HRM FUNCTION

HRM Function



HRM Function

Introduction

The major challenges of profitability and increased competition have made the HRM function more important to business success than ever before. Today, the task of management in the field of operation of the business is changing dramatically. All processes in the company are sold not through machines and cash flows, and in the people who run the finance and technology. This means that it becomes critical is the quality of human resources. The paper aims to provide a descriptive view over the strategic Human Resource functions in this competitive era.

Discussion

Managers need to ensure sustainable and efficient business operations (especially, profitability and profitability), and its development. In order to simultaneously perform these tasks largely contradictory, managers need different management techniques. Traditionally, the HR function has two missions predominant: the recruitment and administration of staff HR strategic dimension was underestimated or ignored. When the function is occupied by "Heads Personnel", this vocabulary is indicative of the mindset of the General Directorate of the company with respect to the function, but it is not enough to be called Directors Human Resources to change anything and human resource practitioners are not all ready to fulfill new roles.

HR is probably the feature that has evolved the most in recent decades. On one hand, because the administration staff, which was a major concern of the function (setting the paychecks, absenteeism management, etc.), is completely standardized, computerized and outsourced in many cases, and it is more important issue for the proper functioning of the company. In addition, new technologies have also trivialized this function: employees can now often have an Intranet to ask their days off or request a deposit or training. Secondly, because the rapid change in economic conditions of emerging markets have a "HR function" beyond the simple framework of administrative staff itself less important.

Thus, if the performance of the company is dependent on its ability to react to changes in its markets, management skills and change management, acquisition, retention and mobility of human resources are gradually emerged as major challenges: constantly adapting organizations and men who compose it appears as a necessity. In this context, the HR function plays an increasingly strategic. Promote and achieve a better allocation of human resources forecasting both quantitatively and qualitatively skills, raises the HR function at the corporate strategy, as real partner in the practice of integrated strategic planning activities (commercial financial, technical): the HR function focuses more with the overall strategy of the company (Bender and Fish, 2000, pp. 137).

This new role of the HR function is involved in meeting the objectives of the company, really helps overall performance, and so acquires strategic significance which confers a competitive advantage. To meet these new major challenges in the years to come, the HR function must be trained and advised, because those in power do not always have the experience and culture in many of these new strategic roles, including human resource planning, managing change, attract and retain ...