Introduction
For more than 125 years, ILSCO has been established in the manufacture of power as well as shielding connectors and accouterments as a vertical integration leading company. ILSCO has operations spanning three countries, eight manufacturing sites, nine distribution centers serving people across North America, renowned for its product development and customer service exceptions (Cook, MacKenzie and Forde, 2016, p. 565). Though this company remains ahead of its major competitors, it is difficult for stakeholders to create and maintain a strategic alignment between the function of training and development and L&D leaders’ mission statement, vision, and purpose. Whatever efforts are made to develop advanced technology-led solutions, it is ineffective until synchronizing with the organization’s needs (Shamim et al., 2016, p. 5309). Thus, this short report not only evaluates Utilco’s ability to achieve the essential strategic alignment, including potential recommendations that would enable the entrusted vital players to achieve their mutual goals.
Main Discussion
Poor management is among the major obstacles in Utilco’s strategic human resource alignment. However, the firm implements alternative approaches to better their operations (Cook et al, p. 565). For instance, excellent leadership will help to tackle the problems with practical implementation. Specifically, the entrusted leaders help management to communicate ideas, feelings, and decisions to employees. Moreover, successful businesses invest in regular research studies to identify cost-effective options (“Human Resource Management and Leadership MOD004049, Topic 1,” 2019, p. 31). Management can anticipate that the founder and workers are ready and passionate by utilizing the feasible two-way correspondence. Enlightening the stakeholders about their unique duties towards upholding the organizational aims will reduce the undesirable employees’ turnover rates and guarantee that they realize both their personal and professional goals. Unfortunately, leaders in this engineering company fail to inform all entrusted stakeholders of the different vision, values, and mission statements of the organization, making it difficult for them to cooperate to achieve the desired results (Shamim et al., 2016, p. 5313). Thus, the human resource managers’ failure to oversee their professional obligation undermines the global syndicate’s success.
The human resource management team fails to consider the data-driven human alignment. Data-driven HR professionals are four times as likely to have their business associates respected and can contribute more to a rational decision. Moreover, such individuals represent the concerns of the employees to senior managers to guarantee that they realize both their professional and personal aims (“Human Resource Management and Leadership MOD004049, Topic 4,” 2019, p. 14). Incorporating organizational information and HR records and displaying it in one area of work, HR teams can bring their critical aspect into line with their business strategy. Companies can succeed when they have employees who match the market needs and adapt agilely to the marketplace changes. They have quite an agile workplace culture that fits the market needs. In an intense competition for the most intelligent brains, HR has challenges and continues to evolve the expertise and dedication of staff to promote individual development and expansion at just about the same time (“Human Resource Management and Leadership MOD004049, Topic 2,” 2019, p. 21). HR has the challenge of developing the right talent (Shamim et al., 2016, p. 5313). Specifically, the human resource specialist entrusted to work within Utilco fails to invest in researching the current market position to recommend changes that would redress the issues threatening the department’s alignment to the organizational culture.
Lack of adequate resources makes it impossible for the entrusted recruitment professionals to align their operations with the specific firm’s philosophies. Far more than employment, staffing, and benefits are managed by the contemporary human resource sector. Adjustments in HR with the business structure can strengthen worker motivation and guarantee team members to help companies achieve their strategic goals (Shamim et al., 2016, p. 5313). Furthermore, the absence of sufficient funds undermines technological advancement. How innovative an organization is can be influenced by the commitment of HR. Over half of the firms operating invest in innovation. Employees must be able to deliver the innovation required to remain competitive consistently (“Human Resource Management and Leadership MOD004049, Topic 4,” 2019, p. 7). In most aspects, HR affects the corporation’s invention, for example, through the recruitment of the best skills, innovative know-how, and creation of innovating company culture through the establishment of the right priorities. Thus, lack of collaboration between the workforces and the other stakeholders equates to a restricted budget, hence questioning the HR sector’s likelihood of aligning with the overall business structure.
Conclusions
Other than the availability of limited resources to oversee the successful implementation of the departmental duties, Utilco’s human resource division’s exposure to poor leadership undermines their desire to align their practices with the overall organizational culture and value. For instance, the team entrusted with the HR obligations fails to efficiently utilize the limited finances, making it difficult for them to recruit and mold workers that value and uphold its culture and expectations. However, the desire of the company to realize increased financial aims forces it to invest in valuable HRM practices. Consequently, the fortunate workers end up realizing improved personal and professional status.
Recommendations
Although it is evident that the company’s human resource section contributes to its overall success, the team needs to make certain changes to address the specific loopholes mentioned above. For instance, training human resource managers is a sure way of making certain that Utilco’s workers become more productive (Cook, MacKenzie and Forde, 2016, p. 568). Other than practical training assuring the company that the entrusted HRM employees will use the resources to research alternative recruitment options that would enable them to employ reliable and highly qualified employees. The success of any business initiative depends on the relationships between the public and private sectors (“Human Resource Management and Leadership MOD004049, Topic 3” (2019, p. 5). Moreover, the company needs to channel more resources to the branch to facilitate effective recruitment procedures and motivate the entrusted professionals to conduct comprehensive research studies about the current market and expectations of the potential customers (Shamim et al., 2016, p. 5310). Thus, investing in the department’s operations will oversee the much-desired HR alignment.
Reference List
Cook, H., MacKenzie, R. and Forde, C., 2016. HRM and performance: The vulnerability of soft HRM practices during recession and retrenchment. Human Resource Management Journal, 26(4), pp.557-571.
Human Resource Management and Leadership MOD004049, Topic 1 – Leadership in Complex Environments, Cambridge Campus, Chelmsford Campus.
Human Resource Management and Leadership MOD004049, Topic 2 – Approaches to Strategic HRM, Cambridge Campus, Chelmsford Campus.
Human Resource Management and Leadership MOD004049, Topic 3 – HR Strategy and Competitive Advantage, Cambridge Campus, Chelmsford Campus.
Human Resource Management and Leadership MOD004049, Topic 4 – Strategic Role and Structure of the HR Function, Cambridge Campus, Chelmsford Campus.
Shamim, S., Cang, S., Yu, H. and Li, Y., 2016, July. Management approaches for Industry 4.0: A human resource management perspective. In 2016 IEEE Congress on Evolutionary Computation (CEC) (pp. 5309-5316). IEEE.