Joe Lunt, Personnel Director for the City of Shreveport, Louisiana, participated in the planning meeting and says, “The single most compelling ‘trend’ is the change in the business itself.” Foreseeing a major shift in the way HR is handled in the future, Lunt explains, “I believe that line managers will be asked, if not required, to get ever more involved in managing their single most important resource, their staff.” says Lunt.
Around the world the human resource function is coming under increasing scrutiny. At corporate headquarters in many countries senior executive management is critically analysing human resource people in terms of their current and projected contribution to adding value to the enterprise. In a world of work that is demanding so much more from people in an environment of increasing complexity, competition and uncertainty a well trained competently led high performance workforce capable of rapid change provides the key to sustainable competitive advantage and future success.
The successful companies of the twenty first century will have a clear vision and create a culture and organisation structure that motivates and develops people and encourages them to achieve. Senior executives will be required to bring together organisations with different cultures, manage diversified teams of people in flexible organisations, which do not have the traditional corporate structures. The most critical executive competencies for future success are likely to include high-level communication and relationship building skills.
The companies that will sustain competitive success in the future are those that focus less exclusively on shareholders and on financial measures of success according The Royal Society for the Encouragement of Arts, Manufactures and Commerce in the United Kingdom. They will include all of their stakeholder relationships and a broader range of measurements in the way in which they think and talk about their purpose and performance.
HRM is conceptually different from personnel management in that it is explicitly a strategy to use the human resources of an enterprise in order to gain competitive advantage. It integrates the various elements of personnel management into a whole strategic system. The various HR policies of an organisation should ‘fit’ with each other and, crucially with its overall business strategy.
Joe Lunt, Personnel Director for the City of Shreveport, Louisiana, participated in the planning meeting and says, “The single most compelling ‘trend’ is the change in the business itself.” Foreseeing a major shift in the way HR is handled in the future, Lunt explains, “I believe that line managers will be asked, if not required, to get ever more involved in managing their single most important resource, their staff.” says Lunt.
Around the world the human resource function is coming under increasing scrutiny. At corporate headquarters in many countries senior executive management is critically analysing human resource people in terms of their current and projected contribution to adding value to the enterprise. In a world of work that is demanding so much more from people in an environment of increasing complexity, competition and uncertainty a well trained competently led high performance workforce capable of rapid change provides the key to sustainable competitive advantage and future success.
The successful companies of the twenty first century will have a clear vision and create a culture and organisation structure that motivates and develops people and encourages them to achieve. Senior executives will be required to bring together organisations with different cultures, manage diversified teams of people in flexible organisations, which do not have the traditional corporate structures. The most critical executive competencies for future success are likely to include high-level communication and relationship building skills.
The companies that will sustain competitive success in the future are those that focus less exclusively on shareholders and on financial measures of success according The Royal Society for the Encouragement of Arts, Manufactures and Commerce in the United Kingdom. They will include all of their stakeholder relationships and a broader range of measurements in the way in which they think and talk about their purpose and performance. HRM is conceptually different from personnel management in that it is explicitly a strategy to use the human resources of an enterprise in order to gain competitive advantage. It integrates the various elements of personnel management into a whole strategic system. The various HR policies of an organisation should ‘fit’ with each other and, crucially with its overall business strategy.
