enabling them to perform at high levels. With exciting products, a long history and a bright future this job position will surely allow me to expand my professional horizons. An organization needs to acknowledge that HR is important to its business success. In order for HR to achieve this recognition, it must have the right people in place to carry out a strategic initiative. HR needs to define the competencies and skills that it will need to be a strategic contributor. Outstanding HR personal will need to build their business knowledge, financial skills, as well as consulting skills. Furthermore, HR personal will need to become technologically oriented, so they can be free from routine administrative work, as well as leverage information about the workforce. Enabled by technology, HR will be able to play a more strategic managerial role (Frangos, 2002). Advertise job positions in locations and forums with a widely diverse audience and readership. Opt for local and regional papers, magazines, trade publications and television. Recognize the cultures that may already be present in the workforce. Not confusing diversity with minority. Make sure to include everyone in my attempts to celebrate diversity. Network with various diverse organizations will provide with the opportunity to showcase the company and its diverse workers. Using such forums to emphasize the company's dedication to diversity will likely increase interest from diverse individuals.

References

Becker, B. & Huselid, M. 2001. The Strategic Impact of HR. Harvard Business SchoolPublishing, Balanced Scorecard, May June 2001

Frangos, C. 2202. Aligning Human Capital with Business Strategy: Perspective fromThought Leaders. Harvard Business School, Balanced Scorecard, May June 2002Huselid, M, Jackson, S, & Schuler, R. 1997. Technical and Strategic Human ResourceManagement Effectiveness as Determinants of Firm Performance. Academy ofManagement Journal, Vol. 40, No. 1, 171-188