Essay Sample on Strategic Human Resource Management Practices in Deloitte

Introduction

Strategic Human Resource Management is the process of attracting, creating, rewarding and retaining of employees for the advantage of both the employee as individuals and organization as a whole (Rihan, 2018). Strategic HRM is essential to ensuring the human resource fulfills the recruitment, training, and compensation to enhance the performance of employees within the organization. This paper will focus on developing value through HR strategy focusing on Deloitte Company.

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Creating Value Through HR Strategy Focusing on Deloitte Company

One of the most critical factors that make organizations perform successfully is through highlighting the needs of employees within the organization and Deloitte Company is not an exception. In the modern business perspective, HR executives are focused on developing efficient and effective powerful solutions to the human resource part of the business. Deloitte Company endeavors to develop an effective HR strategy that will equate to the production and results from the employees since they will be motivated (Ulrich, 2012).The HR strategy of Deloitte Company is "positioned" to providing the organization to strengthen its strategic role and contribution of HR function that will be a strategy of ensuring the company can achieve maximum level f production (Rihan, 2018). Their HR strategy is an approach geared towards helping the company define and execute an active HR strategy as well come up with a plan to develop and deliver services that are capable of meeting the needs of consumers in the contemporary business environment.

Deloitte HR Strategy Framework

According to (Rihan, 2018), the Human Resource Strategy of Deloitte Company will be based on three sections; Describing the Human Capital Value, Support HR products, and services and Deliver Value within the organization.

Definition of Human Capital Value

Human Capital Value is defined as the extra knowledge and skill of an employee which he or she inputs in the production of service within the organization. This is the initial step that the company uses to evaluate the value of its operations and understand how business value is developed (Malone, 2017). The business will require a deep awareness of the overall business environment.

Human Capital Value is a strategy that is implemented by Deloitte Company to ensure it meets its business objectives and the procedure is used with the following purposes; Creation of Competent individuals, enforcing systems, Reviewing performance, Process Involvement, "organization integration." The company enforces on this strategy through developing "on the job training" for employees. Hence we can conclude that the company invests in education or some form of training and development to enhance the quality of the workforce.

Deloitte Company uses human capital strategy to evaluate the performance of employees, and from that basis, they will be able to initiate ways through which the managers can impact on training and skills that will help employees become productive (Malone, 2017). The other reason is "system enhancement" the company focuses on a human capital strategy to ensure it avails the right batch of employees who are productive and can be able to implement on some of the complex systems in the organization. Finally, it will help to measure or determine the level of competency among the workers within the organization. Hence Human Capital value is an essential strategy towards ensuring the success of Deloitte Company.

For human capital value to be successful in the organization, the company will need first to understand the strategy of its business. This means that Deloitte Company should be able to know their market forces, trends and the business strategy so that they may be more determined to invest more in their workforce. It will also help the organization their influence on HR strategy and will make the company realign their strategy according to their priorities.

Aligning HR Products and Services

Deloitte Company always values human resources to align its operations to function according to their goals and objectives. The Company uses the following three sections: Section HR customers, putting a priority on HR investments and Creating HR services (Ulrich, 2013). A segment of HR customer begins by recognizing and classifying specific groups of employees and shaping the human resources practices for each group based on their unique trait within them, and this strategy has helped the company to meet the customers' needs in terms of services they render to them.

The other aspect, Deloitte Company is focused at is putting a priority on investing in the HR function of the organization. Deloitte Company has four main priority that is focused on spending on the Human Resource Function.

The company is focused on developing a leader's at all departmental levels from the batch of employees they currently have. They do so by training the workforce they have on professional and leadership skills which will contribute to their growth.

The other priority is to promote teamwork among workers as they go on with their daily duties and this will enhance more productive results rather than if they would have done tasks without collaboration. A survey was conducted, and it showed that "dysfunctional teamwork" is one of the HR top negative issues and it has contributed to a reduction of efficiency of results by 70 percent. Deloitte Company also creates an organizational culture which is trust-worthy and encourages open communication and fairness from leaders. Encouragement of teamwork must begin from the top management so that the junior workers may get the sense of embracing collaboration while they work.

Sourcing for the right talent or batch of employees is a top priority of the company, so that they may have the right pool of individuals who are capable of making effective production once they get motivated. In a recent survey by "Waggl," it showed that about 75 percent of HR specialists argued out that reduced output and growth is being limited by the small presence of skilled and right talent within the organization.

The final priority the company focuses on is concentrating on the performance of employees to align with the company strategy. According to a survey conducted by the Canadian HR, officers is that 60 percent of most organizations are focused on reviewing the performance of employees in the organization and ensuring it is in line with the business strategy. When employees get their performance evaluated and get promotions and high salary they will get motivated to work accordingly in the realization of the business objectives of the company.

The Human Resource Function of Deloitte Company should concentrate on value-adding activities which will help them to execute or conduct their business functions in line with their business strategy. The managers are more focused on measuring and enhancing the efficiency and effectiveness of the HR function. The HR facilities and activities should be strengthened, or some need to be eliminated.

Design HR Services

The Human Resource Manager at Deloitte Company embraces job design as a critical function that deals with the process of explicitly specifying the roles and responsibilities for the employees so that the workforce can bring satisfaction of the organization requirements, as well as social and personal demands of the job (Christensen, et al 2008). Deloitte sets out this function within five scopes that sets out this function; developing a variety of skills, Development of Job Identity, Development of Job significance, Autonomy and Work Feedback. Job Design and implementing HR solutions are important towards ensuring the implementation of the HR strategy in every segment of the workforce life cycle. The company conducts HR process analysis and identity at all HR processes which should flow and analyze the current people facilities range

Deliver Value

For the company should be able to convert their strategies and initiatives into tangible entity value, it will require proper delivery approach and substantial grounds of HR capabilities and infrastructure and the description of business-driven recital measures to monitor whether the results being delivered are in line with the business objectives.

The company also makes sure there is a right HR service delivery model, and this will assist in analyzing the present HR service delivery framework and its capability to meet the needs and objectives of the company. The other reason is to clear describe the roles, leadership attributes and delivery options within the organization.

The HR framework used by Deloitte Company involves main elements which are essential when re-designing a productive and vibrant Human resource model. The company begins by engaging business and HR framework which is hellbent on identifying unique needs and requirements linked with the employee sections like "employees, managers, executive or those who are new recruits" The framework concentrates on various roles through focusing on how they will deliver services and also sub-contract some of the HR roles which the company cannot be able to handle.

Establish Appropriate HR Aptitudes

The company recognizes typically and builds advanced skills, proficiencies, and abilities required by the manager to fulfill the HR strategies. Deloitte Company frequently searches for employees with the skills and proficiencies who will align their HR strategy along the company goals and objectives. The HR function of the company plays a crucial role in supplying human resource services within the organization, therefore the aptitudes of the HR function and the staff the company has played a vital role for the company to fulfill its objectives. The HR strategy will help the company execute its business strategy.

Evaluating the Effects of HR Products and Services

The company identifies typically important "performance measures" to monitor the return on investments or dividends accrued from HR products and services. The company connects its strategy and key performance evaluation of its workers to ensure they give maximum output in terms of production within the organization. The organization also recognizes the correct performance evaluations that will ensure there is a right balance between the value and related cost measures within the company (Walker, 2011). Deloitte Company has designed an HR "scorecard" which acts as a tool for measuring the input of HR to the overall performance of the company and also determines the investment made in the HR function and the possible dividends or profits accrued from the company. Other companies as well are using HR scorecard to effectively manage the HR function as a strategic asset within the company.

The Company has also faced challenges while trying to implement the HR function, some of the obstacles include managerial differences and lack of sufficient value on the input the company makes on HR function (Walker, 2011), however Deloitte Company is firmly focused on trying to find lasting solutions to these underlying problems and the scorecard will help the company to achieve this particular goal.

References

Ulrich, D., Younger, J., & Brockbank, W. (2012). The twentyfirstcentury HR organization. Human Resource Management, 47(4), 829-850.

Rihan, I. (2018). What is Human Resources Management?

Ulrich, D., Younger, J., Brockbank, W., & Ulrich, M. D. (2013). The state of the HR profession. Human Resource Management, 52(3), 457-471.

Christensen Hughes, J., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, ...