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... survey shows that far from seeing flexible working as burdensome, the vast majority of employers already recognise the compelling business case in favour of flexible working. "Yet in too many organisations flexible working arrangements are informal and patchwork. Firms practising flexible working should do so in the open, through formal policies which clearly explain their stance on flexibility. This will make the change to flexible working easier for employers and help to manage some of the transitional problems sometimes associated with working flexibly. "The challenge of the Work and Parent Taskforce is to develop a legal right that can be easily understood by employers and employees alike, and help shift workplaces from informality to clarity on flexible working. " Christine Gowdridge, Director of Maternity Alliance added: "The Taskforce has the opportunity to establish a straightforward right which will make flexible working an everyday reality benefiting mothers, fathers, employers and children. We hope they respond to employers' genuine concerns in a constructive way, but not to unfounded fears that flexible hours will harm business. This is a rare chance to transform working lives and must not be lost. " 12 July 2001 - New research reported by the Industrial Society indicates that flexible working patterns can help to reduce absenteeism.
Managing Attendance, the Industrial Society's recent survey report on absence, shows that absence rates fell from an average of eight days per employee to 6. 5 days during the last 18 months among almost 300 firms surveyed. 49 % of survey respondents linked this improvement to having flexible annual leave; 40 % to the ability to work from home on occasions and 55 % to flexible working hours. HR specialists from 292 organizations were surveyed, including Boots the Chemist, Inland Revenue, London Underground, Norfolk Probation Service, Sheffield City Council and Vauxhall. Absence reporting is becoming more common: 40 % of surveyed organizations report all absences with an additional 33 % reporting 9 out of 10 instances. Overall, this is an increase of 8 % since 1999 but, strangely, there has been a reduction in the number of firms who measure the cost of absenteeism from 54 % of organizations in 1996 to 41 % now.
Reported reasons for absences have not changed with 91 % of employees reporting time off for flu or colds, 74 % giving stomach upsets or food poisoning as the reason for being off sick and 54 % citing headaches or migraines. But employers felt that only 65 % cited colds and flu as the main reason for employee absence with 43 % blaming stress and emotional problems. 37 % of HR specialists also thought that a proportion of sickness absence was due to the need for employees to take time off to look after a child or other family member. Motivation (64 %) and return-to-work interviews (63 %) were cited by employers as the most effective ways of managing attendance. According to Theo Blackwell, Policy Specialist at The Industrial Society, "Left unchecked, absenteeism hits productivity and erodes morale in organisations. Firms should regularly examine the causes of absence and take appropriate action -by promoting workplace well being or flexible working practices. " He added that, "This report provides even more evidence of the business case for flexible working.
According to HR professionals more flexibility seems to equal less time off sick and a healthier, happier and more loyal workforce. "Now the Government's new Taskforce on Flexible Working has yet more evidence backing up the business case behind a meaningful legal right for employees to have their request to change the terms of their contracts considered fully and fairly by the employer. " So, we took up the main advantages a nd disadvantages of functional flexibility for employers and employee. Now we try to create a HR strategy on base of the main type of flexibilities. In the next 20 years, I believe a major challenge for leadership will lie in the human capital field. We know how to write good strategies, effect a transaction or re-engineer a supply chain, but almost without exception current research shows that is not enough. We need to know how to lead the resulting organisation to sustainable success in the longer term.
This involves winning the hearts and minds of the stakeholders affected by transformational change employees, suppliers, customers, advisers, pensioners and then engaging them in the business going forward. Scientists examine at first hand the potential of HR in the 21 st century, exploring the various issues that affect us all across an organisation. From optimising employee potential to cutting costs without cutting your workforce, from finding the right structure for the finance function to talent management, these are important topics that will need to be addressed by any company looking to the long-term growth of the business. Delivering a strategic impact requires development of a strategy that supports the corporate business objectives, aligning and prioritising each of the various activities to support and help accomplish those objectives.
While an infinite number of HR strategies can be formulated, most in use today fall under a relatively small number of models. While I don't recommend using a strategy just because of major firm uses it, it is helpful to know what the range of strategies available to HR are. This article highlights the various HR strategy models and provides some insights into the advantages and disadvantages of each. What are the most widely used HR strategies? If you study successful organisations around the world, you " ll find that there are a finite number of HR strategies in use. Although each of the strategies listed below is a distinct category, many firms use them in combination in order to arrive at an approach that best fits their situation.
For example, stable business units that provide the core revenue base for an organisation may operate under one strategy while a business unit that focuses on future development may operate under another. Widely admired firms like Intel, General Electric, Cisco, Nor and Microsoft have found that a "performance culture" is the best approach to drive their success. While other excellent companies such as Hewlett-Packard, Oracle and Dell Computer have adopted an e-HR strategy where technology permeates everything they do in HR. Other successful companies have achieved good results using the more traditional business partner or personnel strategy. Each category has its advantages, costs and disadvantages so be sure and compare and contrast them before deciding that any one is the overall best. The 10 basic HR strategies The 10 basic most commonly used HR strategies or models are: A.
Personnel B. Generalist C. Business partner D. Call centre E. Outsourced F.
Centres of excellence G. Self-service H. Fact-based decision-making I. e-HR J. Performance culture K.
Strategy models defined Each of the ten distinct HR models that are outlined above has made a significant impact in some organisation because they fit the need at the time. Its important to emphasise that there are no good and bad strategies, just ones that are appropriate for the organisation and the goals that it sets. Before selecting a strategy or transitioning into a new one, it is important to study your organisation's business goals and the competitiveness of the industry you are in. It's easy to assume that the best one is the most strategic one but in fact developing a strategic HR function within a commodity business for example, may actually be a mistake.
Whatever path you take, it is important to remember that being strategic in HR means having a direct impact on business problems and results. So, in that light, select the strategy that is most likely to have a significant impact on workforce productivity and profits. Worked Cite Cheryl Fry and Stephen Friedman Cover Story HR 2010 Delivery, J. E. , and Doty, D. H. (1996) 'Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions'.
Academy of Management Journal 39 / 4: 802 - 835. Developing HR strategy: Building up resources web Frank Been Partner, PricewaterhouseCoopers Jay Harris Compensation survey can shape HR strategy. National Real Estate Investor, Nov 1, 2000 John Sullivan Selecting an HR strategy Jeff Such Integrated line management and HR planning web HR strategy forum: Using a balanced scorecard Personnel Today, 18 Nov 03 Laurie J. Barclay and Daniel P. Skarlicki Playing Fair HR Professional Magazine February/March 2004 Looking to the future of HR Management Centre Europe, web May, C. , Salmon, G. and Storey, J. (eds. ) (1998) Strategic Human Resource Management: A Reader The Open University/Sage.
Managing and leading in the 21 st century Management Centre Europe, web Mark Thomas Business-led Human Resource strategies Management Centre Europe, web Mary Ann Lesperance, CHRP, MSc Multi-Level HRM Strategy Key to Flexible Staffing Success HR Professional Magazine October/November 2001 Mary Ann Lesperance, CHRP, MSc The success of any M&A depends heavily on HR April 12, 2004 Paul Kearns No One Can Do HR Strategy For You Sandra Underhill IT Managers Just Wanna Be Friends The role of HR in the new economy Thomas R. Connolly, Walter Mardi's and James W. Down Transforming Human Resources Wright, P. M. , and McMahan, G. C. (1992) 'Theoretical perspectives for strategic human resource management'.
Journal of Management 18: 295 - 320.
Free research essays on topics related to: 21 st century, mary ann, hr strategy, strategic human resource, human resource management
Research essay sample on Strategic Human Resource Human Resource Management
