Business - Human Resources
People Strategy
Organizations are Defined by the People Behind Them: Shaping the Organization Through People Strategies
An organization is defined in the minds of those entities and people with which the organization relies upon for business and profit by the people within the organization. From the top executive leadership, to the low level staffers who provide the most mundane nature of support to the organization, the organization is perceived from the outside by its people who make it work in conjunction with its organizational goals and business strategies. It is the responsibility of the Human Resource leadership and staff to be well versed in each and every aspect of the organization, and in the social issues that impact the workplace (Bohlander and Snell, 2009, p. 23), so that the individuals they recruit and hire to perform the functions and responsibilities of the components work and produce results that keep the organization moving towards its organizational goals and financial stability and profitability.
Michael Armstrong (2006), in his book, A Handbook of Human Resource Management, says that there are "three broad strands to the organization and people strategy:
1. Reward and Recognition: use recognition and reward programmes to stimulate outstanding team and individual contributions.
2. Talent and Management: drive the attraction, retention and professional growth of a deep pool of diverse, talented employees.
3. Organizational Effectiveness: ensure that the business adapts its organization to maximize employee contribution and deliver performance goals (p. 127)."
These concepts are in keeping with academic training of individuals seeking careers as human resource professionals. Application of these concepts in the organizational environment mean the HR professional must work hard to match the individual employee skills to the level of performance required for the specific position; and then the organization has the responsibility to retain that individual through recognition and reward and the prospect of advancement within the organization for performance that meets organizational goals.
References
Armstrong, M. (2006). A Handbook of Human Resource Management Practice, London,
UK, Kagan Page Limited.
Bohlander, G.W. And Snell, S. (2009). Managing Human Resources, Mason, OH,
South-Western Cerngaage Learning.
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