A comprehensive human resource strategy plays a vital role in the achievement of an organization’s overall strategic objectives. The followings are several HR Strategies that are adopted by Fortune 500 firms, to ensure ever-growing profitability and productivity;
- It has the right people in place
- It has the right mix of skills
- Employees display the right attitudes and behaviors, and
- Employees are developed in the right way.
- Articulate clearly the organization’s vision, mission and values
- Employees are clear with the compensation and reward systems
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Effective human resource management depends on having the right people in the right jobs at the right time, to meet rapidly changing organizational 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.
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In order to achieve the constant support which the change-agents need, there is a need for more training for supervisors and project 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 training 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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On the surface of it, it seems like IT Governance is a lot of trouble for no tangible return. Yet, if we really take the time to think about it, a business runs on information. The decision-makers in the company rely on the data collected, and the information generated by the information systems to make their decisions. An information system that delivers timely and accurate information is an invaluable asset to any company.
And yet, how many companies really have a proper IT policy? Many companies think an information system is a sort of “fire and forget” system — that it can be installed and then left alone to work. Like all systems, however, it will suffer from decay over time. Software becomes obsolete, hardware ages and suffers from wear and tear, and even processes become old and inefficient as new (and more efficient) ways of doing things are discovered. Proper processes need to be in place to ensure that obsolete software is properly disposed of, and hardware stripped and securely disposed.
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