Implementation of human resources strategies in the chosen organization - Essay Example

?Human Resources Strategies Can Be Implemented In the Chosen Organization In Order To Create a High Performance Work System Table of Contents 0Introduction of the Company 3 2.0 SHRM Practice 1 (Training and Development) 3 Introduction and Importance. 3 2.1 Critically Explain and Elaborate In Terms Of Stages and Steps, How It Can Be Implemented In the Chosen Company. 4 2.2 Why and How Can the Organization Benefit and Add Value based on Training and Development. 6 2.3 Explanation of the Learning Outcome 6 3.0 SHRM Practice (Compensation) 7 Introduction and Importance. 7 3.1 Critically Explain And Elaborate In Terms Of Stages And Steps, How It Can Be Implemented In The Chosen Company. 7 3.2 Why And How Can The Organization Benefit And Add Value Based Through Compensation. 8 3.3 Explanation of the Learning Outcome 9 4.0 SHRM Practice (Performance Management) 9 Introduction and Importance. 9 4.1 Critically Explain And Elaborate In Terms Of Stages And Steps, How It Can Be Implemented In The Chosen Company. 10 4.2 Why And How Can The Organization Benefit And Add Value Based Through Performance Management. 12 4.3 Explanation of the Learning Outcome 13 6.0 Conclusion 14 References 15 1.0 Introduction of the Company The Nokia Corporation, a global brand is regarded as one of the biggest companies which produce broad assortment of telecommunication equipments and other related products. It has been apparently observed that the principal products that manufactures by Nokia are mobile telephones, mobile computers and different networking associated brands among others. The company raised its operational along with organisational effectiveness by providing quality products or services to the customers and also by generating and providing friendly work atmosphere. Due to significant financial performance and excellent deliverance of quality services to the customers, the company has been listed as one of the world’s most suitable technology companies and also one of the foremost brands throughout the globe. Moreover, apart from these vital criterions, the company has also been viewed to acquire the recognition of best place to work for due to its enclosure of diversity. This can be justified with reference to the fact that around 40% of the employees belonging to the company are women and most of them belong to different nations (Nokia, 2013). 2.0 SHRM Practice 1 (Training and Development) Introduction and Importance. The first step of any organization after recruiting any employee is focussing upon the aspect of training and development (T&D). In this regard, training is often viewed to be an educational process which provides better understanding to the employees regarding entire work procedure, reinforcing existing knowledge along with skills, new work or operational process and ideas among others. On the other hand, development is often viewed to be the process through which an organization tries to make the employees more efficient towards facing critical challenges and perform significant responsibilities. It is a process which concentrates or focuses on developing the broader skills of the personnel that are applicable to a wider variety of situations like creative thinking, judgment making and managing workforce among others. In short, it can be affirmed that training is generally related to a particular subject matter, whereas, development deals with a wide variety of subjects. The importance of T&D is quite vital for any organization as it supports the organisations towards enhancing organisational effectiveness along with raising overall productivity. It is worth mentioning that the main purpose behind conducting along with implementing the aspect of T&D is to develop the skills of the employees resulting in developing their operational performance at large (Salvi, n.d.). 2.1 Critically Explain and Elaborate In Terms Of Stages and Steps, How It Can Be Implemented In the Chosen Company. The stages or steps relating to training and development have been portrayed hereunder. The Mission Statement: It represents the prime motive of an organization that it tends to accomplish in an effective manner. It generally outlines the business aims, blueprint of the customers, products and comparison with the chief competitors. This particular aspect can be viewed as the initial step of T&D. Training and Development Strategy: It is regarded as the process of how an organization tends to achieve its expected goals with the help of T&D aspect. This particular step generally considers both external environment and internal working conditions of the organisations. The various aspects that can be viewed comprising in this step include T&D mission, T&D objective and T&D procedure. Training Need: It determines the current and the future position of the organisations. This step embraces certain fundamental elements like attitude, knowledge and capabilities of the employees present in the organisations. Training Plan: Planning can be defined as thinking what, how and when it can be done. In this regard, it can be stated that the organisations need to develop an effectual training plan for the purpose of attaining their expected business targets. This particular step generally comprise what, how and when possible actions need to be adopted as well as executed for raising operational performance of the employees. Evaluation of Training: An evaluation after every T&D program is very vital as it helps in estimating the overall development of the employees and imposes significant impact upon their reactions and behavioural attitudes among others (IBEC, 2013). The chosen company i.e. Nokia can implement the facet of T&D for the purpose of developing the performance of its employees. In this regard, the company can successfully execute the aforesaid aspect through performing certain effectual actions. These actions might comprise recognising the prerequisites of the employees, aligning their performance with organisational objectives and making effective planning concerning the development of the overall performance of the personnel. 2.2 Why and How Can the Organization Benefit and Add Value based on Training and Development. T&D brings benefits to both the organisations and their respective employees. It can be affirmed that the organisations belonging to this modern day context can accomplish superior competitive position through raising operational performance of the employees in terms of designing along with providing effectual T&D related programs. In this similar context, it can be viewed that Nokia tends to design attractive and dynamic T&D programs for developing the operational performance of its personnel aiming towards raising its organisational effectiveness at large. The top management officials of the company remains much committed towards establishing the facet of continuous learning by personally providing significant inputs to the development programs and engaging experts to enhance the performance of the workers. The aspect of continuous learning helps in personal along with professional growth including the opportunities like self-development, coaching, learning development and solution. This ultimately aids the company i.e. Nokia towards creating new ideas supporting it to innovate new products and add greater value. This is how T&D benefits and adds value to Nokia by a greater level (Noe, 2008; Nokia, 2013). 2.3 Explanation of the Learning Outcome The contents of the module that comprise different SHRM related practices like compensation, performance management and training along with development are broadly applicable in the workplace. This can be owing to the reason that the aforesaid practices support an organisation to enhance the overall performance of its employees and thus raise greater profitability along with productivity by a considerable level (Bratton, n.d.). 3.0 SHRM Practice (Compensation) Introduction and Importance. Compensation is typically regarded as one of the decisive human resource (HR) aspect for any organisation which is quite useful to manage its entire employees. For an organisation to offer quality products to the customers, it need to ensure that the skilled labours are motivated for providing better performance and thus compensation plays an important part here. The facet of compensation is quite significant for an organisation as it imposes considerable impact upon job satisfaction and employees’ motivation by a greater level. In today’s ear of competitive business world, it is quite important for any organization to recruit quality employees in order to attain competitive position over its chief business market participants. Thus, payment of attractive compensation at correct time to the employees can develop their operational performance resulting in raising organisational effectiveness by a considerable level. 3.1 Critically Explain And Elaborate In Terms Of Stages And Steps, How It Can Be Implemented In The Chosen Company. The different steps or stages that can be related with the aspect of compensation have been portrayed hereunder. Job Evaluation: Division of employees amid different groups on the basis of their functions and skills is often been viewed to be the initial step of providing attractive compensation to the personnel. It can be stated in this regard that evaluating the act of each employee based on their level of job and relative value not only helps an organisation towards developing the capabilities of its employees, but also aids in serving as a motivational factor forcing other employees to work harder (Apache, 2007). Determination of Recruitment and Compensation Strategy: In today’s era of competitive landscape, it is quite vital for a company to possess effective and skilled personnel in order to make the organisations to be a worldwide leader in their respective industries. This particular step ultimately tends to determine the significance of offering striking compensation to the employees at large. Communicating with the Employees and the Managers: This particular step represents communicating the compensation plan which design by the HR personnel belonging to different organisations with the employees along with the managers. It is quite essential to obtain their valuable feedback as their support would eventually create a large different while implanting the plan (Apache, 2007). 3.2 Why And How Can The Organization Benefit And Add Value Based Through Compensation. From the above analysis, it can be affirmed that Nokia can attain significant benefits by providing dynamic as well as attractive compensation packages to its employees. In this regard, it can be stated that compensation is often viewed to be a problem-solving tool which minimises the conflict that takes place between the organisations and the employees. In general, the significant HR related aspect of compensation would support Nokia towards adding greater value through delivering quality products and complying with the requirements and the preferences of the customers. This can be effectively performed with developing the operational performance of the employees belonging to Nokia by stimulating them to work much harder through offering attractive compensation packages (HRMnext Limited, n.d.). Nokia requires performing certain significant activities in order to implement the aspect of compensation plan within the company in order to raise its organisational effectiveness at large. In this regard, the activities comprise setting or establishing an appropriate program outline, performing along with evaluating the job analysis of the employees and communicating the program with every member attached with the company. 3.3 Explanation of the Learning Outcome The conception of HRM is principally described as the procedure of managing different individuals or people in a thorough as well as in a structured way. It is quite different from previous methods of managing employees in terms of performing various significant activities like conducting effectual job analysis, recruiting the appropriate personnel and most vitally making effective planning among others (Bratton, n.d.). 4.0 SHRM Practice (Performance Management) Introduction and Importance. Performance management is said to be a continuous process of communicating, clarifying job responsibilities, examining the priorities and evaluating the performances of the employees ensuring the formation of mutual understanding between the managers and the personnel. It is duly considered to be a decisive aspect in SHRM segment as it helps in evaluating the performance of the employees and assists managers to adopt major decisions. It provides ways to encourage employee development and helps in better communicating with every organisational member resulting in adding greater value to the customers. The main importance of performance management in an organisation is to increase two-way communication, clarify mission, goals as well as responsibilities, identify problems and find out effective solutions towards mitigating any sort of challenge or risk (The Trustees of Indiana University, 2013). 4.1 Critically Explain And Elaborate In Terms Of Stages And Steps, How It Can Be Implemented In The Chosen Company. The implementation of performance management in an organisation is quite important as it helps in fostering employee development by a greater level. The basic stages or steps relating to the aspect of performance management have been portrayed hereunder. This can be better understood with the help of the following pictorial illustration. Source: (US. Office of Personnel Management, n.d.) Planning: Planning means setting goals, presenting reports and seeking prospects in order to attain organisational goals. The regulation of organisational objectives would help the organisations in measuring the performance ability of the employees by a greater level. Monitoring: It is regarded as an important phase of performance management as it helps the organisations towards scrutinising the activities that perform by their employees. This particular step concerning the facet of performance management enables the organisations towards finding out any sort of uncertainty and mitigating them within a shorter time period. Developing: It is regarded as the step which denotes advancing the capability of employees towards performing any sort of operational function. This particular aspect eventually determines the future prospect of the personnel towards developing their overall performance at large. Rating: This phase relating to performance management signifies the summary of the performance of the employees. In this regard, the step of rating signifies assessing individual or group performances aligned with the operational standards. Rewarding: Rewarding is often viewed to be a common step in every organisation which tends to improve the performance of the individuals by a considerable level. It represents recognising the activities of the employees and valuing their valuable contributions in terms of delivering them with effective and attractive reward programs or compensation packages (SlideShare Inc, 2013). 4.2 Why And How Can The Organization Benefit And Add Value Based Through Performance Management. For an organisation like Nokia who have been facing lots of challenges while performing different operational functions relating to business, it is quite essential for them to focus much upon developing the aspect of performance management. The recent development in the business policies, gaining momentum of globalization and increasing business market competition have ultimately affected the financial position of the organisations at large. Thus, it can be affirmed that the facet of performance management will not only help the companies in developing the performance of their respective workforce, but will also help in innovating new technologies supporting them towards attaining competitive position (Nokia Siemens Networks, 2013). In other words, it can also be affirmed that the aspect of performance management can add greater value to Nokia in terms of making effective planning, incessantly monitoring employees’ performance, recognising the capability of the employees to perform deliberate efforts and most vitally rewarding them for better performances (SlideShare Inc, 2013). In order to implement the aspect of performance management, Nokia needs to scrutinise the activities of the employees, attaining valuable feedbacks from every organisational member and conducing meetings relating to appraisal. Moreover, Nokia rating the employees with their respective operational performances and valuing their contributions through providing them with attractive reward programs or compensation packages would eventually support the company towards successfully executing the facet of performance management by a considerable level. 4.3 Explanation of the Learning Outcome The challenges associated with HR planning, recruitment along with selection, reward systems and performance management include raising operational costs, rising disputes between the management team and the employees and budgeting. Contextually, the responsibilities linked with the aforesaid aspects encompass making sound planning, better allocation of accessible resources and strengthening decision-making procedure (Bratton, n.d.). 6.0 Conclusion From the overall analysis, it can be affirmed that in order to maintain an effective flow in the organisational process, it is quite vital for Nokia to incorporate as well as to execute different vital SHRM practices. These practices might encompass performance management, compensation and training along with development among others. It is worth mentioning that different important HR related aspects like analysis along with design of work force, planning, recruiting, and employee relation plays a decisive part in supporting organisations towards accomplishing its expected business targets. Thus, it can be concluded that the above discussed SHRM practices would eventually support Nokia towards developing its progress in the next five years in terms of enhancing their entire business performance and raising productivity by a greater level. References Apache, 2007. Compensation and Benefits. Compensation Program. [Online]. Available at: http://www.co.apache.az.us/pdfs/HumanResources/SEC2.pdf [Accessed June 22, 2013]. Bratton, J., No Date. Strategic Human Resource Management. Business. [Online] Available at: http://www.palgrave.com/business/brattonandgold/docs/bgcha02.pdf [Accessed July 07, 2013]. HRMnext Limited, No. Date. Compensation and Benefits. Paying for Performance and Potential. [Online]. Available at: http://hrm-next.com/hr-practice-areas/compensation-and-benefits/ [Accessed June 22, 2013]. IBEC, 2013. Training & Development Toolkit. Content. Nokia, 2013. About us. Our People & Culture. [Online]. Available at: http://www.nokia.com/global/about-nokia/about-us/culture/our-people-and-culture/ [Accessed June 22, 2013]. Nokia, 2013. About us. Financials. [Online]. Available at: http://www.nokia.com/global/about-nokia/investors/financials/financials/ [Accessed June 22, 2013]. Nokia Siemens Networks, 2013. Operations Support Systems. Performance Manager. [Online]. Available at: http://www.nokiasiemensnetworks.com/portfolio/products/operations-support-systems/performance-manager [Accessed June 22, 2013]. Noe, R. A., 2008. Employee Training & Development. Tata McGraw-Hill Education. Salvi, S. S., No. Date. What is Training and Development? Amherst College. [Online] Available at: https://www.amherst.edu/offices/human_resources/training/whatistraining [Accessed June 22, 2013]. SlideShare Inc., 2013. Steps To A Successful Performancemanagement Implementation. Introduction. [Online] Available at: http://www.slideshare.net/aemu123456/steps-to-a-successful-performance-management-implementation [Accessed June 22, 2013]. The Trustees of Indiana University, 2013. Performance Management. Introduction. [Online] Available at: http://www.indiana.edu/~uhrs/training/performance_management/intro.htm [Accessed June 22, 2013]. US. Office of Personnel Management, No Date. Performance Management. Performance Management Cycle. [Online]. Available at: http://www.opm.gov/policy-data-oversight/performance-management/performance-management-cycle/ [Accessed June 22, 2013]. Read More