HUMAN RESOURCES

Amiranas
[COMPANY NAME] [Company address]

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Contents
Section 1......................................................................................................................................................2
Section 2......................................................................................................................................................3
Section 3......................................................................................................................................................4
Section 4......................................................................................................................................................5
Bibliography................................................................................................................................................6
Section 6......................................................................................................................................................7

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Section 1

Human Resource (HR) is the responsible department for managing resources related to employees (Human
Resources Education, 2018). During the 1960s, the terms was first coined to describe both the people who work
for a company or organization. On the other hand, Human Resource Management (HRM) is term used to
describe formal systems. It is for managing the people working for a company or organization. The HR has an
overall aim, which is to achieve an organizational mission, vision, goal and objective using people as valuable
resources; recognize the need to put them on top of the agenda. Essentially, the main organizational objectives
that the HR is responsible are to manage costs and maximize productivity in the organization, improve
organizational growth and assess the customer needs (Armstrong, 1999). The HR can attend to these objectives
by performing its key responsibilities, which are job analysis and staffing, organization and utilization of work
force, measurement and appraisal of work force performance, implementation of reward systems for employees,
professional development of workers, and maintenance of work force (Philip, 2005).

In the advent of technology, a significant impact on the broad field of HRM was brought by several business
trends in the recent years. New technologies like electronic communication, information dissemination and
retrieval greatly influenced HRM (M., 2015). Latest gadgets and equipment like computers and networking
systems had totally changes the way of business interaction leading HRM professionals to adapt and develop
new ways and guidelines to perform their key responsibilities (Philip, 2005). Other changes like in the
organizational structure ended many companies to scrapped or adjust their traditional organizational structures
just to comprehend with the latest management structures. This made HRM out an extra effort to reassess job
descriptions, appraisal systems, and other elements of personnel management.

In one case, a global FMCG company moved one of its call centers into a developing market. The Senior leaders
and HR professionals were asked to reflect on the several ethical issues (Boudreau, 2014). These issues were the
decision as to the wage, if they would pay employees in developing nations a lower wage for doing the same job,
considering its cost and effectiveness. Success in the organization is not just increase of sales, as HR
professionals, we are responsible to add value to the organization we serve by contributing to its ethical success
(Beer, M., Boselie, & Brewster, 2015). Hence, we should take full responsibility for our individual decisions and
actions as HR professionals. HR professionals should be truthful and credible enough as they strive to meet the
highest standards of competence to strengthen competencies and serve as role model in the organization. The
high level of trust with our stakeholders must be maintained and their interest must be protected as well as the
HR professional integrity. This could be only done if HR professionals will refrain from engaging in activities that
creates actual, apparent or potential conflict of interests. Lastly, HR professionals should always protect and
consider individual differences and human rights at all times (Barker, 2010).

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Section 2

There are many ways to deliver HR objectives in an organization. As part of the strategic plan the HR has the
following options to deliver the services: outsourcing, offshoring, shared services and in-house (CIPD, 2016). This
comprises the main element of payroll. Outsourcing is followed by the provision of complex advice and offers
benefits like increased efficiency. Another one is shared services. This is used by the organizations during HR
activities. This is to concentrate in administrative activities into centralized and commonly shared function. The
HR service delivery model are the ways on how these services are delivered to a large workforce. The two main
types of model are the traditional model of “generalist” HR and the Ulrich’s three-legged stool model of HR
service delivery.

The traditional model of ‘generalist” HR is the most common type of service delivery model. Its priority and focus
is on hands on localized service delivery. This is decentralized approach, where the staff revolved around a
central team. This team will provide key services and handle the needs of line managers, employees and senior
staff, although there may be internal divides based employee grades (HR Zone, 2016). This attempts to provide
“different” services that fit the unique needs of the business unit or local facility. This is appropriate to medium
to large size firms that are geographically dispersed.

The Ulrich’s three-legged stool model of HR service delivery, is made my Dave Ulrich. He defines the basic role of
HR into four areas. These areas are service delivery, employee commitment, change management and strategic
actions. This model emphasizes strategic initiatives and to de-emphasize transactions (Sullivan, 2018). This
involves three crucial strands, these are HR business partners, HR centers of expertise and shared HR services.
This is appropriate for medium and large business that need to move away from the “personnel” model.

HR practice can vary depending on the sector like private or public, industry for example services, retail or
manufacturing and locality includes local, national or international (CIPD, 2016). In large private sectors, Ulrich’s
model is recommended since it tend to follow so called ‘best practice approaches like performance related
(variable) pay, formalized career paths or graduate recruitment and more likely to outsource transactional
process. In small private sectors, some elements of the Ulrich model are outsourced. One person deals with a
number of areas, on-the-job learning and has tight control on pay (variable pay provides a large of percentage of
final pay). In a voluntary sector, charities that rely on public funding more likely to have policies similar to the
public sector based on equality, clear processes to deal with performance issues. However, large successful
charities may have business partners and best practice HR. In Global Multinational Corporation, Ulrich model is
applicable however this varies across different regions along with HR practices depending on cultural factors (e.g
power distance), strategic partners in place. Large MNC will use centers of excellence either centrally or across
regions where they tend to imitate and benchmark against each other.

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Section 3

There at least five (5) HR metrics used to evaluate HR function contribution. These are Resource and Talent
Planning, Learning and Talent Development, Service Delivery, Employee Engagement and Employee Relations
(CIPD, 2016). Resource and talent planning involves advertising costs, recruitment success rates and the
selection process in relation to future performance. Learning and talent development is evaluating the time
spent in developing skills and measuring number of internal promotions over a period and reduction in
complaints. Service delivery concerns the service level agreements and meeting of targets and return of
investment. Employee engagement measures the satisfaction of employees, their contribution, meeting targets,
correlations with engagement, positive feedback, turnover rates, absence rates and profit per employee.
Employee relations focuses on the issues raised on surveys and exit interviews.

“That which cannot be measured cannot be managed”, an old saying defining a Key Performance Indicator (KPI).
It is a measurement that tells the management the precise state of operations at any given point of time (Juneja,
2017). On the other hand, a Service Level Agreement (SLA) is the ideal state of those measurements. A KPI has
four components, these are: what is being measured, who is measuring, at what interval is it being measured
and how frequently is the information being transmitted to the control room.

A staff survey, when accurately designed and conducted has the power to reveal, substantial information about
employee perceptions (Society for Human Resource Management , 2016). This can be used by the management
to improve the workplace. This leads to higher retention rates, lower absenteeism, improved productivity and
better customer service.

Benchmarking with other organizations gives a clear idea how organizations compare to the typical organization.
This gives an idea of the “stretch” required, if any to reach “great” (Beatson, 2015). It is recommended at an over
all level that an organization should use at least two or even three external benchmarks to achieve its goals.

Return on Investment is the return on a company’s monetary investment in a new program, engagement or
change to a current activity. A complete ROI emphasizes the benefits that cannot be financially quantified but
still represent desired outcomes. ROI shows the anticipated benefits by reviewing the potential reductions in the
cost of administering and delivering different programs in the organization and increases in productivity leading
to improved financial outcomes (Society for Human Resource Management , 2016).

A very popular management tool is the balanced scorecard. This is used to monitor, measure and report
procedures. Usually, finances are measured in organizations and this labels success. However, there is so much
more than finances that defines success. Hence, the balances score card represents the four areas that are
responsible for an over all success (Duke Human Resources , 2016). These are customer perspective (How do
customers see us?), innovation and learning (people) perspective (Can we continue to improve and add value?),

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internal perspective (What must we excel at?) and financial perspective (How do we appear to our
shareholders?).

Section 4

The key messages of the report are as follows:

 There is a significant connection between employee engagement and business results

 Building a business case for investments in employee engagement is worth it.
 The business case is a good investment not just for the employee but for the company as well
 The business case reveals the motivation of employees to be productive and its by product. Like in the
case of 3M, they found out that more engaged employees are more innovative.
 Constant review, quality check and research within the own organization, especially in employee
engagement leads to positive business outcomes.

These finding are quite convincing. Increasing your employee engagement levels is daunting task but scrutinizing
it into manageable segments has proved to increase the return form your human capital investment (Deligiannis,
2012). According to research recently published by the American Psychology Association, energy is infectious
whether positive or negative, and coworkers can infect each other either way. As Wayner Baker, one of the
study’s investigators, put it in his article for the Harvard Business Review, “We ‘catch’ energy through our
interactions with people.” This is called “relational energy”— and as the study concluded – it affects our
performance at work.

A Staff Engagement, Ideas for Action’ survey of 1,196 employers and employees in Hays, Australia found out that
employees can be engaged by intrinsic or extrinsic factors, but most commonly through a combination of both.
They may also crossover. For example, a sense of achievement is an intrinsic factor, but extrinsic mechanisms
such as your performance management process influence an employee’s view of their success and how their
efforts are viewed within the organization. This survey supports the findings of the Employee Hold’em Model of
Work Force Engagement. Wherein intrinsic factors like purpose, sense of achievement and being valued, and
sense of being treated fairly are found to be reasons why an employee chose to stay or leave from work. On the
other hand, extrinsic factors like induction and onboarding, diversity of thought and salary and performance-
based bonus motivates employees to perform well in work. Thus, as an HR, one should be able to find the link
and encourage more employee engagement to achieve organizational goals.

On my own perspective, nobody wants to wake up early, spend time in another place, working without any
purpose. If an employee feels secured in an organization, not just financially but emotionally as well, he has a
better chance to stay and improve his daily work. Investing on your employees is indeed a risk, but also a
treasure if handled well. Thus, before engaging in human capital, the company itself must know its goals and
must instill it to its employees. Working on a common goal makes every quota or financial goal easy. Increasing
your employee engagement is important for a number of reasons: staff retention, increased productivity and
innovation, a bottom line boost and a more proactive workforce. High performance working does not only

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improve the employee making him a well-equipped individual but it he also became a human asset that makes
the organization successful.

Bibliography
Armstrong, M. (1999). A Handbook of Human Resource Management Practice. Kogan Page Limited.
Barker, R. (2010). No, Management is not a profession. Harvard Business Review. Harvard University.
Beatson, M. (2015). How might technology change the wat people are managing. Retrieved May 19, 2018, from
Future of Work Hub: http:// www.futureofworkhub.info/ allcontent/2015/4/8/how-mighttechnology-change-
the-waypeople-are-managed
Beer, M., M., Boselie, P., & Brewster, C. (2015). Back to the future: implications for the field of HRM of the
multistakeholder perspective proposed 30 years ago. Human Resource Management , 54 (3), 427-438.
Boudreau, J. (2014). Will HR’s grasp match its reach? An estimable profession grown complacent and outpaced.
Organizational Dynamics , 43 (3), 189-197.
Burstiner, I. (1988). The Small Business Handbook. Prentice Hall.
CIPD. (2016, September). HR outsourcing An overview of HR outsourcing, its use within organisations and its
alternatives . (C. Q. A3 The Locks, Producer) Retrieved from Chartered Institute of Personnel and Development:
https://www.cipd.ie/knowledge/hr-fundamentals/hr/outsourcing-factsheet
Deligiannis, N. (2012). HOW TO CREATE AN ENGAGED WORKFORCE. Retrieved May 20, 2018, from
www.socialhays.com: https://social.hays.com/2016/04/25/how-to-create-an-engaged-workforce/
Duke Human Resources . (2016). Pay & Performance: Balanced Scorecard. Retrieved from Duke Human
Resources : https://hr.duke.edu/managers/performance-management/duhs/achieving-our-goals/balanced-
scorecard
Green, P. C. (1999). Building Robust Competencies:Linking Human Resource Systems to Organizational Strategies.
Jossey-Bass.
HR Zone. (2016). What is HR Service Delivery? Retrieved May 20, 2018, from HRZone:
https://www.hrzone.com/hr-glossary/what-is-hr-service-delivery
Human Resources Education. (2018). What is Human Resource? Retrieved May 19, 2018, from Human Resources
Education Organization: https://www.humanresourcesedu.org/what-is-human-resources/
Juneja, P. (2017). Definition of Key Performance Indicator (KPI). Retrieved May 20, 2018, from Management Study
Guide: https://www.managementstudyguide.com/key-performance-indicator.htm
M., B. (2015). How might technology change the wat people are managmes. Retrieved May 19, 2018, from
Future of Work Hub: http:// www.futureofworkhub.info/ allcontent/2015/4/8/how-mighttechnology-change-
the-waypeople-are-managed
Mathis, R. L., & Hackson, J. H. (2005). Human Resource Management. Thomson South Western.
Philip, H. (2005). Managing the Knowledge Culture. Human Resource Development Press.
Shehata, A., & Lim, A. (2015). Source Two. Davao and Cebu .
Shehata, A., & Lim, A. (2017). Source 1. Philippines .
Society for Human Resource Management . (2016). Advanced Analytics: Using Data to Drive HR Excellence .
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%20Metrics_AA.pdf
Sullivan, D. J. (2018). SELECTING AN HR STRATEGY. Retrieved May 20, 2018, from DJS:Talent Management
Thought Leadership: https://drjohnsullivan.com/articles/selecting-an-hr-strategy/

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Section 6

I have learned the different roles of HR in an organization. HR’s work is not just about recruiting and receiving
resignation letters from employees. Being an HR comes with a great responsibility, where one should be skilled
enough, academically and emotionally. HR tasks are not tasks on paper but task on life. There is so much
responsibilities given to an HR, for the organization and the employees.

I have learned that, research and strategy comes along when you are an HR. Measuring and assessing
performances do not just happen, these are series of activities and tests that will help in framing the best
solution to uplift the organization and the employees. Lastly, as an HR, your actions is a great force that makes a
domino effect from the employees up to the success of the company. Hence, you should use proper and accurate
methods in assessing employee performances.

Success in the company is not just measured with the financial profit. The HR should be the first person or
department to value all the elements that contributed to the success of the organization as a whole.
Acknowlegement, engagement and accuracy in all your tasks will make you not just a professional, but a
successful HR.