Please reply to the following discussion question and include the sources. No minumum word count. Does not have to be long 100 words each is ok
#1- Beverlys Discussion
Human resource managers along with organizational leaders collaboratively seek to find ways to obtain strategic objectives that are set before them through a planning process of determining organizations short-term and long-term goals. The process involves an in-depth analysis of current and anticipated conditions that may affect the organization’s ability to achieve its mission (Bagga and Srivastava, 2018). Recognizing and implementing workforce strategies in a challenging global economy is a growing concern for today’s executives. To effectively attract and retain human capital, quantitative and qualitative approaches must be developed. In an organization, this is done by linking such HR activities as recruiting, training, performance management, and rewarding personnel (Bagga and Srivastava, 2018). Therefore, the human resources personnel play an integral part in the development of an organization. Thus, empowering HR departments to add value to business strategies, ensuring it affects its functional activities in a manner that supports growth and success (Oppong, 2017). Plus, an HR department that understands the demands of the business strategy can help ensure the right people are in place to deliver and support growth. HR departments integrated into the senior strategic management team can work across the organization providing that human resource requirements be considered equally with other organizational investments. With that, organizations are affected by numerous external and internal factors that can change the nature of individual job roles or place new demands on individuals skill sets (Oppong, 2017). Consequently, an HR strategy linked to the organizational strategy is better positioned to anticipate any such changes and, therefore, can put in place a targeted training and development plan to help the organization more quickly adapt to new circumstances.
Bagga, T. and Srivastava, S. (2018). EmeraldInsight. SHRM: alignment of HR function with business strategy, Strategic HR Review, Vol. 13 Issue: 4/5, Retrieved from https://www.emeraldinsight.com/doi/full/10.1108/SHR-03-2014-0023
Oppong, N. Y. (2017). Exploring the importance of human resource activities-strategies alignments: Interactive brainstorming groups approach. Cogent Business & Management, 4(1) doi:http://dx.doi.org.proxy library.ashford.edu/10.1080/23311975.2016.1273081
#2- Marcias Discussion
In order for a business to be successful, it is important for strategic human resources (HR) processes to align with business objectives both consistently and effectively (Hunt, 2014). When this alignment exists, a company can benefit from long-term growth and profitability but when it doesn’t, the company can suffer from high turnover and slow profits (Hunt, 2014). Strategic HR processes include such things as staffing, compensation, and employee development which are all designed to ensure the best employees are working for the company in order to assist in reaching company goals and gaining a competitive advantage. The ultimate goal of the HR managers is to ensure that their methods support and even improve business goals and results (Hunt, 2014). Furthermore, a “strategic fit between a business strategy and a human resource strategy can help retain and motivate employees and translate into organizational performance and competitive advantage” (Hsieh & Chen, 2011, p. 11).
Unfortunately, many businesses still view HR as an administrative function and do not understand the value that the department’s strategies bring to the table (Hsieh & Chen, 2011). They do not see that the HR department is involved in gaining a competitive advantage through their strategic choice of new-hires and desirable compensation packages. The HR department, however, understands that they have a duty to provide quality employees who have the necessary knowledge, skills, and abilities to greatly contribute to the success of the company (Hunt, 2014). Routinely, they must evaluate and train these employees in order to ensure they continue to perform to the best of their abilities as well (hunt, 2014). As businesses become more competitive in their given industry, it becomes more vital to have the HR strategies and business activities aligned (Hsieh & Chen, 2011).
Hsieh, Y. H., & Chen, H. M. (2011). Strategic fit among business competitive strategy, human resource strategy, and reward system. Academy of Strategic Management Journal, 10(2), 11-32. Retrieved from: https://search-proquest-com.proxy-library.ashford.edu/docview/886543033?accountid=32521 (Links to an external site.)Links to an external site.
Hunt, S.T. (2014). Common Sense Talent Management. Retrieved from https: https://ashfordu.redshelf.com/course/course_details/46501/ (Links to an external site.)Links to an external site.
#3 Discussion 2 Beverlys
Business leaders have begun to recognize that their workforce is one of their most significant competitive advantages. Recruiting and nurturing the best talent is crucial for ambitious organizations hungry for continued success (Oppong, 2017). Talent is also one of the primary problems organizations across the world are faced with today (Hunt, 2014). Rather than focusing solely on the products that are sold, organizational leadership has identified that the focus needs to switch to the employees first then the products being sold. A powerful employee brand can help you to dominate the talent market (Oppong, 2017). Increasingly, organizations are turning to their HR departments to help them improve their recruitment operations and increase efficiencies. The ultimate goal of employers is to recruit more and better candidates for their organization. To bring in the best and brightest employees and keep those employees for the long-haul, it is essential to have a supportive company culture (Hunt, 2014). Also, to have lower turnover and higher productivity, the senior leaders need to take personal responsibility rather than spreading the blame. When employees can respect and trust the leadership team, they feel secure. This means that leaders are accessible, communicate well, and listen to employees are crucial to job satisfaction. Money and benefits are important factors in attracting and retaining people, but rewards and recognition help to meet that basic human need of feeling appreciated and rewarded for what one does (Hunt, 2014). Another factor that concerns potential employees is having the flexibility to have work-life balance. That could mean remote work locations or flexible hours. Maintaining a good work-life balance is essential to many employees.
Hunt, S.T. (2014). Common Sense Talent Management. Retrieved from https://www.vitalsource.com
Oppong, N. Y. (2017). Exploring the importance of human resource activities-strategies alignments: Interactive brainstorming groups approach. Cogent Business & Management, 4(1) doi:http://dx.doi.org.proxy-library.ashford.edu/10.1080/23311975.2016.1273081
#4 Marcias discussion 2
The organizational chart on page 18 of our textbook shows the flow of the “four R’s” related to attracting, developing, and retaining quality employees (Hunt, 2014). The first of the “four R’s” is related to hiring the right people which means that the business needs to be concerned about who they are hiring and what those new hires will bring to the company (Hunt, 2014). They need to have the right knowledge, skills, and abilities to make a significant contribution to the goals of the company. The second of the “four R’s” is related to the new employees performing their job duties the right way (Hunt, 2014). Performing a job correctly means that they are contributing to the company to the best of their abilities. The third of the “four R’s” is related to focusing on the right things which means that the new employees are concentrating on the things that will allow them to meet their goals and support the company’s overriding purpose (Hunt, 2014). The fourth of the “four R’s” is related to right development, which means that the company needs to be providing the necessary training to develop the new employees further and towards career advancement (Hunt, 2014). Human capital is one of the most valuable assets of any successful company and as such, strategic processes to maximize human capital are of the utmost importance for continued success and competitive advantage (Hunt, 2014).
I’m focusing my capstone project on mega-store Walmart, Inc. because I’m curious to see how their newly increased minimum wage, which is still considered lower than it should be, will influence the retail industry that they currently dominate. When hiring for any business, it is always important to focus on quality people who will contribute to the company’s overall well-being and goals (Hunt, 2014). When a retail store is involved, a whole set of unique challenges arises because staffing needs to focus on sales people, administrative people, cleaning and maintenance people, warehouse people, etc. (Miya & Takakuwa, 2010). There are also generally many shifts and possibly seven-day work weeks to consider. It is suggested that the retail hiring needs be broken down into three main categories: priority operations, scheduled operations, and non-scheduled operations (Miya & Takakuwa, 2010). Once the store needs are determined, the human resources department can strategize as per standard guidelines and the “four R’s” would be a useful resource as with any other company or industry.
Hunt, S.T. (2014). Common Sense Talent Management. Retrieved from: https://ashfordu.redshelf.com/course/course_details/46501/ (Links to an external site.)Links to an external site.
Miya, K. & Takakuwa, S. (2010). Optimization and analysis of staffing problems at a retail store. Proceedings of the 2010 Winter Simulation Conference, Simulation Conference (WSC), 1911. https://doi-org.proxy-library.ashford.edu/10.1109/WSC.2010.5678879 (Links to an external site.)Links to an external site.
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