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REACTION PAPER ON:

Restoring the trust in the


Human Resource
Management Profession

Submitted by:
Queenie P. Tenedero
AC4b

REACTION PAPER ON:


Blue Ocean Strategy

Submitted by:
Queenie P. Tenedero
AC4b

Restoring the trust in the


Human Resource Management Profession
The recent corporate scandals have shed increasing light on the inability of
current governance systems to adequately monitor and control top executive behavior.
Executives at companies such as Enron, Worldcom, Adelphi, Qwest, Tyco, Arthur
Andersen, and K-Mart seemingly engaged in unethical and even illegal decision making
that lined their own pockets while leaving shareholders holding the bill.
Since there is a tumor on corporate responsibilities, there is a growing need for
an effective HRM. What is a human resource management then or HRM? Human
resource management (HRM, or simply HR) is a function in organizations designed to
maximize employee performance in service of their employers strategic objectives. HR
is primarily concerned with how people are managed within organizations, focusing on
policies and systems. HR departments and units in organizations are typically
responsible for a number of activities, including employee recruitment, training and
development, performance appraisal, and rewarding (e.g., managing pay and benefit
systems). HR is also concerned with industrial relations, that is, the balancing of
organizational practices with regulations arising from collective bargaining and
governmental laws.
An HR manager's role is to ensure that business managers apply HR policies
and procedures consistently through all business units. This helps to develop
partnerships across different teams, which supports corporate aims and objectives.

Now, the central challenge facing our profession is to ask what needs to be done
to rebuild a viable social contract at work, how to do it, and who needs to be involved
and engaged with the HR to rebuild the trust essential to the success of this effort?
The article listed down few priorities HR executives should be addressing today
which are:
1. Helping their organization reinvent/redesign itself to compete more
effectively
2. Reinventing the HR function to be a more customer focused, cost
justified organization
3. Attracting and developing the next generation -21st century leaders
and executives
4. Contributing to the continuing cost containment/management effort
5. Continuing to work on becoming a more effective business partner
with their line customers
6. Rejecting fads, quick fixes and other HR fads; sticking to the basics
that work
7. Addressing the diversity challenge
After the article listed this, there is a question that I raised on my mind, how will
they aid or address this issue?

A good starting point for rebuilding trust and closing the gap between
firm and employee interests would be to focus on generating value for all
organizational stakeholders from the one unique asset that employees
bring to their organizations, namely, their knowledge and skills. A defining
task for contemporary and future HR professionals lies in translating the
rhetoric regarding the knowledge economy into tangible benefits for the
economy and society, for individual firms, and for the workforce.
The management needs to change itself if ever there are lapses on itself. Since
this is generally not a focal point for HR professional training and development, change
management represents a particular challenge for personnel management. There must
also be Leadership Development. As the second of the biggest challenges for human
resource management, leadership development needs to be a critical strategic initiative.
HR professionals are faced with being expected to provide the essential structures,
processes, tools, and points of view to make the best selection and develop the future
leaders of the organization. "Across the globe leadership development has been
identified as a critical strategic initiative in ensuring that the right employees are
retained, that the culture of the organization supports performance from within to gain
market position, and that managers are equipped to take on leadership roles of the
future so that the organization is viable in the long term."( WFPMA, 2009)
Another thing is improvement of the effectiveness measurement of HR. How can
improvement happen without the right tools to measure HR effectiveness? As with many
other areas of business, this profession also needs to be able to measure results in
terms of transaction management, as well as in terms of the positive influence on

business. Utilizing metrics to determine effectiveness is the beginning of a shift from


perceiving HR's role as purely an administrative function to viewing the HR team as a
true strategic partner within the organization.

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