In today’s competitive and complex business environment, the role of human resources (HR) is constantly changing. With its increasing alignment to core business and integration to the bottom line, HR is a reflection of the constant changing nature of its functions. Being responsive to globalization, demographic and technological changes, as well as the turbulent, competitive and complex environment of business, HR itself has been changing dramatically. From the conventional role of “administrative expert,” HR has evolved to become more tactical and integral to business strategies.
A recent major change in the function of HR the strengthening partnership with line managers. By providing line managers better understanding of their responsibility in specific HR issues, such as absence control, team development, discipline, induction, health and safety, recruitment policy and performance management, HR aims to enhance employee engagement and open communication between line managers and employees. These in turn lead to low turnover and high morale—keys to organizational performance and competitive success. In this regard, by replacing the traditional supervisory role of line managers and empowering them to act as leader, enabler and facilitator, HR is playing the strategic role of an “objective adviser”.
This change has made HR more strategic and more business integrated. This reorientation helps HR to not only play a critical role in the overall strategic planning of the business, but also to act as a messenger to clarify and direct employees about the desired goal of the organization. A recent article from the journal Vision entitled “Strategic Value Contribution Role of HR,” from authors Humaira Naznin and Md. Ashfaq Hussain, delves into the evolution of HR.
The abstract for the article:
This article aims to challenge the perceived lack of a strategic value of human resource (HR) function and seeks to focus on the devolution of HR from its transactional role to strategic effectiveness. Utilizing a range of secondary resources, this article aims to critically analyze the shift of HR from transactional to a strategic role and its value contribution role in business. HR needs to overcome conventional resistance and act as the driver of an organizational strategy through aligning the HR strategy to the business strategy, adopting workforce planning and measuring an organization’s competencies. The paper contributes to the evaluation of HR management from viewpoint perspective and offers help to HR practitioners in understanding the changing role of HR.
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