Global Training And Development Trends Assessment Answer

Answer:

Introduction

The paper would effectively focus on understanding the effectiveness of the human resources functions in business institutions in terms of the value additions generated by it. Empirical discussions would be carried through the use of different articles and literary sources to understand the value additions generated by human resources functions to a firm.


Human Resources Functions as Value Additions

During the early periods firms involved in manufacturing and construction activities were mostly observed in incorporating human resources tools and processes like redesigning of business processes and structure of the firms, redesigning of job roles and also development of internal competencies for generating needed productivity and efficiency. The utilisation of the above human resources tools rightly contributed in not only effectively aligning the business functions regarding sales and support systems but also helped in augmenting the sales revenues of the business institution. Further, the inclusion of the above human resources processes also contributed in the regeneration of new job roles and positions in the organisation thereby encouraging redeployment of existing employees and eliminating redundant positions in the firm. The above facts provided potentially reflect the value added functions of human resources in business organisations (Ferdman & Sagiv, 2012).

Further, the value additions of human resources functions in an organisation can be effectively evaluated based on the development of organisational potentials for contributing in the effective implementation and execution of strategic objectives of the firm. The development of the potentials of the human resources components is effectively rendered based on the development of training and development such that the same helps in enhancing the level of expertise and knowledge of the internal people for fulfilling of the firm’s business and strategic goals. The value additions generated by the human resources functions in an organisation is also effectively reflected based on the enhancement of the bottom-line parameters of the firm like profitability and revenue (Podsiadlowski et al., 2013).

Again, the present day human resources functions potentially involve the use of different technologies and software that require reduced amount of human intervention for fulfilment of business and organisational objectives. The same contributes in faster and effective meeting of business goals and vision while also reducing the human resources cost of the firm (Hults, 2011).

Enhancement of People Productivity and Organisational Performance

The success and growth on a long term scale for the business institutions is effectively rendered through not only in enhancing personal expertise and knowledge of the internal people but also through motivating them through the use of financial and non-financial incentives. Moreover, the leadership training and development functions along with development of the internal communication process of the firms potentially contribute in enhancing the leadership skills and abilities of the people to monitor and execute business functions and also in sustaining the level of collaboration between different stakeholder groups respectively. The development of the communication potentials inside the organisation also helps in development of teamwork and collaboration between the different internal teams for fulfilment of shared organisational goals. The above aspects rightly help in augmenting the performance and productivity potentials of the firm (Stevens & Ogunji, 2010).

Acquisition and Retention of Potential Talents

The human resources functions associated to recruitment and selection potentially contribute in hiring the right type of manpower needed to adequately address the different job roles and functions in an organisation. The human resources manager for recruiting the right category and types of organisational personnel is firstly required to focus on the generation of effective job descriptions and roles. The identification of specific job roles in a firm and thereby in describing the requirements of the job roles to the newly appointed or promoted staffs ideally help in the reduction of role conflicts and thereby contributing to the fulfilment of departmental and organisational goals. Similarly, the human resources managers also focus on development of an effective recruitment and selection process for recruiting people with needed organisational skills and potentials. The quality personnel recruited by the human resources managers within the firm are focused on being retained through the incorporation of effective motivational and compensation tools (Ongori & Nzonzo, 2011).

Collaboration with Existing Rules and Regulations

The human resources managers operating in business institutions are required to possess the right amount of knowledge associated to rules and regulations and legislations pertaining to the recruitment of manpower, working hours in the firm, compensation and motivation systems and also the development of an effective working atmosphere like enhancement of safety standards in the workplace. The human resources department is required to focus on the development of effective code of conducts that ideally match the external rules and regulations concerning employment laws. Similarly, human resources managers operating in multinational organisations are also required to focus on the development of diversity training and inclusion programs in that the same would help the organisation operates based on incorporation of a multicultural workforce for fulfilment of stated goals and objectives. The above activities on the part of human resources managers ideally contribute in reducing the legislative costs for the business organisation and in enhancing the level of firm productivity in the long run (Olsen & Martins, 2012).

Development of Planning Programs

The human resources managers effectively focus on the development of planning programs associated with the human resources needs of the business institutions along a future period with also the development of futuristic compensation programs and training requirements of the internal people. The identification of training needs of the internal people rightly help the human resources managers for the development of effective training and manpower development programs that would ideally help in enhancing the productivity and skill sets of the people. Further, the human resources managers also focus on understanding and evaluating the increase in manpower costs of the organisation based on planning of manpower and compensation needs of the firms (Edewor & Aluko, 2007).

Conducting of Appraisals and Manpower Reviews

Human resources functions inside an organisation require the human resources managers to essentially focus on the conducting of periodic reviews of human resources policies and rules and also in appraising the performance of both the managerial and staff level personnel in the organisation. The conducting of periodic reviews and appraisals rightly contribute in enhancing the level of effectiveness and potentials of rules, regulations and internal people in meeting the contemporary business and organisational objectives. The human resources managers are continually required to research and deploy new performance appraisal systems like the 360 Degree Performance Appraisal process and also align effective benchmarks based on current requirements for evaluating the performance potentials of the internal people (Bhatia & Kaur, 2014).

Integrating Human Resources with other Organisational Functions

The human resources functions of the business institution gain effectiveness in that the same is required to be integrated with the different organisational departments for helping in the meeting of the desired organisational and departmental objectives. The integration of the human resources functions with the requirements of the different departments contributes in the identification the different job roles and thereby in describing the duties required to be performed for meeting the job roles (Rozkwitalska, 2012). The generation of job descriptions and roles in a specific manner relative to each department ideally contributes in identification and selection of manpower possessing the right calibre that would effectively match the diverse job roles. Further, the promotions of the staffs to higher organisational hierarchies are required to be rendered by the human resources manager based on evaluating their performance potentials. The same contributes in enhancing the level of fairness regarding the conducting of human resources functions and also in selecting the right personnel for the higher organisational posts. Further, the selection of quality manpower for the different positions would also help the business institution in serving and addressing the needs of the customers in an effective fashion (Shi & Wang, 2011).

Facilitating Change Management Functions

The human resources management of the organisation earns effectiveness in facilitating the change management initiatives undertaken by the organisation through the introduction of new technological and business processes. The introduction of new processes requires the human resources department of the organisation for effectively planning of training and development functions such that the same would contribute in enhancing the expertise and productivity of the organisational members for performing and competing in the new business and organisational environment. It would thereby help in enhancing the potentials and efficiencies of the internal people and make them perform in a motivated fashion in the changed organisational system based on the use of new technology and processes (Salas et al., 2012).

Conclusions

The analysis carried out in the paper through the incorporation of empirical discussions ideally reflect the different types of value additions generated by human resources functions carried out within a firm.

References

Bhatia, A. & Kaur, L., 2014. Global Training & Development trends & Practices: An Overview. International Journal of Emerging Research in Management &Technology, 3(8), pp.75-78.

Edewor, P.A. & Aluko, Y.A., 2007. Diversity Management, Challenges and Opportunities in Multicultural Organizations. International Journal of the Diversity , 6(6), pp.189-95.

Ferdman, B.M. & Sagiv, L., 2012. Diversity in Organizations and Cross-Cultural Work Psychology: What If They Were More Connected? Industrial and Organizational Psychology: Perspectives on Science and Practice, 5(3), pp.1-51.

Hults, B., 2011. Why HR Really Does Add Value. [Online] Available at: https://hbr.org/2011/12/why-hr-really-does-add-value [Accessed 8 December 2016].

Olsen, J.E. & Martins, L.L., 2012. Understanding organizational diversity management programs: A theoretical framework and directions for future research. Journal of Organizational Behavior, 33(8), pp.1168-87.

Ongori, H. & Nzonzo, J.C., 2011. Training and development practices in an organisation: an intervention to enhance organisational effectiveness. International Journal of Engineering and Management Sciences , 2(4), pp.187-98.

Podsiadlowski, A., Gröschke, D. & Kogler, M., 2013. Managing a culturally diverse workforce: Diversity perspectives in organizations. International Journal of Intercultural Relations, 37, pp.159-75.

Rozkwitalska, M., 2012. Accepted and strong organisational culture in multinational corporations. Journal of Intercultural Management, 4(3), pp.5-14.

Salas, E., Tannenbaum, S.I. & Kraiger, K., 2012. The Science of Training and Development in Organizations: What Matters in Practice. Psychological Science in the Public Interest , 13(2), pp.74-101.

Shi, X. & Wang, J., 2011. Interpreting Hofstede Model and Globe Model: Which Way to Go for Cross-Cultural Research. nternational Journal of Business and Management , 6(5), pp.93-99.

Stevens, R.H. & Ogunji, E., 2010. Managing Diverse Organizational Environments for Strategic Advantage:Exploring the Value of Developing Business Diversity Curriculum in Higher Education. Journal of Management Policy and Practice, 11(4), pp.72-85.

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