New sets of practices for leadership capability development
Discuss About The Strategic Human Resource Management Practices.
Leadership is one of the major pillars on which any organization grows. The business leaders are the one who develop the foundations of the company, take important decisions and then deliver strong business outcomes. The industry in which I am operating adheres to the field of healthcare and this is one of the most sensitive fields to operations in. The leadership in this kind of work environment involves very sensitive decision making and call for all kind of collaboration to deliver the best possible outcome. The businesses have thrived in the industry on the backdrop of quick decision making and the kind of impact it can have in people’s life is very important. It is very important in this industry to have proactive leadership approach and collaboration is encouraged across the decision making role. The responsibilities in this industry are of the highest standard and it is very important that all sensitive issues are handled in a gracious manner (Akyüz,Kaya & Ozgeldi, 2015).
What are the new sets of practices for leadership capability development?
As per the current industry standards leaders in this industry need to be more proactive and approachable. These are the set of qualities which are of utmost importance and focus on these qualities should be the least approach of any organization operating in this sector. The focus towards people and sensitivity are also very critical parameters on which the judgement should take place. Lot has gone into my leadership development, my career has been very focused and since early on I have been closely involved in decision making team. I have seen how the people in this industry work and what are the set of best practices are to be adopted in various situations (Albrecht, Bakker, Gruman, Macy & Saks 2015).
I conducted some form of informal research and discussions with my colleagues in this industry and tried to gauge the kind of leadership they are looking at and what are the important parameters for leadership capacity development according to them (Armstrong, Taylor, 2014). One of the major parameters that came out of this discussion centered on the development role that leadership plays for the other set of members. The colleagues highlighted how approachable leadership is required in this industry as many times concerns are problems are not known to leadership because they are not approachable by any means (Bezzina, Cassar, Tracz-krupa, Przytula, Tipuric, 2017).
Result of informal discussion with colleagues
As per few leadership frameworks that I have studied, I fall in approachable leadership matrix whereby I am approachable, people look up to me for advice and I have strong listening traits. Such factors go a long way in shaping up my approach towards the leadership issue. However I agree and understand that there are some shortcomings which I need to work upon and a concrete action plan need to develop so that I can enhance my leadership capacity. One of the major areas where I need to improve is framing strong communication plans. Without a strong communication position at leadership levels it is possible that I might be taken for a ride. The action plan involves proper communication which works two ways. I can’t function in listening only mode and I need to develop strong communicating methods so that I can provide my point of view of needed after listening (Brewster, Chung, Sparrow, 2016). At times I might be the one who need to take the first step towards communication and I should be in position to do so. A perfect collaboration will only work if two way communication channels are established.
It is also very important to understand that workplace environment is changing across the Globe. The offices of 2010 and that of 2020 will be different in many aspects and such new changes will disrupt the way in which businesses operate. A leader in such space should be open to change and new ideas that are coming for the industry. It is with this leadership beyond 2020 operative that modern leaders would need to operate.
Jerry electrical is facing a classic human resource management issue. The issues faced by them are classic issues which any small manufacturing unit might have faced during their lifetime of operations. The brand equity of the company is built on the quality of product being delivered to client and the fact that some supplier has sub-contractors who are able to under cut suppliers and supply inferior raw material is cause of major concern for the company (Chelladurai, Kerwin, 2017).
The leadership of the organization should focus on this issue very seriously and should work out a method by means of which such practices are completely wiped out in the business. Some of the possible ways to do so is by providing supplier ranking and stop working with suppliers who are providing bad products. The norms of having sub-contractors can be hardened in the supplier contract itself. All of this need to be done to ensure that quality of the product being delivered is of superior nature. The other challenges faced by the company are also of serious concern and a long term strategy map needs to be planned to face such challenges. Rising cost of goods and services is not in hand of workforce; however poor workmanship and wastage is something which organization can control. A proper approach whereby the whole major team members collaborate, understand the problem and approach towards a feasible solution (Jabbour, Sousa, 2016). In this case it is very important that management takes a buy-in from work force so that all decisions are properly implemented by the organization. There are chances that some kind of training needs may arise to skill the workers, if needed a proper training plan need to be drafted and implemented so that skill gaps are reduced to the minimum or zero. The organizations over the years which have failed to skilled or upgrade their workforce have eventually died. It is very important that in this arena of cut throat business competition a competitive work force exist which provide long term sustainable advantage (Jackson, Schuler & Jiang, 2014).
Leadership framework and where I fall in it
Managers regularly concentrate first on issues with the current workforce. These issues include ‘keeping up’ the workforce, overseeing hazard, and enhancing quality and execution. Support issues manage staffing levels and maintaining worker learning and aptitudes (Marchington, Wilkinson, Donnelly & Kynighou, 2016). Hazard administration issues manage working environment security, work obligation, and business congruity following a basic episode (Obeidat, Al-Sarayrah, Tarhini, Al-Dmour, Al-Salti & Sweis, 2016). Upgrade issues are driven by a craving to enhance operational productivity or enhance hierarchical culture and execution. Senior Leadership ought to ask itself:
- Will a foreseen retirement air pocket or high turnover require new staffing systems?
- Is our present preparing plan keeping staff learning and abilities current with industry gauges?
- How does our mechanical protection chance factor for key occupations contrast with different bosses?
- Do we have an example of claims or government/state examinations?
- How arranged would we say we are to oversee/redeploy staff in case of a basic episode that disturbs business tasks?
- Are staff performing at the coveted level?
- Are staff actually put resources into the association’s prosperity?
- Do staff show the qualities and practices vital for the association to be fruitful?
Practices are the apparatuses associations use to influence an execution to culture noticeable and substantial. They are the projects, strategies, methods, parts and obligations, and frames and different records (Schmidt, Willness, Jones & Bourdage, 2016).
- Correspondence of official duty: The CEO unmistakably conveys to all staff his or her pledge to the estimations of a high performing society. This dedication is rehashed and strengthened in business interchanges. Other senior pioneers and directors rehash and course the dedication down through the association in their own interchanges.
- Authoritative execution administration: The association has a dream, a mission, and a key arrangement that has clear objectives, goals, execution measure and targets, and systems. A procedure exists for customary hierarchical execution checking, detailing, and survey.
- Execution arranging:Hierarchical objectives, destinations, execution measures and targets are fell through supervisor and representative execution designs and key outcomes anticipated. Representative outcomes expected are clarified in quantifiable or detectable terms. Benchmarks are conveyed for both fruitful and exceptional execution. Singular improvement designs recognize preparing and advancement needs and duties.
- Execution instructing, criticism, and assessment: Instructing and input are given both when required and at consistent interims. Execution accomplishments and individual improvement are reliably recorded.
- Restorative activity and train: Utilizing a precise approach, failing to meet expectations representatives are recognized, amended, moved to another position, or ended.
- Acknowledgment and reward: A procedure exists to recognize, perceive, and remunerate workers who surpass execution desires.
- Preparing and improvement:All chiefs get starting and boost preparing in representative execution arranging, training, input, assessment, remedial activity and teach, and acknowledgment and reward. Workers are educated of the execution administration frameworks, including the key arrangement’s objectives, destinations, measures, and techniques. Representatives get direction on the execution arranging and assessment process.
- Administration responsibility:Execution designs, between time surveys, and assessments are reviewed for both culmination and quality. Manager execution is estimated and consistently answered to senior administration. Bosses who neglect to meet desires are liable to remedial activity and additionally teach.
- Worker certainty: A procedure exists to quantify representatives’ trust in their own association with accomplishing authoritative objectives, bosses’ interests in their prosperity, administration’s capacity to successfully address execution issues, and administration’s responsibility to building and keeping up an execution culture.
- Asset portion:The CEO and senior authority apportion adequate assets (staff, spending plan, time) to effectively utilize all execution administration frameworks, including singular advancement designs and execution grants
References:
Akyüz, B., Kaya, N., & Özgeldi, M. (2015). The effects of human resource management practices and organizational climate on turnover intention: An empirical study in Turkish banking sector1. IIB International Refereed Academic Social Sciences Journal, 6(17), 48.
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7-35.
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers, 2(1), 7-96.
Bezzina, F., Cassar, V., Tracz-Krupa, K., Przytu?a, S., & Tipuri?, D. (2017). Evidence-based human resource management practices in three EU developing member states: Can managers tell truth from fallacy?. European Management Journal, 35(5), 688-700.
Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing human resource management. Routledge. European Management Journal, 95(5), 788-900.
Chelladurai, P., & Kerwin, S. (2017). Human resource management in sport and recreation. Human Kinetics, IIB International Refereed Academic Social Sciences Journal, 6(17), 48.
Jabbour, C. J. C., & de Sousa Jabbour, A. B. L. (2016). Green human resource management and green supply chain management: Linking two emerging agendas. Journal of Cleaner Production, 112, 1824-1833
Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56.
Marchington, M., Wilkinson, A., Donnelly, R., & Kynighou, A. (2016). Human resource management at work. Kogan Page Publishers, 98.
Obeidat, B., Al-Sarayrah, S., Tarhini, A., Al-Dmour, R. H., Al-Salti, Z., & Sweis, R. (2016). Cultural influence on strategic human resource management practices: A Jordanian case study. International Business Research, 9(10), 94.
Schmidt, J. A., Willness, C. R., Jones, D. A., & Bourdage, J. S. (2016). Human resource management practices and voluntary turnover: a study of internal workforce and external labor market contingencies. The International Journal of Human Resource Management, 1-24.
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