Sample Hr Management on Effectiveness Improvement at Home Depot

Effectiveness Improvement at Home Depot

The management style at Home Depot gives the employees the independence and freedom to make decisions regarding their contributions to the daily operations of the company. As such, the level of engagement allowed in the company permits employees to take ownership of the company’s operations of success. However, this does not mean that every individual can be performing on the required level. There are employees who may be performing well and those that are underperforming and struggling to keep up with the pace of progress. There is a need to design a plan to improve the performance and effectiveness of each employee at Home Depot. Effectiveness improvement is part of talent management. Talent management is essential to any organization that aspires to achieve its strategic objectives. Akong’o (2010) defines talent management as the process where an organization identifies and nurtures talent to foster a culture that focuses on overall success. In designing the plan there are different human resources practices that need to be included.

In designing an effective improvement plan at Home Depot, it is imperative to include communication procedures and feedback reporting systems. This practice enhances collaborative discussion where employees respond to queries raised about their performance. Beatty et al. (2003) contend that the practice of inclusive discussion is essential in agreeing to specific details about how to improve performance. It can be implemented through face-to-face communication. This is where employees sit with respective managers to agree on how to move forward with regard to performance and productivity. For example, customer care representatives can explain the challenges they are facing at the front-office desk and their own opinions on how to improve performance. Consequently, the effectiveness improvement plan will include how to monitor progress and appraise employees. This practice allows management to examine the contributions of each employee towards strategic goals. It is implemented through a collaborative process where the home Depot and staff agree on targets based on previous performance. For example, the sales department can agree on an individual target with regard to the number of tools sold to the clients

References

Akong’o, B. (2010). Strategic human resource management practices: effect on performance.

African Journal of Economic and Management Studies, 1(2), 128-137.

Beatty, R., Huselid, M. & Schneier, C. (2003). Scoring on the business scorecard.

Organizational Dynamics, 32 (2), 107–121

The Future of HRM

In the next decade, human resource is going to play a key role in organizations. The practice is going to extend beyond a single department to become a strategic partner to companies. The nature of human resource management practices is consistently changing. Organizations are competing to recruit and retain valuable talent to help them move companies forward and achieve strategic goals. Talent management is becoming essential for the survival of business organizations and human resource management is at the center of the business revolution. In the next decade, the core competencies likely to be useful in human resources are effective communication skills and critical thinking. In view of the above, communication skills is a core function that enhances discussions between employees and employers. Operations within a company rely on how best and clear instructions are communicated from supervisors to subordinates. Notably, conflict resolution is likely to be a challenge in the future. Francis  & Keegan (2006) claim that conflicts often arise whenever people are involved in activities, and hence, moving forward as a unit is likely to depend on how best the conflict are resolved. Future human resource practitioners will need effective communication skills to resolve conflicts.

Moreover, critical thinking competencies are likely to be required in the future. Human resource managers will be expected to think strategically in improving performance. Hayes (2018) reports that most of the human resource decisions are long-term and so, future managers need to demonstrate that they can make decisions that impact positively on long-term employee performance. In my view, these competencies can be achieved through comprehensive employee development plans consisting of training and talent management. Therefore, critical thinkers and communication specialists can be integrated in the normal human resource practices nurturing cultures significant in the future. For that reason, an organization need to retain and rewards practitioners who possess the two critical competencies and create a corporate culture of attracting the next generation human resource professionals who can resolve conflicts and think strategically

References

Francis, H. & Keegan, A. (2006). The changing face of HRM: in search of balance. Human

Resource Management Journal, 16 (3), 231–249.

Hayes, J. (2018). The theory and practice of change management. London: Palgrave.

Reflection on Specialization

My knowledge and expertise in human resource management have evolved over time. As a human resource professional, I understand the need to be successful as a business leader in the future. The training has helped build technical proficiency that will be useful in translating what I have learned in class to the actual practice. Hyondong & Sung-Choon (2013) assert that technical experience and behavioral change is a key ingredient in the success of human resource professionals. This is critical in my profession that requires me to align my knowledge and practices to the business activities and strategic goals. Moreover, I have discovered the importance of team dynamics in human resource management. I intend to value my human resource team to contribute as strategic business partners to the companies we work.

I intend to improve professional growth through mentorship. I believe that new human resource professionals may not have the extensive experience demonstrated by people who have had hands-on experience at work. As a result, I believe in establishing mentorship relationships with experienced hr professionals. As outlined by Mulholland (2017), human resource professionals need to embrace change. One way of initiating changes is establishing mentorship programs to change personal perceptions about human resource practice. Mentorship is essential in providing skills to be an effective human resource specialist. The industry players understand the dynamics and how daily decision-making impact my practices. Moreover, I intend to continue growing as a professional by focusing on life-long training. In view of this, I will attend human resource workshops and conferences organized by professional human resource bodies and institutions. I believe attending training sessions will instill new knowledge to address the everyday challenges necessitated by HRM evolution. I intend to undergo an Assurance Learning assessment to attain a certificate that will give me a competitive edge against other potential human resource management graduates. The assessment will increase my chances of securing a job.

References

Hyondong, K. & Sung-Choon, K. (2013). Strategic HR functions and firm performance: The

moderating effects of high-involvement work practices. Asia Pac J Manag, 30, 91–113.

Mulholland, B. (2017). 8 Critical change management models to evolve and survive. Process

Street.  Retrieved from https://www.process.st/change-management-models/.