Human Resource Management

HumanResource Management

HumanResource Management

Humanresource management incorporates various activities that anenterprise carry out to ensure effective services to employees asthey strive to attain their goals at individual, group, andorganizational level. It plays a key role in helping an organizationdeal with its employees in an effective manner during the pre-hiring,staffing, and post-hiring process. According to Bowen and Ostroff(2004), pre-hiring incorporates planning practices, hiring phaseinvolves selection of employees, and post-hiring process requires anorganization to develop HRM practices for effective management of itsnew staffs.

Possiblecareer paths

Humanresource manager

Humanresource managers play a key role in the coordination and planning ofHR activities they also manage these activities as soon as they areexecuted. Their work mostly involves guiding and taking employeesthrough the hiring process, training, benefit programs, and throughany other administrative needs within a firm or organization(Shermon, 2004). They have direct impact and interaction with variousindividuals within a company.


HRconsultants play a significant role in any organization or firm theyassess the current situation of the company and offer appropriaterecommendation to get the company to its desired goals (Bowen et al.,2004). These individuals have the freedom of choosing whom to workwith, when the assigned work should be completed and submitted, aswell as the freedom of choosing what to charge for the completedwork. These individuals may choose to specialize in various fieldslike employee incentives, retirement programs, and outsourcing ofvarious functions of the HR department among other fields.

Trainingand development manager

Trainingand development managers have the duty of assisting employees sharpentheir skill sets and careers (Shermon, 2004). They train employees atworkshops, classes, as well as at other forms of gatherings. Theyfurther indulge in designing of the most effective and efficientcoursework for employees while at the same time keeping the trainingsessions informative and entertaining.


Thisposition requires an individual to find and fill jobs openings forsenior executives and people in the vice president positions. It isone of the most lucrative positions that help an individual connectand make many friends easily. Generally, these individuals are eitherpaid on retainers or paid full upon filling of a position.

Humanresource executive (vice president of human resources or chief HRofficer)

Thisposition requires an individual to devise HR strategies for anorganization or firm these strategies may include a firm’s goals,systems, and policies. All aspects of human resources department runthrough this position.

Howdifferent organizations might develop and implement a strategic HRMplan


Organizationsand firms should develop and implement effective HR strategies inorder to have maximum productivity and success. Before anyorganization develop and implement a HR strategy, it should considerits strategic vision. An organization’s vision play a key role inproviding an indication of where it is heading as well as variousresources needed to help it get there. Therefore, it is the duty ofHR leaders to review the current vision of the organization in orderto help it determine various ways in which HR activities can supportthe vision. In connection to this, HR staff and other organizationalleaders must always gauge whether the vision is applicable based onboth internal and external factors that may affect the overall growthif the organization. They should also consider whether any changes inthe marketplace have a possibility of suggesting the creation of anew vision.

Thestrategy should be applicable and be the guiding principles for theHRM function. The organization should incorporate all members in theHR department in order to develop a better strategy. Again, beforeimplementing any HR strategy, the organization should align itsstrategic plan, with its corporate values, mission, and objectives.For instance, if the mission or vision of the goal is to promotesocial responsibility, then the HR strategy plan should focus andaddress this in its hiring process or criteria (Dias, 2012).

Demographicof the workforce

Additionally,it is of immense significance that an organizational considers it’sdemographic of workforce before developing and implementing any HRstrategy. This play an enormous role in the determination of any gapsthat may exist between current skills and needs for experience andskills that may arise in the future (Dias, 2012). Following this, anyHR strategy should focus on filing these gaps through proper andstrategic training, recruitment, as well as retention efforts.

Transferof knowledge

Transferof knowledge is also vital in the development and implementation ofany HR strategy. Transfer of knowledge between department workersminimal impact as well as continuity on effectiveness andproductivity (Shermon, 2004). The departing of such workers may bevoluntary, involuntary, or due to retirement among other reasons.Knowledge transfer plans are designed in a way that facilitates thecapturing the knowledge of older workers in order for it to beretained and later transferred to younger workers.Conclusion

Humanresource management plays a key role during the pre-hiring, hiring,and post-hiring process of organizations or firms. There are severalpotential career paths associated with HRM they include humanresource manager, human resource consultant, and human resourceexecutive among others. It is of immense significance thatorganizations and firms embrace and adopt various methods ofdeveloping and implementing any HR strategy. These methods mayinclude but limited to proper consideration of the firm’s vision,transfer of knowledge, as well as demographic of the workforce.


Bowen,D. E &amp Ostroff, C. UnderstandingHRM-Firm Performance Linkages: The Role of the &quotStrength&quotof the HRM System. TheAcademy of Management Review,29, 2,203-221

Dias,L.P. (2012). BeginningManagement of Human Resources.Washington: Flat World Knowledge.

Shermon,G. (2004). CompetencyBased HRM: A Strategic Resource for Competency Mapping, Assessmentand Development Centres.New York: McGraw-Hill.