Effective human resource strategies enhance employee satisfaction and employee retention. Human resource strategy consists of principle used in managing workforce through practice and human resource policies. Human resource strategy focuses on developing skills behaviors and attitudes that will assist an organization meets its goals. This paper will evaluate human resource, job opportunities in Human resource department and human capital marketing in Ford motor company. Ford motor company is one of the largest motor company and to remain in the competitive market it must apply human resource strategies.
A fundamental significance of establishing HR strategy is to ensure that it is in alignment with business strategy to fit Ford motors organization. The first step I will take is to ensure alignment establishing consultative decision making between HR and top management. HR department should approach the management on issues concerning the short-term and long-term objectives the ford motors company wish to achieve (Jhaiharia & Kaur, 2015). Additionally, I will ensure that the company business strategies are integrated with HR strategies as a culture of the company. The recruitment procedures, development, and training should be in line with the objectives of the company. Ensuring close working area between the HR strategy and business strategy will promote this alignment between the two.
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Ford motor company offers HR job positions in planning and recruiting, labor relations, organization development, HR strategy, business operations, and learning and development. The planning and recruitment department is responsible for recruiting new employees and duty allocation. Labor relation department maintains a good relationship between external workers and trade unions. Organization development department ensures that all employees in ford motor company are aligned to the objective of the business. HR strategy department works in formulate policies and adjust them according to business strategies. Business operation department is responsible for distribution of motors and company product at the same time initiating promotions activities of new vehicle models (Jhaiharia & Kaur, 2015). The learning and development department is responsible for imparting new skills to the employees in business operations.
The HR job position that I would prefer is working in business operation department. I am good in marketing, and this will give me the opportunity to make persuasive advertisements and marketing of new vehicle models. Through persuasive advertisement, ford motor company will have a competitive advantage and more sales. My cost-effective experience in dealing with money will help me offer cost-effective activities among different departments.
HRM policies are linked with a competitive advantage in all companies. Ford motor company can improve competitive advantage by establishing HRM strategies. One competitive strategy the company applies is advanced technology in the automotive operating system. Another competitive advantage is online manufacturing process where customers can purchase and pay regardless of their geographical location. HRM strategy promotes centralized decision making in all branches, and this enhances the efficiency of their operation. Additionally, Low production cost helps the company to sell their cars at a discount thereby improving on sales (Jhaiharia & Kaur, 2015). HRM strategy focus on employing highly skilled engineers who model the vehicles in the best way to suit the customer's demand.
Increasing diversity in ford motor company is a key responsibility of HR strategy. Ford motor company give an opportunity for employment to culturally diverse people, and all qualified applicants receive equal consideration regardless of race, gender, and national origin. Another strategy for diversity is creating opportunities for skilled people with disabilities (Jhaiharia & Kaur, 2015). The company has also increased its diversity by modeling vehicles based on the customer want. Diversified and unique vehicles have increased their competitive advantage.
The role of HRM in an organization is to organize people to perform effectively in the workplace. This requires the organization to view human workforce as assets and not cost to the organization. HR management team support business strategy by suggesting management on how to manage people strategically as business resources. This includes recruiting and hiring employees, suggesting employee training, coordinating employ benefits, and generating development strategies (Chowhan, Pries, & Mann, 2017) . Human resource strategies align with business strategies and define how organization future goals will be achieved through people. HR communicate with business strategies on matters concerning the employees and act as a mediator between management and employees through consultative decision making.
HR create a competitive advantage by hiring professional with experience in organizations strategic roles. These hired employees can adapt easily to the job. Another competitive advantage is training programs given to employees; HR oversees employee activity levels, customer service success, and morale and design training programs that are most effective to employees (Chowhan, Pries, & Mann, 2017) . Additionally, HR tools are used to monitor employee performance, thereby advising the organization on job promotions and identifying the best candidates to retain.
The focus of HRM strategies in recruitment is to get qualified and experienced employees. HRM place advertisements in local newspapers and online through company websites, publishing internal memos for promotions, enlisting employees, and through personal referrals. HRM work with a policy of recruiting qualified and personnel with experience to provide an organization with the best workforce (Chowhan, Pries, & Mann, 2017) . To remain efficient and effective workforce, HRM closely monitors the employees and identify any special talents which could have a positive impact on the organization. Frequent training is done so that employees remain updated with the current technology.
With the evolving technology, human resource professionals have realized that fast-paced digital world has impacted negatively on their jobs and workplace. One issue is information curation as HR managers experience a flood of information and it becomes difficult to filter necessary and relevant information (Chowhan, Pries, & Mann, 2017) . Additionally, there are questions on how HR managers can create data structures that would deliver information about the business goal, not only for the organization but also to improve their talent-related processes. HR managers are also not effectively adopting the new technology at an early stage which makes them stack behind the digital world.
Strategic human resource development (SHRD) is the effective process of training and development (T & D) program to improve the ability to perform the job and increase productivity. Human capital theory view SHRD as an investment of human capital and decision to participate in training activities is regarded as a personal choice by some individuals. Resource-based theory explain SHRD strategy as one that seeks to attain a competitive advantage by improving both competence and commitment of human resources (Rees & Smith, 2017). SHRD consist of nine key characteristics namely: management support of HRD, integration of HRD with organizations goals and mission. Also, SHRM further consists of environmental scanning, implementation of HRD plans and policies, alignment of SHRD with HRM activities, linear management involvement in the design, training, recognition of culture in design and SHRD delivery, and evaluation of how SHRD has contributed to individuals and organizations.
Reference
Chowhan, J., Pries, F., & Mann, S. (2017). Persistent innovation and the role of human resource management practices, work organization, and strategy. Journal of Management & Organization , 23 (3), 456-471.
Jhajharia, P., & Kaur, R. (2015). Achieving Strategic-Fit Between Business And Human Resource Strategies. International Journal of Humanities and Social Sciences Intervention , 4 (1), 53-61.
Rees, G., & Smith, P. (Eds.). (2017). Strategic human resource management: An international perspective . Sage.
