The motives of HRM are to make sure that the organization has the required number of human resources to achieve its targets and operational tactics; to let the organization stay well-informed about the social, economic and legislative trends which affect them and also to maintain the flexibility of the organization with regards to the ever-changing environment (Ulferts et al., 2009). To build a sound HRM plan, a management plan of the activities of a diverse set of individuals working on a specific project is developed. Team work and management along with a competent leadership is required to effectuate a meaningful HRM plan.
Dyer Jr. (2015) goes on to define team building as the task of identifying the dynamics of teams and chalking out plans and procedures for the improvement of the performance of the team. Team building focusses primarily on improving team performance. Different team determination styles used by the team members help in the identification of hiccups in the team which facilitates them in setting certain targets and engaging in manoeuvres devised for the improvement of the team. Post the team building activities, the performance of the team should be monitored and the team should undertake personal management interviews to foster ongoing refinements. Cross-functional inclusion of teams and organizational structure attributes have profound impacts on the team building process (Bai et al., 2017).
As is noted by Collins-Christie (2015), inappropriate staffing practices may lead to reduced acceptance, control and retention rates. It may lead to enfeebling of the organization. However, a well-prepared recruitment plan can play a central role in magnetizing industrious prospects, thus enhancing the company’s performance and enabling it to advance towards realizing its ultimate goals (Jerry, 2019). Prospective candidates seeking new jobs and roles may certainly come across the job openings within an organization if the recruiting strategies are creatively implemented which makes the hiring proceedings of talented candidates quicker, effortless and more consistent. Assessment techniques for applicants also function the best when there are a considerable number of applicants.
According to Keavney (2016), investment in team building is an important exercise which, in a matter of time, reflects the final total of the accounts and balance sheets of the organization, and also the profits it has accrued over this time. Feldman (2018) has highlighted that productive leadership teams are crucial to the prosperity of any establishment. Team building should be an activity of an iterative nature. It should not be taken as goal to be fulfilled. It should be an ever-evolving and dynamic process according to the requirements and needs of the organization. The team leader should be competent enough to inspire flair amongst his team members and drive them towards fulfilling the organization’s vision.
Agility in management, design thinking, behavioural economics and in-depth analysis are some of the ways in which effective team management can be ensured (Claus, 2020). The HR must ensure that every team member is fully aware of her or his key responsibility areas (KRAs). The KRAs of each individual in the team must be linked to the KRAs of their team leader. As a team, the members must strive to ensure that the team leader’s responsibilities are met, which will automatically ensure that the KRAs of the team members are met at the same time. A two-way transparent communication between the team leader and the team members helps build an atmosphere of trust and vigour and bonding among co-workers. Along with these, the team leader should ensure awarding and rewarding the team members for exceptional performance.
Staff management can said to be the management of subordinate staff or staff at the lower rungs or levels within the organization. Advantageous staff management can be achieved through a prowess-based approach (Gorlov, 2015). The team leader should make sure that her or his skills as a leader are such that they are looked up to by his team members, the governance machinery is well-oiled and functioning smoothly, labour standards are reasonable and fair, there exists a grievance redressal mechanism for issues like sexual harassment at the work place or rifts amongst employees, there is fairness and stability, expectations are clarified well in advance, there are efforts to retain good employees, rewarding them and giving them regular feedbacks on their performance. A culture of working in teams should be forged for achieving success.
A good communication strategy is a hallmark of bringing about success within the organization. If planned and implemented with great care, it can reap countless benefits for the organization. As Zeuch (2015) has put it, rationale and reasoning must be served to the team members. Important topics should be lined up and implemented using a Waterfall Communication model which means that all the requirements are gathered up front before any discussion takes place. The team’s achievements should be mentioned. The team leader should also make sure that they themselves do not undervalue what they say.
A lot many tools are available for gauging human potential. Assessment should be based on employees’ capabilities to innovate in this era of cut-throat talent war. Winsborough and Chamorro-Premuzic (2016) have highlighted that talent and its fundamental components should be expounded clearly. If one does not know what to measure, it is useless carrying out any measurement activities. Hardworking employees give the maximum output to the organization by means of the efforts they put into the different tasks they do. The expertise, temperament and potential of each member in the team should also be carefully looked at for assessment. The EQ, interpersonal and intrapersonal virtuosities of employees are also things to ponder on.
Improvement can happen with consistent work efforts of the team. It is important that team members feel a sense of gratitude towards each other, remember all they have achieved together as a team in the past and should be there to support one another. According to Jekiel (2020), by extending support when necessary, the teams can really help organizations achieve success and fulfil its targets. For continuous improvement within the teams, innovations should be encouraged for advancing towards sustenance and operational excellence. Appointing a strong leadership with a lot of expertise helps in boosting the morale of the team members, thus improving the overall effectiveness of the team. Also, the great performers within the team should be incentivized and exemplified.
A well-fitted HR management plan is the key in attracting great talent for organizations. It is responsible for nurturing that talent for overall organizational growth. It also makes sure that the organization has the requisite number of human resources for achieving its targets as a whole. A strong leadership has the potential to build remarkable and awe-inspiring teams and managing them admirably. Only a robust HR management plan can help achieve these targets.
Bai, W., Feng, Y., Yue, Y., & Feng, L. (2017). Organizational structure, cross-functional integration and performance of new product development team. Procedia engineering, 174, 621-629. DOI: https://doi.org/10.1016/j.proeng.2017.01.198
Claus, L. (2019). HR disruption—Time already to reinvent talent management. BRQ Business Research Quarterly, 22(3), 207-215. DOI: https://doi.org/10.1016/j.brq.2019.04.002
Dyer Jr, W. G. (2015). Team building. Wiley Encyclopedia of Management, 1-2. doi: https://doi.org/10.1002/9781118785317.weom110270
Feldman, H. R. (2018). Identifying, building, and sustaining your leadership team. Journal of Professional Nursing, 34(2), 87-91. DOI: https://doi.org/10.1016/j.profnurs.2017.11.002
Gorlov, S. M., Lazareva, N. V., & Fursov, V. A. (2015). Competence-based approach to the HR management using in industrial branch. DOI: http://hdl.handle.net/20.500.12258/3724
John, J. (2019). Effective recruitment strategy to improve your hiring process. ZENITH International Journal of Multidisciplinary Research, 9(3), 352-357. Retrieved from: http://www.indianjournals.com/ijor.aspx?target=ijor:zijmr&volume=9&issue=3&article=035
Keavney, A. (2016). Team building strategies. Training & Development, 43(2), 26. Retrieved from: https://search.informit.com.au/documentSummary;dn=051518609754520;res=IELIAC
NCBI (2008). Effective staff management. Journal of Oncology Practice, 4(6), 305-309. doi: 10.1200/JOP.0866501
Ulferts, G., Wirtz, P., & Peterson, E. (2009). Strategic human resource planning in academia. American Journal of Business Education (AJBE), 2(7), 1-10. DOI:https://doi.org/10.19030/ajbe.v2i7.4123
Winsborough, D., & Chamorro-Premuzic, T. (2016). Talent identification in the digital world: New talent signals and the future of HR assessment. People and Strategy, 39(2), 28. Retrieved from: https://info.hoganassessments.com/hubfs/TalentIdentification.pdf
Zeuch, M. (2015). HR Communication. In Dos and Don’ts in Human Resources Management (pp. 173-174). Springer Gabler, Berlin, Heidelberg. DOI: https://doi.org/10.1007/978-3-662-43553-3_54
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