Strategies and policies for building an optimal model of the human resources system

Topics discussed in the report: Strategies and policies for building an optimal model of the human resources system. Policies in the Human Resources Management System. The application of good management practices as a management strategy. Strategies for corporate social responsibility of companies. Strategic human resource planning.

The development of management and human resources is largely explained by the change in the socio-economic context in which enterprises and organizations are located. Each organization develops a human resources policy that emphasizes the scale of its development to achieve the set goals. In this sense, the development and use of appropriate employment, pay, evaluation, and participation policies are extremely important.

Therefore, individual human resource management policies contain: elements ensuring employment, remuneration, evaluation, career development, and staff training. Managing people means, above all, influencing them so that they achieve pre-set goals in the organization’s Human Resources strategy.

The modern management of the company’s employees is characterized by the desire of managers to guide the behavior of people at work in a way that what the organization wants to achieve, its employees can, want, and do the best possible to achieve the desired.

The strategy for harmonizing the interests and goals of the company with those of the staff at its disposal is a serious challenge for the management. It requires the creation and approval of many prerequisites and conditions in the company. As the experience of companies in developed market countries shows, it is worth the resources, ambitions, efforts, and professionalism.

Experience from practice is the one that confirms that this strategic task is solvable by managers with skills to motivate people.

The need for programs in human resource management is determined by the following: to manage people, on the one hand, to use procedures related to the organization as it is at the moment and, on the other hand, to use segmentation in compliance with different categories of staff. Thus, good practices in HRM are based on the so-called Goal Management, created by Peter Drucker.

It is enough to add to this the communication strategy and to get a human system managed in a connected and global way. An example is the development of training plans that can link the need for training with the strategy and at the same time give meaning to the costs of the organization.

In parallel with this new rationality, segmentation practices have evolved. If the company must constantly adapt to its external environment, it must also learn to do so concerning its internal environment, including human resource management.

Therefore, managers and employees, old and new, administrators, and traders in the enterprise will not be managed in the same way. This differentiated management of employees is an illustration of an open concept of the organization – close to its employees and at the same time attentive to the market and competition.

It can be summarized: the main importance of the practice of Human Resource Management is justified based on timely strategy and policy for human resources management, which in turn brings stability to the human resources system of the organization and opportunity for their development and motivation for implementation. of the long-term strategy and goals of the organization, for financial stabilization and increase of labor productivity.

It should be noted that the Human Resources Management policy is integrated into the concept of corporate social responsibility, which in turn is defined as “the commitment of business to contribute to sustainable economic development and to ensure contact with workers, their families, local government and society at large to improve the quality of life, which is acceptable for both business and development. ” Through this integration, the company’s contribution to society is achieved through its business activities, social investments, and charitable campaigns, including engagements in the public space. The social responsibility of business is multifaceted. Read more: Income, poverty level, and the Human Resources statement, www.dobrojutro.net

At the first level, the observance of the principles of corporate social responsibility presupposes the observance of the following obligations: timely payment of taxes, salaries, creation of new jobs.

At the second level, CSR presupposes the provision of adequate working and living conditions for workers by raising their qualifications, preventive treatment, housing construction, development of the social sphere.

The highest, third, level of responsibility is the performance of charitable activities, incl. improving local infrastructure.

Methods and models for developing balanced strategies for sustainable development.

Human resources do not only summarize professional actions in private organizations and companies and do not refer only to staff. Human resources are also directly related to development at the national level. Read more: What is the difference between a Human Resources Manager and a Human Resources Specialist? www.worldforgemagazine.com 2020, World Forge Magazine ISSN 1933-8848

The new economic realities and the related great challenges require a systematic rethinking of the applied approaches, methods, models, management policies, and behavior in the most important part of society – the economy.

The fundamental values ​​for successful strategies are contained in the definition of the content and goals of the modern paradigm called Sustainable Development. “Sustainable development is a process of change in which the exploitation of resources, the focus of investment, the orientation of technology and institutional change are in harmony with each other and increase current and future potential to meet human needs and aspirations.”

The realization of the set long-term goals from a managerial point of view can be achieved through the implementation of an adequate policy for the strategic development of the country and in particular – through the use of medium-term and long-term strategies for its sustainable development.

The main target requirements in these strategies are reduced to the triad: progressive restructuring (production-realization and institutional-management) – growing productive potential – sustainable development of the economic system. This system connection ensures the complementarity between the three types of efficiencies: allocative (the consequence of the redistribution of productive resources), technical-technological (the consequence of the economical use of these resources), and X – organizational (a consequence of the improved integrative-coordinating activities).

The investment provision of the strategies through the mechanisms of the market-competitive direction of the corporate investments should be supplemented by the creation and maintenance of the favorable business environment by the state – on the one hand, and, on the other hand – by the development of science and infrastructure adequate for the implementation of these strategies. , education (and especially the development of the qualification capital of the nation – knowledge, skills, and professional abilities), healthcare, clean environment, etc. and especially of a favorable institutional and managerial environment, ensuring the dominance of market-competitive self-regulation in the development of the economy.

There are several methods for building strategies, and these methods can be summarized:

The application of the analytical-descriptive approach

This approach has an empirical-intuitive and largely subjective character. The quantitative methods used in this approach are mainly of the inertial-extrapolation type and therefore the prognostic estimates obtained are often not reliable enough.

Through a system-structural approach

Complex systems, including economics, are open systems. The existing main characteristics of the discovered complex systems determine the non-stationary nature of their development and the resulting synergistic, multiplicative, and accelerative effects.

The latter is a consequence of the change of the network of connections and interactions between the elements of the system. In the analytical-descriptive approach the development is considered as stationary, ie. without taking into account the mentioned effects, respectively, without the qualitative changes, ensuring the increasing productivity of the systems.

However, the most effective is the iterative procedure for developing a highly effective strategy for the sustainable development of the economy. The initial methodological and information toolkit is the reporting balance of inter-sectoral relations for the initial year, numerical values ​​in the initial year.

The inter-branch balancing of the realized and produced production – total for the economy and each sub-branch, is determined by the application of the iterative procedure. The iterative procedure for inter-branch balancing of the realized and produced products as a methodological tool for developing a highly effective strategy for sustainable development has the following advantages. :

In the course of the iterative inter-branch balancing of the desired volumes of the realized and produced products in the next year, the multiplicative-accelerative interactions between the direct and the feedback participate so that they can be reached at a minimum of additional costs (additional produced production).

In the iterative process, the system-structural interactions between the elements of the system, caused by the factor changes, appear.

The iterative procedure has the methodological advantages of an alternative to the tasks of linear programming, by solving which the volume of production is optimized.

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