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Keeping the organization and its human resource competitive is one the most important roles of an HRM professional. Competitiveness is the new ball game in business. Here, you are not merely looking at what your competitors are doing but you are looking inwardly at what your human resource is doing to be competitive, and stay competitive in reference to the world’s business stage.
As I highlighted, one of the reasons why HRM professionals are in demand today is because more and more organizations are focusing their resources in developing their competitive edge in terms of business processes, technology, and most important of all –human resource. Hence, you have noticed that over the years, the key roles of the HRM department in an organization have evolved, including how its effectiveness is measured.
Before, we have always thought that HRM is simply a support role to other operational or line management. We only expect it to give us the right employees, manage our employees unions, and organize our corporate social affairs. We failed to see that our organization’s competitive edge hinges first, on how competent our human resource is. The former are secondary only to the HRM role of developing the right competencies of employees.
New technology, business strategies, complicated processes, and management systems are inutile without competent human resource behind them. A HRM professional, or unit as a whole, can create real value when it focuses its programs in developing the competency level of employees. It is this way that HRM can really create and contribute value to the organization’s competitiveness.
Competitive human performance, not machine and systems performance as some would suggest, is the core of business performance. When organizations are able to harness effectively the talent, energy, and motivation of their employees, they will have an ideal competitive business edge. The competencies of these people, when sharpened and harnessed to their full potential, will greatly enhanced the overall value and competitiveness of the organization.
So, there lies the real value contribution of the HRM professional –building the framework and environment for continuous competency development.
As I highlighted, one of the reasons why HRM professionals are in demand today is because more and more organizations are focusing their resources in developing their competitive edge in terms of business processes, technology, and most important of all –human resource. Hence, you have noticed that over the years, the key roles of the HRM department in an organization have evolved, including how its effectiveness is measured.
Before, we have always thought that HRM is simply a support role to other operational or line management. We only expect it to give us the right employees, manage our employees unions, and organize our corporate social affairs. We failed to see that our organization’s competitive edge hinges first, on how competent our human resource is. The former are secondary only to the HRM role of developing the right competencies of employees.
New technology, business strategies, complicated processes, and management systems are inutile without competent human resource behind them. A HRM professional, or unit as a whole, can create real value when it focuses its programs in developing the competency level of employees. It is this way that HRM can really create and contribute value to the organization’s competitiveness.
Competitive human performance, not machine and systems performance as some would suggest, is the core of business performance. When organizations are able to harness effectively the talent, energy, and motivation of their employees, they will have an ideal competitive business edge. The competencies of these people, when sharpened and harnessed to their full potential, will greatly enhanced the overall value and competitiveness of the organization.
So, there lies the real value contribution of the HRM professional –building the framework and environment for continuous competency development.
2 Comments:
7/27/2008 8:14 AM
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Linda Morton
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7/27/2008 10:22 AM
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Nor
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You are so right. If HRM fails to recruit and train talent to help the organization meet its goals, those goals will likely not be met.
HRM must help the organization to do a better job of recruiting, training and retaining employees than the competitors. Without that competitive edge, the organization will have a difficult time competiting.
I also believe that HRM influences an organization's marketing. I recently wrote a post on this aspect of HRM's role at
http://www.strategicmarketsegmentation.com/blog/employee-service-marketing-hrm-need-market-segmentation.
Agree.
And you have put it quite well there Linda, if I may quote:
"Human resource managers (hrm) recognize differences in people through all management phases. Some people will fit in a particular organization better than other people. Some people will be more motivated by a certain organizational culture, while others will find that same culture inhibiting or demotivating."
This should always be the goal of the HRM department. More so, this way, not only will it add value to the organization's marketing program but to its' over all business performance as well.