Introduction
The best practice approach states that specific activity packages can give businesses a competitive edge regardless of their organizational setup, industry, or stage of development. This is because these activity bundles can assist firms in gaining a competitive advantage regardless of their organizational structure or line of business (Baharun et al., 2021). The idea that “high commitment management” and “best practice models” are intertwined suggests that HR procedures and organizational success are tied in some way (Beijer et al., 2021). Despite variations in market and product strategy, a best practices study found that several HR policy frameworks are particularly effective at enhancing performance.
Bundles of best practice activities are complementary HR initiatives that support high workforce competency levels, promote the drive, and implement a functional design that increases employee engagement. Bundles of jobs that follow best practices can encourage high levels of employee devotion. Best practice activity packages also promote substantial staff participation (Swanson, 2022). According to the theories from expectation theory, the best practices in human resource management will lead to higher quality and productivity and lower levels of waste and absenteeism.
Staffing (Recruitment and Retention)
Making the organization’s human resources department into a valuable strategic asset ought to be one of the company’s primary areas of focus and responsibility. Executing a few uncomplicated steps are all required to achieve this goal (Baharun et al., 2021). Internal HR executives and individuals should already possess the competencies associated with strategic HR performance or strive toward getting those competencies to guarantee that HR duties are handled efficiently (Beijer et al., 2021). This can be done by working toward gaining such competencies. Because of this, the individuals in charge of staffing the human resources (HR) function should carefully weigh the pros and cons of retraining existing HR workers and employing more staff with the required level of HR proficiency (Swanson, 2022). This is because this is a consequence of the fact that this. This is because retraining currently employed personnel in HR can be an expensive endeavor.
Keeping track of candidates will help in building a valuable database of possibilities. Human resource managers interested in building best practices in their industry must forget the days when information was saved on paper and in file systems. These days, data is stored digitally and is accessible from anywhere at any time (Baharun et al., 2021). When there is a vacancy in an organization’s workforce, human resource managers who use recruiting software hosted on the cloud will have an easier time sifting through the pool of potential applicants (Swanson, 2022). Customers not only have an easier time meeting the regulatory requirements due to this, but it also helps them maintain their sense of privacy and gives them a sense of safety.
Employer branding is an essential strategy that ought to be established by human resource managers for these managers to be ready to introduce candidates to the culture of their company. Human resource managers can then use this strategy to attract candidates who are a good fit for the company (Baharun et al., 2021). Suppose the message places emphasis on the fundamental principles of the organization. In that case, it will have a greater chance of interacting with prospects who are more likely to like working for that particular company because of the emphasis placed on the fundamental principles of the organization. Suppose new worker waits until they are well established in an organization before learning about the culture of the firm they will be working for (Swanson, 2022). In that case, this could have terrible ramifications for the company and the worker, and both the person and the company stand to lose.
Compensation and Benefits
Human resource managers who concentrate on compensation and benefits have a moral and ethical need to keep up with changes to labor laws and regulations that can impact the pay and benefits provided to employees. Human resource managers need to know the basics and specifics of the various benefits accessible to them, including the associated prices (Baharun et al., 2021). Benefits designers need to be able to construct packages tailored to meet the needs of the business and the employees working there. Managers must also have the skills and expertise required to manage benefit programs successfully and effectively (Beijer et al., 2021). Employees usually have a selection of plan options, each with benefits and expenses. To retain current employees and recruit new talent, employers frequently provide their workers the choice to participate in voluntary benefits schemes (Swanson, 2022). These initiatives are referred to as “Value Benefit Plans,” and each one of them has the potential to increase significantly the overall benefits package provided to an employee.
Wages or salaries are the most common kind of remuneration, and they entail giving an employee a certain sum of money in exchange for their labor in a specific role. Wages and salaries are the most common kind of compensation. Employees have the choice to receive additional benefits on top of their pay (Baharun et al., 2021). These benefits include health insurance, retirement savings, paid time off, and paid holidays, to name a few. Certain companies periodically provide their employees access to income streams outside the standard salary, such as bonuses, commissions, and stock options.
There could be a lot of positive results from taking care when putting together a wage and benefits package. A solid program can help hire and retain qualified workers in the beginning. Additionally, it could help motivate employees to work hard to achieve the goals set for the company. Employees that put a lot of effort into their work should be rewarded with the various compensation and benefits packages the company offers (Swanson, 2022). In summary, a well-designed program might be able to boost morale and minimize the rate of employee turnover.
Training and Development
Formulating an agenda, also commonly referred to as a training plan for employees, is one of the essential parts of best practices for the employee training process. To get started, Human resource managers should list the program’s goals and key performance indicators so that they can evaluate how successful the program has been (Baharun et al., 2021). When choosing the indicators and the goals, participants’ participation in the training and their desired outcomes are important considerations. But employees will be more engaged and productive in their positions over the long term if they have the resources and assistance required to succeed in their roles (Boselie et al., 2021). This is because employees feel more empowered when they have access to the tools and information they need to do their jobs well. When accomplishing one’s objectives, having a solid and meticulously planned workout routine is necessary (Swanson, 2022). Adopt a training model incorporating a few employees’ training best practices. Organizations’ new employees will be able to get up to speed more quickly and perform better in their roles. This will allow you to retain more of your most talented employees.
The classroom setting and internet webinars are two examples of traditional types of education and instruction that have no place in the modern corporate world. Workers must have access to training that can be done whenever and wherever they choose, mainly because many organizations allow employees to work from home (Baharun et al., 2021). Because more and more computing is being done in the cloud, it is much more challenging to learn how to use the software. Employees need to learn new skills quickly and consistently to keep up with the continuous stream of updates, and new features automatically sent via the cloud (Swanson, 2022). This requirement ensures that employees can maintain their position in the company. Organizations’ training programs might benefit from using digital training tools, such as an adoption platform for digital content, which makes contextual learning easier. This may help boost the engagement and retention of participants (Boselie et al., 2021). The capability of contextual learning to gather information about the learner based on their context and utilize that knowledge to inform tailored instruction in real-time provides a better degree of efficacy than traditional education methods.
When it comes to maintaining the motivation of employees along the path of learning, providing them with positive reinforcement goes a long way. The provision of verbal reassurance, the presentation of a diploma, or the display of a digital badge are all effective techniques. For instance, after a person completes a training segment, they could be granted a badge verifying they have completed the course (Baharun et al., 2021). This badge would prove that the worker has completed the training. They are now prepared to go on to a more advanced level of instruction now that they have reached this phase. This encourages individual motivation and makes it easier to monitor how far along employees are in the training timetable (Amjad et al., 2021). When businesses try to encourage their employees’ professional growth, not only do workers become more productive, but they also have a greater desire to better themselves professionally (Swanson, 2022). Employees who exhibit progress should be rewarded, and you should do all your power to encourage them to become learners who never stop.
Workplace Environment and Culture
HR professionals are accountable for bringing the corporate culture to the forefront by routinely reminding CEOs of their decisions’ influence on employee morale and engagement and the significance of the firm’s commitment to acting in a way that is consistent with its core values. To fulfill this responsibility, HR professionals must constantly remind executives of their decisions’ influence on the morale and engagement of employees (Baharun et al., 2021). Taking an active part in the company’s culture is the simplest and most direct way for HR to exercise influence over the organization’s culture (Swanson, 2022). Reviewing the current culture of their company, identifying any potential holes or opportunities, and developing a strategic plan to align the organization’s culture with its values and goals should be a collaborative effort between the leaders of HR, the executive team, and stakeholders from across the business.
After a clear vision of what the corporate culture should look like, the human resources department must engage with managers from each department to develop and carry out their strategy. In this circumstance, there is an absolute requirement for open and honest communication (Baharun et al., 2021). Everyone at every level should clearly understand their role in bringing the company culture to life. It is the responsibility of HR professionals to get the company culture to the forefront by continually reminding executives of the influence their decisions have on the morale and engagement of employees, as well as the significance of the organization’s commitment to behaving in a manner that is congruent with its core values (Swanson, 2022). To fulfill this responsibility, HR professionals must constantly remind executives of their decisions’ influence on the morale and engagement of employees.
A company’s human resources division needs to serve as a role model for the rest of the company by exhibiting the attitudes and values the company wishes to see more of in other divisions. Not many things may have such a rapid and bad influence on a company’s culture when leaders act in a way that is contrary to their own professed principles (Baharun et al., 2021). On the other hand, if leadership can set an excellent example for the rest of the company, this may be a game-changer in gaining buy-in from everyone else in the business. Therefore, those in charge of human resources are in a position unlike any other to affect their company’s culture, both purposefully and accidentally (Swanson, 2022). In this way, they contribute to the company’s overall prosperity but also the happiness of their fellow employees. This is because they contribute significantly to the success of the company.
The practice of human resources management is influenced by a wide range of external influences, one of which is an organization’s cultural values. The cultural values of the company govern the behavior of workers. In contrast to cultures that do not advocate employee involvement, organizational cultures that embrace employee participation are more likely to have high levels of employee satisfaction and encouragement (Baharun et al., 2021). This is because employee participation is seen as beneficial to the organization. Fundamental HRM tasks like recruiting, selecting candidates, and training employees affect a company’s productivity and capacity to maintain stability (Swanson, 2022). These activities can mold not only the behaviors of workers but also the values that contribute to the expansion of the organization’s culture.
Change Management
One needs a systematic approach, particular skills, resources, and knowledge to manage change effectively. This is what the word “change management” refers to. It comprises creating and implementing corporate strategies, structures, practices, and technology to deal with changes in the organization’s internal and external environments (Swanson, 2022). These habitats can be regarded as the internal and exterior surroundings of the organization, respectively. Leading the “human side” of significant change within an organization entails more than project management and technical duties to implement organizational changes (Boselie et al., 2021). This is so that organizational changes can be implemented effectively, beyond project management and technical tasks (Baharun et al., 2021). This is because effective change management extends beyond managing projects and the technical activities necessary to bring about organizational changes (Amjad et al., 2021). The main goal of change management is to minimize unintended consequences while ensuring the successful implementation of new corporate strategies, products, and procedures.
Businesses regularly need to undertake organizational changes that affect their techniques, products, and staff. These changes may have a favorable or unfavorable impact on the company. The only constant in the contemporary business world is changing (Baharun et al., 2021). On the other hand, organizations should approach significant change management deliberately if they wish to create a work environment where adaptation is valued (Swanson, 2022). Experts in organizational development have developed a variety of strategies that have been beneficial in helping firms successfully adapt to changing conditions.
Most organizational leaders struggle to promote an agile culture because they cannot swiftly recognize market trends or unforeseen impediments and adapt to them. As a result, they cannot establish an agile culture (Baharun et al., 2021). However, the existence of flexible leadership at all levels of the organization, from the CEO down to managers of specific lines of business, is the primary differentiator between high-performing and lower-performing organizations (Swanson, 2022). Companies that continuously performed better than their rivals in terms of profitability, market share, revenue growth, and customer satisfaction reported being much more adaptable than businesses that did less well.
Having strong leadership in place and the backing of the executive team is essential. Another critical aspect is ensuring that all managers have access to the tools necessary to support them in inspiring commitment among the direct reports under their supervision (Baharun et al., 2021). As a direct result of the talk, each team member can better assess how the change will affect them, establish their dedication to the cause, and determine how they will behave. The human resources department is in charge of several tasks related to disseminating, executing, and monitoring significant organizational changes (Boselie et al., 2021). The most typical way that HR specialists help employees is by serving as a point of contact for inquiries and grievances and explaining potential impacts on people (Swanson, 2022). The most crucial task carried out by HR specialists is also this one. Additionally, the Human Resources division regularly organizes meetings and communications addressing the change and related initiatives.
In conclusion, human resource development is a crucial part of restructuring businesses, regardless of whether the objective is to reinforce organizational infrastructure, improve business processes, increase knowledge, innovativeness, or other organizational qualities. In dynamic organizational environments, academics and practitioners concur that investment in human resources pays off. This is particularly true at this time when innovative, knowledge-based businesses are highly rewarded. In this case, building human capital is crucial for achieving long-term organizational success (SOP).
References
Amjad, F., Abbas, W., Zia-UR-Rehman, M., Baig, S. A., Hashim, M., Khan, A., & Rehman, H. U. (2021). Effect of green human resource management practices on organizational sustainability: the mediating role of environmental and employee performance. Environmental Science and Pollution Research, 28(22), 28191-28206.
Baharun, H., Hefniy, H., Silviani, S., Maarif, M. A., & Wibowo, A. (2021). Knowledge sharing management: Strategy for improving the quality of human resources. AL-TANZIM: Jurnal Manajemen Pendidikan Islam, 5(1), 129-139.
Beijer, S., Peccei, R., Van Veldhoven, M., & Paauwe, J. (2021). The turn to employees in the measurement of human resource practices: A critical review and proposed way forward. Human Resource Management Journal, 31(1), 1-17.
Boselie, P., Van Harten, J., & Veld, M. (2021). A human resource management review on public management and public administration research: stop right there… before we go any further…. Public Management Review, 23(4), 483-500.
Swanson, R. A. (2022). Foundations of human resource development. Berrett-Koehler Publishers.
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