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describe the individuals who comprise the workforce of an organization, although it is also applied
in labor economics to, for example, business sectors or even whole nations. Human resources is
also the name of the function within an organization charged with the overall responsibility for
implementing strategies and pouman resources is a relatively modern management term, coined
in the 1960s.[citation needed] The origins of the function arose in organizations that introduced
'welfare management' practices and also in those that adopted the principles of 'scientific
management'. From these terms emerged a largely administrative management activity, co-
ordinating a range of worker related processes and becoming known, in time as the 'personnel
function'. Human resources progressively became the more usual name for this function, in the
first instance in the United States as well as multinational corporations, reflecting the adoption of
a more quantitative as well as strategic approach to workforce management, demanded by
corporate management and the greater competitiveness for limited and highly skilled
workers.licies relating to the management of individuals
role of hr dept
In simple terms, an organization's human resource management strategy should maximize
return on investment in the organization's human capital and minimize financial risk.
Human Resources seeks to achieve this by aligning the supply of skilled and qualified
individuals and the capabilities of the current workforce, with the organization's ongoing
and future business plans and requirements to maximize return on investment and secure
future survival and success. In ensuring such objectives are achieved, the human
resource function purpose in this context is to implement the organization's human
resource requirements effectively but also pragmatically, taking account of legal, ethical
and as far as is practical in a manner that retains the support and respect of the workforce.
[citation needed]
[edit]Key functions
Human Resources may set strategies and develop policies, standards, systems, and
processes that implement these strategies in a whole range of areas. The following are
typical of a wide range of organizations:
1.Recruitment, selection, and onboarding (resourcing)
Employee recruitment forms a major part of an organization's overall resourcing strategies, which
identify and secure people needed for the organization to survive and succeed in the short to
medium-term. Recruitment activities need to be responsive to the ever-increasingly competitive
market to secure suitably qualified and capable recruits at all levels. To be effective these
initiatives need to include how and when to source the best recruits internally or externally.
Common to the success of either are; well-defined organizational structures with sound job
design, robust task and person specification and versatile selection processes, reward,
employment relations and human resource policies, underpinned by a commitment for strong
employer branding and employee engagement and onboarding strategies.
Internal recruitment can provide the most cost-effective source for recruits if the potential of the
existing pool of employees has been enhanced through training, development and other
performance-enhancing activities such as performance appraisal, succession planning and
development centres to review performance and assess employee development needs and
promotional potential.
2.Organizational design and development
rganizations are complex systems. In order to succeed, companies must respond faster and
better than their competition. Successful organizations provide clear direction, motivate
employees, align processes, and develop rewards that reinforce positive and sustainable action.
We take a very pragmatic view of organizational development and design - each initiative should
drive simple, clear, and measurable business results linked to key priorities.
Applying proven organizational development and design methodologies and successful
techniques, LSA Global has worked with leading organizations across multiple industries succeed
in areas including:
Strategies: external analysis, internal analysis, vision, mission, values, differentiation, target
markets, level of investment, allocation of resources, and key strategic initiatives
Structures: organizational, group, project, and team culture/norms/values/symbols, lines of
authority, communication, degree of centralization, degree of focus, structures, practices, and
policies
Systems: planning, budgeting, accounting, information, change and transition management,
coaching, eLearning, empowerment, learning management systems, knowledge management,
problem solving and decision making
Processes: career development, compensation, internal communications, learning and
development, process improvement, performance management, reward and recognition, staffing,
job rotation, stretch assignments, coaching, mentoring, action learning, aligned metric systems,
accountability, succession planning, and recruiting
Human resource management is concerned with the development of both individuals and the
organization in which they operate. HRM, then, is engaged not only in securing and developing
the talents of individual workers, but also in implementing programs that enhance communication
and cooperation between those individual workers in order to nurture organizational development.
The primary responsibilities associated with human resource management include: job analysis
and staffing, organization and utilization of work force, measurement and appraisal of work force
performance, implementation of reward system
Job analysis consists of determining—often with the help of other company areas—the nature
and responsibilities of various employment positions. This can encompass determination of the
skills and experiences necessary to adequately perform in a position, identification of job and
industry trends, and anticipation of future employment levels and skill requirements. "Job analysis
is the cornerstone of HRM practice because it provides valid information about jobs that is used
to hire and promote people, establish wages, determine training needs, and make other important
HRM decisions