The caliber of employees in a company determines its growth and success. In light of this, the human resource department is a critical establishment in any organization since it holds part of its core competencies. In fact, if a company is unable to train, retain, and recruit competent employees, it may be unable to remain competitive in its industry. Currently, the role of the human resource department is not only limited to ensuring that the company has competent employees, rather, it also establishes that these individuals have aligned their goals and objectives to those of the company (Noe 108-110). In so doing, it ensures that the organization achieves its main objectives.
The human resource department has a mandate of managing all employees and ensuring that they are competent. This department achieves this goal by recruiting competent staff. On the same breath, it also trains new and existing employees on skills needed in their profession (Mondy and Martocchio 121-125). Further, it establishes incentives and policies aimed at ensuring that the organization retains most of its competent employees.
In addition to the above, it ensures that all the employees have aligned their goals and objectives to those of the company. Typically, an organization’s goals and objectives are in its vision and mission statement. Once the employees have similar objectives with the company, they are able to maximize the institution’s main agenda without the need for excess supervision (Mathis et al 87-89). Moreover, they also carry the responsibility of ensuring that each of their action is for the benefit of the company.
In fact, the alignment of the employees’ objectives ensures that the organization’s structures are well coordinated (Grundmann 101). Further, these alignments lead to teamwork and provision of high-quality services to customers (Christensen 108). In addition to this, the training and development procedures lead to increased performance of all employees.
Since the human resourced department is just a part of the entire organization, its strategies and objectives must match those of the corporation (Armstrong 105). In so doing, the employees will be able to have skills, objectives, and priorities that the company requires. In light of this, the integration of the business and human resource strategies ensures that the company easily achieves its goals and objectives (Lawler and Mohrman 112-114).
To sum up, the human resource department must ensure that the employees’ objectives are similar to those of the company. In order to achieve this objective, it must train, develop, and recruit competent employees whose cultures are similar with those of the organization. In turn, the similarity in objectives and alignment of skills will ensure that the company remains profitable and competitive in its industry.
Armstrong, Michael. Strategic Human Resource Management (5th Ed.). London, UK: Kogan Page, 2000. Print.
Christensen, Ralph. Roadmap to Strategies HR: Turning a Great Idea Into a Business Reality. New York, NY: AMACOM Publisher, 2006. Print.
Grundmann, Daniels. Practicing Strategic Human Resources. Alexandria, Virginia: Society of Human Resource Management, 2012. Print.
Lawler, Edward and Susan, Mohrman. Creating a Strategic Human Resources Organization: An Assessment of Trends and New Directions. Palo Alto, CA: Stanford University Press, 2003. Print.
Mathis, Robert et al. Human Resource Management (14th Ed.). New York, NY: Cengage Learning, 2013. Print.
Mondy, Wayne and Joseph, Martocchio. Human Resource Management (14th Ed.). Upper Saddle River, NJ: Pearson Education, 2015. Print.
Noe, Raymond et al. Human Resource Management (9th Ed.). New York, NY: McGraw-Hill Education, 2014, Print.