The Primary Function of Human Resource Management Term Paper

The Primary Function of Human Resource Management - Term Paper Example Programs such as those that rotate employees between different kinds of units within the organization and those that encourage directed learning as well as promoting inter-agency communication across the entire company are being increasingly viewed as having paramount importance. Furthermore, Human Resource department must develop a system of recognition and reward for the staff in regards to their contributions to the agency. While there is still some truth to the image of the HR department as keeping track of birthdays and other events for the betterment of the morale of the staff, HR is now developing into a much more sophisticated part of the overall business network. In fact there is bound to eventually be a complete split between the duties of the â€Å"file clerk† aspect and the duties of the director of the department. †¦the Society for HR Management (SHRM) Global Forum report on "The Maturing Profession of Human Resources Worldwide" (2004) showed that over half ( 54.8%) of HR professionals say the most frequently encountered obstacle to career advancement is HR's not being held in high esteem by the organization. One thing is certain, HR is evolving and the profession will either be driven reactively by external changes or will more proactively define its own future. (Vosburgh, 2007, p. Talent, for lack of a better term, is one of the most strategic parts that HR is playing in the current business model. â€Å"Talentship† is a term being used to describe this new paradigm in the creation.... One of the first steps in bringing HR into a more productive and strategic part of the business model is to make the same type of paradigm shift in separation of functions. While many HR professionals today still struggle to get a seat at the business table, the HR profession in the future should continue to evolve and take more responsibility for overall organizational effectiveness. To do this the HR professional will need to become better at utilizing systems thinking and systems measurement. (Jamrog, and Overholt, 2004, p. 54) Talent, for lack of a better term, is one of the most strategic parts that HR is playing in the current business model. â€Å"Talentship† is a term being used to describe this new paradigm in the creation of a more far-reaching strategy for Human Resource Planning. Similar to the roles between finance and marketing, HR is now also being asked to help companies’ research and locate another critical component, the market for talent. Using the sa me analogy, a company cannot succeed if their finance and accounting team is not successfully pared with their sales and marketing team. In fact over time there have been regulatory and best practice applications that have helped to further cement this finance-marketing relationship. However, in HR the guidelines are a little fuzzier, and in fact are usually only to be found in individual policies and procedures and certainly in some academic and business journals. â€Å"Organizational decision processes and tools employed in the talent market are far less mature and refined than those used in finance or marketing† (Boudreau, 2005, p. 18). Now more than ever companies need professional practices in place in order to align their business needs with greater