Develop a working framework to guide an HR function to better align itself with the strategic business units of an organization.
Framework of Strategies for IHRM Functions
The Portfolio Project for this course will challenge you to create a broad framework of strategies for an international human resources function. In this final module, you will complete your last strategy and then compile all of your strategies to create a broad framework for developing an international human resources functional strategy process.
Strategy 8: Alignment of HR and Strategic Business Units
Develop a working framework to guide an HR function to better align itself with the strategic business units of an organization. Further, use the same framework guide to develop a human capital profit process (developing, nurturing, and rewarding people) to aid the organization’s bottom line and to better align the human resources function with other strategic business units.
Compilation of Strategies:
Now compile Strategies 1-8 in a single document with a header for each strategy and a complete reference page for all sources. Incorporate the feedback provided by your instructor throughout the course and carefully revise and edit your entire IHRM framework. The completed framework should include an overall introduction to the framework and a conclusion that explains its merits to form a single, cohesive project.
Your final Portfolio Project (Framework of Strategies for IHRM Functions) should meet the following guidelines:
- 8 pages in length (not including cover and reference pages).
Running head: FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS.
The Framework of Strategies for IHRM Functions
Woodrow Rowell
10/6/19
FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS 2
Overcoming International Talent Acquisition And Workforce Development Challenges
The international market demands that companies acquire a talented workforce and
develop them so that they can remain relevant in the business and organizational setting.
However, various challenges make it quite hard for firms to hire and maintaining a talented
workforce. Some of the challenges include a satisfying job environment, a gratifying salary,
diversified workforce who can work in any country, and the ability to better the skills of the
workforce.
The enhancement of suitable hiring of people with talent requires that there be
multichannel sourcing of the workforce through both the social media and digital process
because it allows a company to have significant numbers of applicants that the company has to
evaluate, compare and pick from (Oracle, 2017). Often, the interview process should cover all
the essential aspects of the expected duties and objectives of the company. With the simulation
systems and automated digital sources, organizations successfully source, assess, and hire top
talent that boosts acquisition of efficiency and effectiveness in the organization (Edmans,
Gabaix, & Genter, 2017). Cloud solutions enhance multitiered screening and evaluation tools to
enhance the interview and requisition of management to have recruiters and hiring process as
positively impressive as possible. Once the workforce who are talented are hired, a company
should work to train and offer them learning opportunities that will make them both more
efficient in their line of specialization and related ones.
FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS 3
Additionally, the provision of high compensation is another thing a company should offer
even though it is important the compensation suits within the budgetary estimates and is reliably
assessed before one is offered the amount (International Labour Office, 2011). Such a process
will discourage flaws and motivate every worker to do their best (Oracle, 2017). The threat is
that the company has to be quite efficient in choosing the digital solution and assessing the
workforce. Overall, the international HR management sector will increase performance,
productivity, and boost the reputation of the company. The process can also enhance efficient
global management of the workforce and generation of objectives in the international business.
Integrating Self-Managing Teams and HR Processes
Self-Managed Teams have been projected to be a productivity step forward for
organizations since the 1990s. Several businesses have reported on the success result from the
self-managed teams, and the SMTs have also received momentum from people who have
experienced the results in the empowerment of employees. Empowering a team and sharing
responsibilities gives quality control, improves efficiency and total effectiveness. SMTs
contribute majorly to the success of a business, and it also increases the total output. It is also
believed that the SMTs create a sense of responsibility and sponsors innovative decisions
contributing to great general performance (Zarraga & Bonache, 2005). By the end of this paper,
the reader will understand the strategy on how to integrate self-managing teams and HR
processes as part of a greater strategic international human resource management initiative.
With self-managed teams, groups are held responsible for producing the initial product or
even the final service, but with the traditional format, the team is assigned tasks based on their
specialized skills by the HR management. The role of the HR management in an institution, on
FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS 4
the other hand, is to make sure that there is effective planning, execution, training, initiation, and
even monitoring, etc. within the team. The best HR managers are talented, and they possess other
useful skills however, knowing all these right skills is not enough. Determining the right skills to
apply at the right time is what defines good managers and great HRMs. Most HR managers opt
for the self-managed teams due to the quality of output the teams bring along. Self-managed
teams are not easy to apply considering that there are many risks involved, but with the right
team, it is possible to apply this strategy in organizations since its results are commendable.
As an HRM of an organization, there are several things to consider before implementing
the self-managed team strategy, and among them includes having a team that has the right kind
of people. Hiring the best candidates can foster effective teams, and by that, an HR manager
should look for individuals who have skillful backgrounds, especially in time management.
Also, an HRM should consider individuals whose resumes commend them for having
better or excellent decision making and problem-solving skills. The way a team manages varies
significantly depending on how the individuals manage themselves. Usually, in a team setting,
the team members should insist and focus more on problem-solving skills and work
collaboratively. The team should mainly focus on performance guidelines, human resources, and
generally the initial expectation.
Finally, the team should have interpersonal skills considering that when there is mutual
communication as well as purpose, effective communication is important (Roper & Phillips,
2007). The interpersonal skills involve listening actively, considering the success of team
members, objectivity, and being attentive and supportive in differing viewpoints. The team’s
internal communication is essential for the overall performance of projects or services.
FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS 5
Self-managing teams have numerous advantages, but there are also huge risks involved
when an organization doesn’t have the right team. As an HRM, it is important to analyze the
team members and if they have the required skills to qualify for the self-managing team strategy
before implementing it. The key requirements for having a self-managing team is hiring the right
people and also having a team that is skilled in decision making and problem-solving.
Total Reward System
Human beings basically love rewards and, according to research, when human beings get
rewards, there are special pathways in their brains activated, which, as a result, motivate them to
seek out for more rewards. Organizations are composed of people and, these people define
organizational behavior since the organization itself cannot behave, but the people in it. Thus,
employees need to be motivated in order for them to do what the firm needs them to do. People
are motivated in different ways considering that every individual has a unique perception of what
entices them. Staff motivation is crucial, and it is among the key contributing factors of a
successful organization, which is why the management should strive to understand the different
things that will motivate their employees at work; therefore, the reward system is important for
motivating workers (Hoole & Hotz, 2016). This paper will discuss the critical components for
the total reward program, which, in return, increases employee interaction, production as well as
morale.
The total reward program has existed for the longest time possible, and managements
today are trying to put expound more on the meaning of the word reward using both tangible and
intangible features in rewarding their staff members. Among the tangible features organizations
are using today includes financial stability while intangible features, on the other hand, include
FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS 6
employee luxuries and rewards for imminent damages. Managers are using the Total Reward
System as their current management approach.
.Total reward system results are commendable on both individual and organizational
performance since there is improved quality in employee job satisfaction, their loyalty as well as
their motivation and morale. According to Dontigney (2017), a total reward system of an
organization must include continuous efforts that a manager can use to motivate, recruit as well
as retain employees. A total reward system must comprise of these five elements, benefits,
compensation, and work and life balance, and career growth and recognition.
With career development and recognition, there should be a wide range of improvement
opportunities, such as training and mentoring (Holston & Kleiner, 2017). A good example is that
an organization may choose to sponsor all employees to have access to the respective online
course. Recognition, on the other hand, ranges from acknowledging the work of an individual
formally, especially if it is well done by implementing monthly or yearly programs. Work and
life balance, on the other hand, includes giving workers a chance to live a life even after work,
and that can include allowing them to leave early to that they can attend to their after-work
events. Compensation can be described as the different ways in which workers earn their wages
from the organization, and it may consist of base salary or even hourly compensations.
Compensation can also include profit-sharing with the workers and even bonuses. Benefits, on
the other hand, can be defined as compulsory programs and employer options. Compulsory
programs include social security, and employer options include pension programs.
Total reward programs play an important role in the success of an organization. When
employees are happy with a company’s reward systems, their output or production, motivation,
FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS 7
as well as interaction, improves significantly. Thus, managers should strive to learn ways in
which they can satisfy their employees through their reward system considering that there are
commendable rewards towards that approach
Agile Decision Making Tips
Agile Decision Making is important for workers considering that it helps workers make
fast, better as well as fully ranged decisions, and as a result working becomes more efficient and
at pace. The competitive advantage of a business also depends on the ADM of the team and with
an ADM team; they can be able to move decisively, quickly and efficiently in a business
environment. This paper aims to create a decision-making framework of the steps required to
make sure that agile decisions are part of the organizational culture.
Steps to follow in order to create an agile decision-making team include improving
decision making measures to mission-critical. The team should understand how the company
makes decisions, the preconceptions that lessen the decisions making ability, and they should
also understand how to take the correct steps in order to correct them (Larson, 2017). The result
and process of decision making should be tracked, and that information should be applied to
advance future decision makings. The team should make decisions in all levels more visible that
way it will be effective.
The second tip is that the team should understand how to uncover good enough
information. When a team successfully collects good enough data concerning decisions, it has
been proven that they make better decisions, and their outcomes improve by 20%. Another tip is
developing a decision driven feedback loop that will foster quick learning. When a business has
quick feedback loops, it results in an enthralling decision driven outcome for an organization.
FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS 8
Creating an ADM culture for a business is not easy, but with the above steps, a team can
effectively make agile decisions.
Reward System Linked to Product Innovations
Innovations currently play a critical role in organizational performance. As a result,
human resources and managers are constantly seeking answers to how best they should reward
innovative employees. For the paper, the strategy that I would use to deploy new reward systems
in product innovation and product launches that I will undertake overseas is recognizing long-
standing excellence by having internal honor societies and awarding research grants. Another
aspect is to distinguish between individual and team recognition by offering bonuses, trophies,
technical stipends, financial rewards, and vacations. I would also use the reward patent
innovation; this is done by offering patent rewards. The organization will also have a royalty
compensation plan which involved sharing a percentage of profits or purchasing additional
equipment for further research (Mponda, & Biwot, 2015). Besides, measuring performance and
tying compensation to the performance of a new product is also critical. Also, during a product
launch, I will use factors such as meeting time targets, exceeding revenue and profit goals, and
assessing customer satisfaction to determine the size of the bonus.
The human resource strategies will be deployed by using inter-location deployment. This
will make employees’ performance more oriented by increasing their competencies. Besides,
changing of employee environment, results to new and invested initiatives and enhanced
personal development programs Also, moving to a new area provides an employee with extra
demand to show signs of high motivation design and redesign of a positive view of the
FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS 9
organization (Walton, & Webb, 2016). Another strategy is to use interdepartmental deployment;
this will enable employees to become more productive, innovative, and increase their
commitments rates, loyalty, and satisfaction rates. An employee is also in a position to learn
more about the organization its programs, activities which increase their flexibility,
developmental ability, and effective and efficient customers.
Position on Cultural Challenges
Most of the challenges facing international human resources management are mainly
related to cultural acclimation, environmental acclimation, and uniting multiple workforces.
International merger obtains employees from different cultural backgrounds. When employees
with different cultures come together, the international human resource managers have to
struggle in designing the organizational culture, considering that the cultural aspects of each
employee should be incorporated. The environment also serves as a source of challenges for HR
managers. An international merger will mean that the workforce will have to work in new
environments, which they have not been used to in the past. The managers face a hard time in the
process of making the workforce conform to the new environment and embrace the occurring
uncertainties. As long as the workforce is from various cultural, geographical and professional
backgrounds, the managers must face problems in trying to create an effective work team from
such diversified or multiple workforces (Reiche et al., 2016).
For the international merger to be successful, human resource managers must consider
adopting the right strategies, to accommodate the employees effectively. The challenge of
cultural acclimation requires managers to develop cultural competence. Such a step will ensure
FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS 10
that they have a better understanding of the different cultures, hence making it easy to design
organizational culture that fully reflect the diversified cultures. In the case of environment
acclimation, the new workers into the international environment should be hooked up with the
employees who have been used to the environment, to facilitate easy learning and adaptation. To
be in a good position of bringing multiple workforces together, the HR managers must possess
cultural competence and effective team-building skills. The competence and the skills will make
it possible to handle the workforce effectively, despite the diversity (Garneau& Pepin, 2015)
Alignment of HR and Strategic Business Units
Strategic management deals with the formation of business strategies by ensuring that all
the business units in the organization pool their resources towards the attainment of the
organization’s vision and mission. This process seeks to align the strategies formulated by
business units to be in line with the organization’s vision and mission (Stewart, 2019). It is
composed of three processes, which include strategy formulation, implementation, and
evaluation.
In the recent past, organizations realize the need to align their human resource practices
with other strategic units found within the organization like finance, marketing, IT, and
procurement. This is done to ensure that employees are allocated more efficiently to all
departments and that resources are optimally utilized.
To ensure that the strategic management system is used as the determinant of the reward
system, it is essential to come up with a performance management policy. This policy outlines
what the organization seeks to achieve, the worker’s responsibilities, and other factors (Stewart,
2019). The performance of individuals is measured based on the set goals and individual roles
FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS 11
and responsibilities. This performance forms a foundation for the reward system to be adopted
by the organization.
Therefore, the organization has to put in place clear job descriptions, ensure that the right
people fill the right positions, offer effective orientation and training of workers, and other
factors that may boost the performance of the employees. The rewards offered should aim at
motivating the employees to increase their performance, retain the existing employees, and
support the realization of key values and many other factors. However, the basic factor should be
the employee’s performance.
FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS 12
References
Edmans, A., Gabaix, X. & Genter, D.. (2017). Executive Compensation: A Survey of Theory and
evidence. 1-165. Retrieved from
https://scholar.harvard.edu/files/xgabaix/files/executive_compensation.pdf
International Labour Office. (2011). A skilled workforce for strong, sustainable, and balanced
growth. 1-48. Retrieved from https://www.oecd.org/g20/summits/toronto/G20-Skills-
Strategy.pdf
Oracle. (2017). Improve Hiring Quality, Efficiency, and speed with talent acquisition in the
cloud. 1-12.
Roper, K. O., & Phillips, D. R. (2007). Integrating self-managed work teams into project
management. Journal of Facilities Management, 5(1), 22-36.
Zarraga, C., & Bonache, J. (2005). The impact of team atmosphere on knowledge outcomes in
self-managed teams. Organization Studies, 26(5), 661-681.
Eric Dontigney, 26 September 2017, what are the elements of a total rewards system, retrieved
from https://bizfluent.com/about-5484256-elements-total-rewards-system.html
FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS 13
Hoole, C., & Hotz, G. (2016). The impact of a total reward system of work engagement. SA
Journal of Industrial Psychology, 42(1), 1-14.
Holston, C., & Kleiner, B. (2017). Excellence In Reward Systems. Global Education Journal,
2017(1).
Eric Larson, Jan 31, 2017, three decision-making strategies to scale agile at your company,
retrieved from https://www.forbes.com/sites/eriklarson/2017/01/31/3-decision-making-
strategies-to-scale-agile-at-your-company/#17452a2861b3
Mponda, J. M., & Biwot, G. K. (2015). The Effects of Deployment Practices on Employee
Performance among the Public Banking Institutions in Kenya A Survey of Post Bank
Coast Region. International Journal of Scientific and Research Publications.
Walton, G., & Webb, P. (2016). Leading the innovative and creative library workforce:
approaches and challenges. In Innovation in Libraries and Information Services (pp. 257-
275). Emerald Group Publishing Limited.
Garneau, A. B., & Pepin, J. (2015). Cultural competence: A constructivist definition. Journal of
Transcultural Nursing, 26(1), 9-15.
Reiche, B. S., Stahl, G. K., Mendenhall, M. E., & Oddou, G. R. (Eds.). (2016). Readings and
cases in international human resource management. Taylor & Francis.
Stewart, G. L., & Brown, K. G. (2019). Human resource management. Wiley.
FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS 14
Hi Woodrow Thanks for your submission. While you outlined some good points,
There was a missed opportunity to further research and develop your paper.
Also, you have some compliance issues with your APA formatting such as with
regards to your headings. Due to those issues you have earned a D on this
paper. I know its too late to redo it however your overall grade in the class will
still be an 86.00
Tiffanie Deloach , Oct 10 at 11:38am