As a business entity, a company has to seek tools for advancing its relationships with its employees. The focus on communication with staff members and the utilization of talent management techniques will encourage an increased efficacy in employees’ performance and convince the target audience to develop loyalty toward a firm. With an HR strategy focused on designing a comfortable environment where employees will be inclined to acquire professional skills, one will be able to enhance the efficacy of employees’ performance and improve the effects of the staff’s work successfully.
This paper will examine the approaches for creating a setting in which staff members will be inclined to deliver better performance and become better professionals. The first section of the paper addresses the management of health concerns, whereas the second one touches upon the problem of relationships within a team. HR metrics are scrutinized in the third one, and approaches to downsizing will be developed in the fourth one. The fifth section focuses on managing HR relationships in mergers and acquisitions, while the sixth part of the paper provides recommendations concerning the implementation of HRM changes. The seventh section describes the resources required for the proposed framework, and the conclusion ends with a summary of key insights.
HR Strategy on Health & Wellness
Healthy employees are expected to deliver better results due to the consistent presence in the workplace and the opportunities for focusing on professional development. For this reason, an organization needs to deploy the HR program aimed at health education, on-site vaccination, weight control strategies, work-life balance, and other essential aspects of self-care (Zheng, Molineux, Mirshekary, & Scarparo, 2015). In addition to the proposed measures, the reconsideration of the current insurance policies and the introduction of better options for staff members to manage their health will have to be provided, which is its key rationale.
The selected insurance policy will have to cover all possible threats to staff members’ health, including gender- and age-specific issues. Addressing the threat of chronic diseases and providing staff members with a chance to gain membership in fitness centers and similar trustworthy health organizations is another step toward building a healthy team of employees. The described strategy will encourage employees to develop awareness about their health issues and locate the threats to their health independently, minimizing the risks of developing a disease or a disorder.
HR Strategy on Labor Relations
In order to advance workplace relationships and create the environment in which employees will be happy to work, an HR manager will need to promote resilience and flexibility in the workplace culture. Simultaneously, one should focus on the promotion of mutual respect and engagement in the organizational context. The resulting rise in the opportunities for implementing talent management as the main strategy for promoting professional growth in staff members will prove the importance of the selected approach.
Therefore, the main rationale of using the described framework for shaping labor relations in the corporate setting is the opportunity to build a workplace culture based on mutual respect and cooperation, as well as extensive options for talent management. By investing in the progress of its staff, a company will increase its performance rates due to the rise in the range of competencies of its staff and the amount of effort that they put in their performance. The focus on talent management and labor relations, in general, will also require offering staff members additional education opportunities such as courses and seminars.
HR Strategy on HR Metrics
Evaluating the efficacy of HRM-related endeavors in the workplace is critical to the further performance of an organization. For this reason, the criteria for assessing the work of the HRM department and the strategies designed to maintain the quality of employees’ performance are needed. To determine whether the current approach utilized to boost the performance, loyalty, and engagement levels among the staff are effective, one will need to incorporate the criteria such as the staff turnover rate, the promotion time lapse, performance and potential of each staff member, and the average time of an employee’s absenteeism. The main rationale behind the selection of the specified criteria concerns the factors that affect the performance of an organization, in general. According to recent studies, the levels of absenteeism, engagement, motivation, and turnover in the workplace define the efficacy of a company’s functioning to the greatest extent (Rasmussen & Ulrich, 2015). While there are other considerations to take into account, the described factors will allow outlining the essential problems in the selected HRM strategy at ta comparatively early stage of a particular problem.
HR Strategy on Downsizing
Layoffs caused by downsizing are the most difficult to handle for an HR manager due to the emotional weight that they impose on the latter. Dismissing an employee for the purposes of downsizing a business require a vast amount of tactfulness and care. In the process of managing relationships with staff members during downsizing, an HR manager may need to apply the strategies based on the usage of the Institutional Theory (Kwamboka & Nassiuma, 2017). The identified framework allows addressing the negative emotional impact that the process of downsizing has on employees. Particularly, the levels of fear and stress among staff members will be reduced, while the employees that have been dismissed are expected to retain a positive or, at the very least, neutral attitude toward the organization.
HR Strategy Mergers & Acquisitions
Expanding into a larger market and embracing the needs of new audiences are critical aspects of corporate development. Consequently, mergers and acquisitions are inevitable for companies that strive to succeed in the global economy (Brueller, Carmeli, & Markman, 2018). However, during mergers and acquisitions, organizational settings experience massive changes, while employees suffer significant stress (Sarala, Junni, Cooper, & Tarba, 2016). Thus, incorporating HRM strategies that allow mitigating the side effects of mergers and acquisitions concerning organizational behaviors.
For example, an HR manager may need to shape the existing policies and standards for organizational behaviors in order to introduce homogenous rules for working in the environment of a merger or an acquired company (Brueller et al., 2018). Similarly, retention approaches may be overdue since alterations in the organizational setting may lead to the loss of an impressive number of employees that cannot handle changes independently (Sarala et al., 2016). Consequently, opportunities for compensation strategies and programs for increasing employee benefits should also be deemed as important (Brueller et al., 2018). The described tools will allow reducing the rates of turnover that are bound to rise with the changes in the organizational environment caused by a merger or an acquisition. Thus, employee retention and a drop in turnover rates are the primary rationales behind the chosen HRM strategies.
HR Strategy on Globalization
Globalization has affected an immensely vast range of companies worldwide. As a result, HR managers have to take the effects of globalization and the rules that it dictates when shaping policies for managing employees. In a multinational company, the use of executive continuity as the basis for promoting globalization is needed (Alharthey, 2018). With the application of the executive continuity principles, an HR manager will introduce cohesion and connectivity into the HRM framework, creating uniform criteria, standards, and HR management techniques. Moreover, the proposed strategy will guide one to the development of a positive rapport with staff members, thus contributing to the increase in their loyalty toward the organization (Alharthey, 2018). It is crucial to balance between the expansion of a company and the creation of a comfortable setting for staff members, which can be achieved by introducing new challenges to the organizational context gradually. Offering rewards for accepting new standards and following them is another important aspect of the executive continuity principles, where the types of rewards have to vary to maintain employee engagement levels high.
HR Strategy Implementation Plan
Institutionalization of change should be the ultimate goal of the implementation process. The idea of institutionalizing change suggests that staff members should accept the proposed innovations, integrate them into their workplace practice, and utilize them when performing tasks (Trullen, Stirpe, Bonache, & Valverde, 2016). For this purpose, an HR manager may need to use a combination of different types of strategies since some staff members may be reluctant toward applying the suggested innovative techniques and prefer traditional ones instead. The described problem has to be managed by seeking the roots of the issue, which may range from the fear of failing to use new strategies successfully to the decision to leave the company (Van der Kolk & Schokker, 2016). Thus, it is necessary to utilize motivational strategies along with the use of enhanced communication and mentorship (Jhawar, Garg, & Khera, 2016). The selected approaches will assist in addressing the concerns of the employees that may feel uncertain or hesitant about the new corporate policies, which is the main rationale for using the described tools.
Solution Processes & Resources
As stressed above, the implementation process will demand a vast range of resources for ensuring that employees collaborate with the HR manager and accept new policies. For this reason, human, financial, and information technology resources will have to be integrated into the process of implementing the HRM approach. Coaches and counselors for the employees that are confused about, reluctant to, or concerned with the new practices will have to be recruited. Thus, staff members will receive powerful emotional and psychological support to overcome the challenge of transferring to a new framework of operating. Financial resources, which will include salaries for the coaches, as well as incentives and benefits for staff members, also have to be taken into account and may vary depending on the size of a company and the extent of change (Alharthey, 2018). Finally, IT wools must be integrated to ensure flawless communication and cross-disciplinary collaboration within teams. Innovative technology will also be needed to promote a better employee-manager dialogue and an improved feedback system.
By making the support of employees and their professional grow and comfort in the workplace the center of HRM strategies, an organization can ensure an increase in its staff’s performance levels. Due to the rise in the levels of loyalty among employees and the reciprocity of the dialogue between employees and an organization, one will be capable of shaping the organizational environment in the manner that will allow maximizing the outcomes of their performance. For this purpose, the HRM approaches that are centered on the institutionalization of the continuous, unceasing improvement and an increase in the learning curve of the employees have to be considered. Simultaneously, the approaches that are expected to build a more comfortable setting for staff members will need to be integrated into the organizational environment to create the appropriate climate and organizational culture.
Alharthey, B. K. (2018). Review on globalization and importance of strategic human resource management. International Journal of Scientific Research and Management, 6(3), 230-235.
Brueller, N. N., Carmeli, A., & Markman, G. D. (2018). Linking merger and acquisition strategies to postmerger integration: A configurational perspective of human resource management. Journal of Management, 44(5), 1793-1818.
Jhawar, A., Garg, S. K., & Khera, S. N. (2016). Modelling and evaluation of investment strategies in human resources for logistics improvement. International Journal of Simulation and Process Modelling, 11(1), 36-50.
Kwamboka, N. E., & Nassiuma, B. K. (2017). Employee downsizing strategies and firm performance: Evidence from the Kenyan context. Journal of Human Resource and Leadership, 2(7), 58-68.
Rasmussen, T., & Ulrich, D. (2015). Learning from practice: How HR analytics avoids being a management fad. Organizational Dynamics, 44(3), 236-242.
Sarala, R. M., Junni, P., Cooper, C. L., & Tarba, S. Y. (2016). A sociocultural perspective on knowledge transfer in mergers and acquisitions. Journal of Management, 42(5), 1230-1249.
Trullen, J., Stirpe, L., Bonache, J., & Valverde, M. (2016). The HR department’s contribution to line managers’ effective implementation of HR practices. Human Resource Management Journal, 26(4), 449-470.
Van der Kolk, B., & Schokker, T. (2016). Strategy implementation through hierarchical couplings in a management control package: an explorative case study. Journal of Management Control, 27(2-3), 129-154.
Zheng, C., Molineux, J., Mirshekary, S., & Scarparo, S. (2015). Developing individual and organisational work-life balance strategies to improve employee health and wellbeing. Employee Relations, 37(3), 354-379.