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What Is Your HR Strategy?

A comprehensive human resource strategy plays a vital role in the achievement of an organization’s overall strategic objectives. Thebecome-human-resource-manager-200X200 followings are several HR Strategies that are adopted by Fortune 500 firms, to ensure ever-growing profitability and productivity;

  1. It has the right people in place
  2. It has the right mix of skills
  3. Employees display the right attitudes and behaviors, and
  4. Employees are developed in the right way.
  5. Articulate clearly the organization’s vision, mission and values
  6. Employees are clear with the compensation and reward systems

Become An Effective HR Manager

Effective human resource management depends on having the right people in the right jobs at the right time, to meet rapidly changing Effective HR MAnagerorganizational requirements. Right people can be obtained easily, but fitting them into the right slots and maximizing their potentials can be very taxing. As you read on, you’ll discover several proven outlines and strategies adopted by FORTUNE 500 firms to turn an “ordinary” human resource management into an effective, profitable and sustaining management-styled.

From the above definition, we could comprehend that human resource management should not merely handle recruitment, pay, and discharging, but also should maximize the use of an organization’s human resources in a more strategic level. An important aspect of an organization’s focus towards achieving high levels of competency and competitiveness would depend very much upon their human resource management style and practices that contribute directly towards profitability, quality, and other desirable goals.


How To Train Your HR Management Team?

In order to achieve the constant support which the change-agents need, there is a need for more training for supervisors and projectbusiness officers-training appropriate to their proper role of resource persons working alongside their development workers and instructors.

Those concerned with programmes of ‘staff development’ have identified two main models: a ‘developmental’ (bottom-up and problem-solving) model and a ‘deficit’ (top-down, input-based) model. The former is more concerned with the needs of the person, the latter with the needs of the organization he or she serves. Much the same is true of the trainĀ­ing of supervisors. They may be molded to fit the needs of the programme and the agency, or they may be made innovative and free to exercise judgment in the fulfillment of their role of helper of change-agents.


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