SYNAPSE - 2014
SYNAPSE - 2014
HR was to take on the role of a strategic partner, HR professionals still had a bigger role to
play in “advocacy”. While HR is part of the
management and should do everything in its
power to create value for the management it
had an obligation towards the employees and
their rights. Advocacy for employees by setting standard protocols but having the courage
of taking considerate decisions in cases which
could turn unfair due to bureaucratic hurdles
would help HR create an impact in the employee- management relationships. This would
also help create a stronger culture where employees felt valued and would help develop
commitment and loyalty towards the organization. Even though as a strategic partner it’s
contribution towards the management team
will be more perceptible, its obligation towards employees should not be neglected.
Even though as a
strategic partner its
contribution towards
the management team
will be more
perceptible, its
obligation towards
employees should not
be neglected.
To sum it up in the words of Allan Schweyer,
President of the Human Capital Institute
“Especially today, in our economic downturn,
talent managers need to evaluate their current
workforce with an eye for the future to ensure
that they have the skill sets essential for the
business of tomorrow, that they have
knowledge-retention plans that preserve the
intellectual capital of the company in the face
of future retirees, and that they retain their
existing, critical talent, and also develop that
talent to meet the competitive demands to
come once the recession has ended” Such kind
of foresight would require a three pronged
approach of being strategically proactive by
looking out for situations in which contributions can be made, applying analytics to derive concrete quantified data hence making
contributions more effective while retaining
the best interests of the employees through ‘
advocacy ‘. As Abraham Lincoln put it once
“The dogmas of the quiet past are inadequate
to the stormy present. The occasion is piled
high with difficulty, and we must rise with the
occasion. As our case is new, so we must think
anew and act anew.”
on the last bureaucracy, Fortune Magazine, 105-108.
Losey, Michael R. (Spring 1997, Vol. 36,
No. 1) The Future HR Professional:
Competency Buttressed By Advocacy
and Ethics. Human Resource Management, 147-150
Mergers and Acquisitions Boom! Is This
a Good Sign for the Economy? |
TIME.com
http://
business.time.com/2013/02/15/mergersand-acquisitions-boom-is-this-a-goodsign-for-the-economy/#ixzz2ts84CJ1M
http://www.rediff.com/business/report/mand-a-deals-continue-to-shrink-in2013/20131227.htm
Brockbank, Wayne (Winter 1999, Vol.
38, No. 4). If HR Were Really Strategically Proactive: Present And Future Directions in HR’s Contribution to Competitive Advantage. Human Resource Management, 337-352
Kerr, Steven and Glinow, Mary Ann Von
(Spring 1997, Vol. 36, No. 1) the Future
Of Hr: Plus Ca Change, Plus C'est La
Meme Chose. Human Resource Management, 115-119
Hilbert, Dan (Spring 2009) The Newest
Analytical Technologies Make the Future
for HR. Employment Relations Today
IMAGES:
www.cementis.com
http://
sicklecellbodypolitics.wordpress.com/
where-to-go/how-do-i-become-anadvocate-for-scd/
http://www.3ml.it/blog/
http://
traininganddevelopmentguru.com.au/tag/
strategic-planning
humancapitalist.com
REFERENCES:
Stewart, T. (1996, January 15). Taking