Unknown Facts About Human Resource Management Systems Revealed By The Experts
From the dawn of the Computer Age to the birth of the net, technology and business have evolved with unprecedented speed. Technological advances have produced competitive advantages. On the contrary, competitive advantage is no longer achieved or maintained solely by technological innovation.
With the rapid ability of product developers to generate new products, the only remaining competitive advantage in business to capitalize upon is not technology, but people. Basically, those firms attracting and retaining the best people and making the most of their human resources will thrive. People that don't, will not.
As an increasingly competitive world forces business to change, adapt and respond more quickly, companies are reconsidering the very essence of how they do business. These demands produce new expectations of how people contribute to organizations. People must possess greater knowledge, play new roles and operate to higher standards of performance.
Because the emphasis today is on people and what they can bring to the business, it's only natural that the Human Resource (HR) function would one day reexamine how it supports a firm's business plan. That time is now. Once merely thought of as the organizational police, administrators or even the company store, the Human Resource function is finally being a true strategic business partner in progressive companies.
Some say HR's mission is to add value. In spite of its characterization, the new HR role is to make a business more successful. Just like the order of movements in a symphony score, a business and its objectives must first be understood. The HR function, long related to understanding and working with a company's human element, is well suited to apply and integrate its organizational knowledge with the strategic business plan for maximum impact. The net result? The new HR function can now contribute to the success of the firm in ways which weren't possible in the past. In fact, the new HR role is so different, it deserves a brand new name - Human Systems Management.
Human Systems represents any organizational system through which the role, impact, and reaction of the human element are of critical importance. Human Systems Management encompasses much of what Human Resource Management has become, and even more. In it, the HR function is re-creating, redefining, and essentially retuning for the Post-Modern and Information Ages. The system could possibly be exclusively human (e.g., the process of team building) or sociotechnical (i.e., the interaction of folks and technology). It may involve the redesign of work or perhaps the design of new pay systems to improve employee satisfaction and organizational performance.
The key element is, and always will be, the human element. The desired outcome is twofold: improved individual and organizational performance. At its core, on the flip side, is business strategy.
The Human Resource function, with its overall view of the business, has a good chance to capitalize upon and synthesize the new knowledge we have gained about organizational behavior.
One example is we know that employee involvement is vital to the success of numerous companies and business programs today. Folks that do the work know the work best. They should participate in selection that affects their jobs, work environment and livelihood. People, because of this, will acquire skills by choice, if given the opportunity.
We also know that well-designed jobs and pay systems encourage skill acquisition and increase job satisfaction. Likewise, we have figured out that Microsoft Teams of folks may be self-directing with equal or greater effectiveness than supervisor-led groups. When people are self-managing, the challenges as well as the rewards of achievement boost the meaning of the work they do.
The HR Department must also reexamine its traditional role. By way of example, roles like Employment, Compensation and Training are performed in new ways to free the HR department to concentrate on other value-adding activities. This could be accomplished through outsourcing, internal consulting, automation, the assumption of HR functions by line management, leaderless teams, team-based decision making, self-guided computer training, the net, reverse interviewing, as well as other strategies.
