A business exists purposefully to make a profit. Profit-making process in a business entails proper functioning of not only business processes and operations but also among the workers. Thus, Human resource managers have a crucial role in ensuring that the human aspect of the organization is coordinated well to contribute positively to the profit-making process in an organization. Human resource managers thus must come up with functioning strategies that define a proper path for the organization processes to meet their objective. Their role further entails creating a suitable environment that enhances employees’ engagement in the organization. In this article, the aim is to examine the strategic role of human resource management and employees engagements. Notably, the value of human resource managers' vital function and employees' engagements in addition to the risk of excluding these essential aspects of the organization will be the focus of this article.
Definition
Strategic role occurs when people or a team thinks, influence, and act in a way that promotes the enduring success of an organization. It begins by understanding the complex relationship between the organization and the internal in addition to external environment where an organization operates. For human resource managers, strategies role goes beyond understanding and establishing a proper employer-employee relationship, which includes the formulation of workforce strategy and determination of the functional processes necessary to meet organizational goals ( Bailey et al., 2018). People further define it as a human resource managers' role that entails being responsible for developing strategic solutions to employment-related matters which acts as an obstacle to an organization to achieve its set objective and performance in the industry.
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On the other hand, employees' engagement is also an essential aspect of organization development, improvement, and performance in the corporate world. In an organization, employees need to be part of the organization’s mission, and this makes it essential for Human resource managers to align the organization’s goals to that of the employees for better performance. By definition, employees’ engagement is creating a workplace where there are right conditions that promote all members of an organization to give their best each day. Employees’ engagement further implies creating a workplace which enhances commitment from each employee ( Albrecht et al., 2015). It is about creating the right conditions that bring out the best within the employees and give them a reason to wake up each morning to give their best and improve each day in their work stations.
The value-added to the organization
An organization’s competitive strength base on its strategies and how it approaches the market. Human resource managers are at the center of designing the best approaches and strategies that ensure an objective organization achievement. The human resource strategic role is a conglomeration of different duties that adds a lot of values to organization performance and development. Under this role, the human resource manages pertinent plan issues in the organization, such as recruitment and succession matters that are critical to the organization. Notably, an organization success depends on its ability to attract and retain its employees, and this depends mainly on its ability to plan on how to manage them appropriately ( Hollenbeck& Jamieson, 2015). Besides, the strategic role of human resource managers also involves employees' training to aligning them properly not only to their job scopes but also to the objective and mission of the organization. Part of such role is also on strategic development and growth for the entire organization. In an overall point of view, the strategic role of human resource managers has excellent value in the organization since it is at the center of the organization's development and better performance in the corporate world.
On the other hand, employee engagement also has an extreme value addition in the organization. Employees perform better in an environment that promotes their ability to make a decision and execute their ideas. An organization stands a chance to benefit a lot from employee engagement. With employee engagement, the company is in a position to attract and retain its top talents, and this is critical for their development. Creating an environment that enhances employee engagement means accepting a diverse workforce, and having the ability to nurture talents that is critical for the company's development. It adds value in the organization by improving performance among the employees. In the current corporate world, the competition for the top talents is fierce ( Huang et al., 2016). Big companies tend to dominate the world by attracting kind and talented workers, leaving the developing companies to struggle for the few talents in the market. It is with such regards that engaging employees is currently becoming an essential issue in the current world because it offers an alternative way to attract and also retain the employees. With a lot of experience within the companies, hired employees to help in creating continuity in the organization while the new or attracted employees help in bringing in new images and ideas into the company.
Examples of the concepts
There are many examples of how Human resources execute their strategic role in the organization. Take an example of recruitment; this is one of the functions that an employee must have a strategic plan on how to conduct to get the best talents in the market. Currently, social media such as Facebook has made it easy for Human resource to access a pool of potential employees. However, they still battle the challenge of getting the best out of the pool. Currently, technology is becoming part of the Human resource managers strategic planning for recruitment and getting the best talents in the market. There are technology systems such as Glassdoor and LinkedIn, which Human resources managers use for planning for the recruitment process. Through such technologies, the Human resource managers potential scout employees profile to determine who they are and whether they can fit the organization culture. They also scout their potential and capabilities, and this helps them have prior knowledge of whether an employee is worthy or not.
There are also many cases of employee engagement in the current world. For instance, Apple Company uses its employees to make different adverts look nice. It is also the same case with the Coca-Cola Company. For example, coca-cola global associates, as well as bottling associates, have contributed thoughts to significant initiatives, like as our “2008 Beijing Summer Olympic Games” commencement. And, worker input was a key element to our Company's Mission, and also, Vision & Values.
Risk of not utilizing the concepts
Human Resource strategy role in an organization is critical, and without this role, an organization's operations can paralyze. Such an organization may not have a good succession plan, and this means that its workforce may be crippled when the top employees retire, which would further interfere with is continuity. Also, such an organization risks losing on its top talents in the market. It also risks stagnating its growth because there will be no clear path that can lead the organization in achieving its goals and mission ( Collings, Wood & Szamosi, 2018). Also, an organization whose human resource manager has no strategic plan risks reducing its competitiveness in the market. Such an organization, for instance, may not have plans to train and develop its employees to enhance their performance and creativity to find new ways of approaching and solving problems. Further, such an organization may not have a strategic plan to create for employees an environment that enhances diversity in the workplace to improve productivity and creativity.
A company that pays less attention to employee engagement is less competitive, less attractive, and cannot be productive enough to shine in the industry. The company enhances creativity among employees by allowing them time to think, and also creating an environment that invokes the employees' ability to perform their tasks in a committed way ( Mann & Harter, 2016). A company must give an employee a reason to wake up daily to improve and become better other than getting the salaries. Without such an environment, employees cannot be creative and will work like robots with limited room to think and come up with a new idea that can generate a lot of profit for the organization.
Personal Evaluation
The dynamic business environment in the current world has gone beyond anticipating ideas, to having a plan that can be executed to reach the target. It is with such a concern that a human resource manager must have a well-documented plan on how to reach the goals. Strategy as a role of human resource managers is essential because it provides a path which not only the human resource department will follow, but also a path that the organization needs to follow to become competitive. Further, strategic role as a function of the human resource managers is a way of being accountable for how the organization achieves each success. In the current world, issues such as compensation, equity in payments, employees risk and benefits, insurance and also ethics and diversity are cropping up due to the complexities in the social and regulations in the business world. It calls upon the human resource managers to have a strategic plan to sail the organization through this tides to deliver them to the prescribed destination.
Further, a business that aims to get a reputation in addition to the profit must set the employees free to think and engage them and their ideas in developing the business. Engaging employees bring with it a sense of ownership to the business. It is with such a benefit that creating an environment that favors employees brings about creativity, innovation, and performance enhancement in the organization.
Developing Competencies
Continuity in developing competencies to enhance engagement and strategic management in the human resource department is key to enhancing an organization performance. As a human resource manager, I would continue investing in my digital literacy to strengthen my skills to interact with technology to allow me to become better at identifying areas that I need to improve on my strategies and employee engagement to improve performance in the organization. I would also become aware of my environment, understand my strengths and weaknesses so that I can get to learn and improve on developing proper strategies that are critical for the organization. Lastly, I would improve on my interpersonal relationship with employees as this is the best way to enhance their engagement and to understand them better to invoke their potential and make them perform to their level best.
Conclusion
The management of the human aspect of the organization is on the Human resource managers’ shoulder. The human resource manager must coordinate well the employees and orient them with the organization's mission for them to perform better and develop within the organization. It includes better remuneration, better training, better motivation strategies, and a better environment that will improve the employees each day while in the organization. These strategies will reward the HR by enhancing performance, attracting better employees, and also retaining the existing employees.
References
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices, and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance , 2 (1), 7-35.
Bailey, C., Mankin, D., Kelliher, C., &Garavan, T. (2018). Strategic human resource management .Oxford University Press.
Collings, D. G., Wood, G. T., &Szamosi, L. T. (2018). Human resource management: A critical approach. In Human Resource Management (pp. 1-23).Routledge.
Hollenbeck, J. R., & Jamieson, B. B. (2015). Human capital, social capital, and social network analysis: Implications for strategic human resource management. Academy of Management Perspectives , 29 (3), 370-385.
Huang, Y. H., Lee, J., McFadden, A. C., Murphy, L. A., Robertson, M. M., Cheung, J. H., & Zohar, D. (2016). Beyond safety outcomes: An investigation of the impact of safety climate on job satisfaction, employee engagement, and turnover using social exchange theory as the theoretical framework. Applied Ergonomics , 55 , 248-257.
Mann, A., & Harter, J. (2016).The worldwide employee engagement crisis. Gallup Business Journal , 7 .
