Post response to this question: How can human resources help to support the strategic goals of human services organizations?
Human Resources are assumed to handle all the problems that pertain to employees and their performance at their place of work. It is said that its job primarily is to champion a company’s plan and/or approach, employee efficient output, and the organization’s success in corporate profit.
Corporate goals may usually include all of these major aspects hence private and public institutions’ performances in their specialties significantly rely on their HR to achieve such goals. The role of HR professionals and their strategic team then cannot be underestimated. When these people are equipped with the right tools and abilities, any organization can surge high in achieving their organization’s goals. They are primarily the people who can effectively influence employee performance towards profitability and productivity. Their primary task is to help managers unleash, as they say, their employees’ untapped power; the company’s earnings actually depend on this their human capital (Covey, 2002).
Therefore, because of this assumption, every organization conceptualizes how it is able to allow its human resource people to do its work. Business institutions for instance, do this in their “job requirements, activities and role definitions.” While many in the public organizations usually have ineffective HRs, private institutions are better believers and implementers of this important organizational strategy. Problems usually occur in the execution level by CEOs and managers when they fail to translate company goals in terms of employee efficiency. As studies reveal, many employees only carry out 30% of their tasks and this weighs heavily, of course, against corporate investments and earnings. To quote Peter Drucker, ““All grand strategies must
ultimately degenerate into work,” which is the essence of Human Resource. There is only one measurable indicator implying “work” here, and that is employee behavior on a daily basis at the workplace. What human resources do is to convert employee daily behavior into results that work that are productive and positive gains for the organization. These are done when goals that are laid down from corporate echelon to department and individual levels are made. Furthermore, they assess, keep track of and inform employee output. Lastly, trainings that are vital to employee behavior in individual levels on a daily basis are furnished by human resources (Covey, 2002).
Franklin Covey (NYSE:FC), 2002. Human resources as strategic performance partners: Six keys to creating a heroic new role for human resources professionals. Accessed September 1, 2007, < http://www.franklincovey.com.au/store/images/hrstrategywhitepaper.pdf.>