Human resource (HR) personnel take a crucial role in realizing an organization's goals and contributing to its success because they understand the workforce better than other staff. Accordingly, HR professionals can influence their organizational strategic goals by ensuring that employees are motivated and committed to improve and maximize their performance ( Rana & Malik, 2017 ). This could be achieved through techniques such as increased pay, promotions, as well as benefits such as offering company cars. Additionally, they negotiate better performance with trade unions and training of employees.
In pursuit of any organizational goals, change is inevitable. Reorganization of roles and structural changes may necessitate the recruitment and hiring of new personnel. The HR must, therefore, provide the necessary resources and learning opportunities to facilitate the development process. HR also utilizes information systems that help gather data that managers, as well as the HR experts, use to make crucial decisions regarding employees (Boxall & Purcell, 2015). The use of such data can facilitate the reviewing of results gathered from employment surveys to decide on changes to implement in response to employee sentiments. Without such data-driven approaches, management may miss crucial opportunities to manage and improve talent.
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Furthermore, HR teams work to drive, balance, and promote company culture. A supportive, vibrant, and engaging organizational culture reduces employee turnover by impacting how potential employees view job openings and retaining those that are already employed (Griffin et al., 2016). Mangers can count on HR personnel to find and screen applicant cohorts and only recommend the most qualified ones. Moreover, HR assists with proper staffing, whereby they offer technical assistance, place workers in appropriate departments and assign applicable pay rates. The HR teams also help address the issue of how businesses deal with sexual harassment. They ensure that workplaces work without gender harassment or bias (Beaven, 2019). This facilitates the creation of a harmonious environment where workers feel valued and encouraged to seek career opportunities of their choice.
References
Beaven, K. (2019). Strategic Human Resource Management: An HR Professional's Toolkit . London, England: Kogan Page Publishers.
Boxall, P., & Purcell, J. (2015). Strategy and Human Resource Management . London, United Kingdom: Macmillan International Higher Education.
Griffin, R. W., Phillips, J. M., & Gully, S. M. (2016). Organizational Behavior: Managing People and Organizations . Boston: Cengage Learning.
Rana, M. H., & Malik, M. S. (2017). Impact of human resource (HR) practices on organizational
performance. International Journal of Islamic and Middle Eastern Finance and Management , 10 (2), 186-207. https://doi.org/10.1108/IMEFM-04-2016-0060
