netrashetty
MP Guru
Allegheny Energy (NYSE: AYE) is an investor-owned electric utility headquartered in Greensburg, Pennsylvania. It owns and operates electric generation facilities and delivers electric services to customers in Pennsylvania, West Virginia, Maryland and Virginia. Allegheny Energy was incorporated in Maryland in 1925.[3] However, some of its predecessor companies have been serving their communities for over a century.
The company has three primary businesses:
merchant generation, which operates power plants primarily in Pennsylvania and West Virginia;
transmission expansion; and
utility operations, consisting of transmission and distribution operations serving 1.6 million customers, primarily in small towns and rural areas. Southwestern Pennsylvania, excluding the city of Pittsburgh, provides about half of regulated utility revenues.[4]
HR as Strategic Partner
These are among the important ones.
* Recruiting the right employees. Align corporate values to your recruitment strategy.
o Well-developed competencies of the workforce, and their relevance to organizational core business.
o Participative culture where HR initiatives fully support the overall strategic plan.
o Effective use of information technology.
o Effective leadership through appointment of the right HR Head.
o Identification of human resource practices that make HR as strategic partner, namely, serving the business needs of your organization. Discard ineffective HR practices that do not contribute to the success of your organization.
Why make HR as Organizational Strategic Partner...
Some of the reasons may sound familiar to you.
* To increase productivity of the labor force
* Competency and talent management
* Onset of information technology and the vast amount of knowledge used in the course of the activities of organizations
* The changing business environment
* Effect of globalization on the business landscape
The Human Resource Function and Strategic Business Plan
It was shown in a survey that there is a correlation between being strategic business partner and the effectiveness of the HR function.
You require strategic HR management to ensure that your HR function can fully support the achievement of business objectives.
The administrative reactive approach in people management can no longer support your organization in an increasingly competitive business environment.
Strategy Development and Implementation
Full participation of HR people in strategy development and implementation promotes HR as strategic partner.
Ensure that your HR Manager and HR professionals:
* contribute to business decisions
* develop business acumen to understand how a profitable business is run
* are customer-oriented
* learn how to link HR practices to your organizational business strategy
The Future of SHRM
Proponents of strategic HR management generated tremendous interest on the subject. Some large organizations had implemented it. In contrast, some lament the ineffectual efforts by many organizations in implementing the system.Strategic human resource management is not going to disappear. This is so as long as people continue to run organizations of whatever size and for whatever purpose. It is very certain that people will continue to play pivotal roles.
As the world of business becomes more complex and challenging, strategic human resource management will continue to grow in importance in the success story of organizations.
Importance of SHRM
The organization's "ends" is its financial success. Human resource strategy is one of the means to attain this. Organizations have always tried to comply with legal obligations in the course of carrying out their business activities. Also, finance and technology are important assets. But people are required to make effective and efficient use of them.
In non-profit organizations, the end is to provide the specified services to the intended group or groups in the most cost-effective way, in the most satisfactory manner, and serving the majority of the target groups.
Effective development and implementation of an HR strategy requires HR professionals who are conversant in finance, negotiation, change management, and the overall operations of the organization.
An HR strategic plan aligns the HR function to the corporate plan. Good knowledge about the organization, its objectives, systems and processes, can assist HR people in doing this task well.
Implement Training Methods:
Now that the analysis has been done, the training method needs to be chosen. The two most frequently used training methods include:
* Lecture: Lecture involves one-way communication, from instructor to learner - the learner is passive in the process.
* On-the-job-training: This method involves such methods as apprenticeship and mentoring, where the employee is actively engaged in the type of work they will later be doing on their own.
* Programmed instruction: This is a form of instruction that is pre-programmed and then delivered methodologically to an individual. This form of instruction is self-paced - the employee determines how fast they will learn and complete the steps and it is often completed more quickly than group training. It can be delivered via a computer and can be costly to prepare.
* Simulations: This sort of training involves an employee being placed into a simulated situation of what may occur in real on-the-job situations. Techniques include: Case studies where trainees analyze a problem outlined in a report and offer solutions; role playing where simulated roles are acted out; and behavioural modelling where trainees observe proper work behaviour and then role play it.Part of the implementation of the training is making sure that the training is actually teaching the employees the skills they will need - this is known as the Transfer of Training. A more technical definition is: the extent to which the knowledge, skills or attitudes learned in the training will be used or applied on the job. There are ways to increase the probability of what employees are being trained will really relate to their actual job behaviour. To do this, one can maximize the similarity between the training situation and the job situation, provide a variety of examples when teaching skills and reward trained behaviours and ideas on the job.
3) Training Evaluation:
Training evaluation is used to evaluate the reactions of the learners, measure the learning that occurred, assess on-the-job behaviours, identify business results that are due to the training and calculate if the investment in training has had any return in the gains of the company. Business results can be measured in "hard" data and "soft" data. Hard data are measures of productivity, quality, material costs, absenteeism and turnover and customer satisfaction. Soft data is items such as job satisfaction, teamwork, and organizational commitment on the part of the employees.
3. HR as Knowledge Management Facilitator – It is not enough simply to hire employees and put them to work. Strategic capability requires a firm to be able to create and disseminate knowledge among its employees. HR can play a vital role in facilitating organization learning and knowledge sharing between employees, among departments, throughout the organization, and with external co-producers. An important aspect of human capital stewardship is identifying people who want to learn. Employees need to be able to learn and unlearn continuously, to teach and be taught (Lengnick-Hall and Lengnick-Hall 2004).
4. HR as Rapid Deployment Specialist – The rapid pace and constantly changing environment that many organizations and industries confront creates another new challenge and new function for HRM: rapid Deployment Specialist. Strategic capability requires competence in rapidly assembling, concentrating, and deploying specific configurations of human capital in order to achieve mission-specific strategic goals. Rapid deployment of human talent requires adaptable employees. Workers need to be adaptable, versatile, and tolerant of uncertainty to operate effectively in the constantly changing global market (Lengnick-Hall and Lengnick-Hall 2004).
Recruitment and Selection
The recruitment and selection is one of the problematic areas at High Air. The recruitment and selection process is not aligned with the goals and objectives of the company. The recruitment and selection process fails to provide the company with competitive and qualified employees. The growing dissatisfaction of the employees with the recruitment and selection process must also be considered.
The recruitment and selection process cannot be a success if the job analysis is unclear and not updated. Job analysis is important for recruitment and selection because it is a systematic process for collecting information on the work-related aspects of a job (Gatewood and Field 2001, p. 285). An important part of job analysis according to Sims (2002), is to collect information on the characteristics of a job that differentiate it from other jobs. The categories of information usually obtained in job analysis include work activities, interaction with others, performance standards, financial and budgeting impact, machines and equipment used, working conditions, supervision given and received, and knowledge, skills, and abilities needed (p. 74). Job analysis is the foundation of recruitment and selection and other HR processes. Job analysis can be used in the following:
The human resource department forms the framework of an organization. The human resource management (HRM) aims towards a strategic development of the organization by recruiting new employees and taking care of their needs as well as the needs of the existing members. It functions to promote organizational culture, train the employees and provide them a conducive environment to work.
The department is headed and supervised by the HR manager. Henceforth, we can very well assume that HR manager duties are concerned with immense responsibilities to monitor the employees and then be answerable to the CEO or the managing director of the company. The duties of an HR manager are elaborated in the following segment.
The company has three primary businesses:
merchant generation, which operates power plants primarily in Pennsylvania and West Virginia;
transmission expansion; and
utility operations, consisting of transmission and distribution operations serving 1.6 million customers, primarily in small towns and rural areas. Southwestern Pennsylvania, excluding the city of Pittsburgh, provides about half of regulated utility revenues.[4]
HR as Strategic Partner
These are among the important ones.
* Recruiting the right employees. Align corporate values to your recruitment strategy.
o Well-developed competencies of the workforce, and their relevance to organizational core business.
o Participative culture where HR initiatives fully support the overall strategic plan.
o Effective use of information technology.
o Effective leadership through appointment of the right HR Head.
o Identification of human resource practices that make HR as strategic partner, namely, serving the business needs of your organization. Discard ineffective HR practices that do not contribute to the success of your organization.
Why make HR as Organizational Strategic Partner...
Some of the reasons may sound familiar to you.
* To increase productivity of the labor force
* Competency and talent management
* Onset of information technology and the vast amount of knowledge used in the course of the activities of organizations
* The changing business environment
* Effect of globalization on the business landscape
The Human Resource Function and Strategic Business Plan
It was shown in a survey that there is a correlation between being strategic business partner and the effectiveness of the HR function.
You require strategic HR management to ensure that your HR function can fully support the achievement of business objectives.
The administrative reactive approach in people management can no longer support your organization in an increasingly competitive business environment.
Strategy Development and Implementation
Full participation of HR people in strategy development and implementation promotes HR as strategic partner.
Ensure that your HR Manager and HR professionals:
* contribute to business decisions
* develop business acumen to understand how a profitable business is run
* are customer-oriented
* learn how to link HR practices to your organizational business strategy
The Future of SHRM
Proponents of strategic HR management generated tremendous interest on the subject. Some large organizations had implemented it. In contrast, some lament the ineffectual efforts by many organizations in implementing the system.Strategic human resource management is not going to disappear. This is so as long as people continue to run organizations of whatever size and for whatever purpose. It is very certain that people will continue to play pivotal roles.
As the world of business becomes more complex and challenging, strategic human resource management will continue to grow in importance in the success story of organizations.
Importance of SHRM
The organization's "ends" is its financial success. Human resource strategy is one of the means to attain this. Organizations have always tried to comply with legal obligations in the course of carrying out their business activities. Also, finance and technology are important assets. But people are required to make effective and efficient use of them.
In non-profit organizations, the end is to provide the specified services to the intended group or groups in the most cost-effective way, in the most satisfactory manner, and serving the majority of the target groups.
Effective development and implementation of an HR strategy requires HR professionals who are conversant in finance, negotiation, change management, and the overall operations of the organization.
An HR strategic plan aligns the HR function to the corporate plan. Good knowledge about the organization, its objectives, systems and processes, can assist HR people in doing this task well.
Implement Training Methods:
Now that the analysis has been done, the training method needs to be chosen. The two most frequently used training methods include:
* Lecture: Lecture involves one-way communication, from instructor to learner - the learner is passive in the process.
* On-the-job-training: This method involves such methods as apprenticeship and mentoring, where the employee is actively engaged in the type of work they will later be doing on their own.
* Programmed instruction: This is a form of instruction that is pre-programmed and then delivered methodologically to an individual. This form of instruction is self-paced - the employee determines how fast they will learn and complete the steps and it is often completed more quickly than group training. It can be delivered via a computer and can be costly to prepare.
* Simulations: This sort of training involves an employee being placed into a simulated situation of what may occur in real on-the-job situations. Techniques include: Case studies where trainees analyze a problem outlined in a report and offer solutions; role playing where simulated roles are acted out; and behavioural modelling where trainees observe proper work behaviour and then role play it.Part of the implementation of the training is making sure that the training is actually teaching the employees the skills they will need - this is known as the Transfer of Training. A more technical definition is: the extent to which the knowledge, skills or attitudes learned in the training will be used or applied on the job. There are ways to increase the probability of what employees are being trained will really relate to their actual job behaviour. To do this, one can maximize the similarity between the training situation and the job situation, provide a variety of examples when teaching skills and reward trained behaviours and ideas on the job.
3) Training Evaluation:
Training evaluation is used to evaluate the reactions of the learners, measure the learning that occurred, assess on-the-job behaviours, identify business results that are due to the training and calculate if the investment in training has had any return in the gains of the company. Business results can be measured in "hard" data and "soft" data. Hard data are measures of productivity, quality, material costs, absenteeism and turnover and customer satisfaction. Soft data is items such as job satisfaction, teamwork, and organizational commitment on the part of the employees.
3. HR as Knowledge Management Facilitator – It is not enough simply to hire employees and put them to work. Strategic capability requires a firm to be able to create and disseminate knowledge among its employees. HR can play a vital role in facilitating organization learning and knowledge sharing between employees, among departments, throughout the organization, and with external co-producers. An important aspect of human capital stewardship is identifying people who want to learn. Employees need to be able to learn and unlearn continuously, to teach and be taught (Lengnick-Hall and Lengnick-Hall 2004).
4. HR as Rapid Deployment Specialist – The rapid pace and constantly changing environment that many organizations and industries confront creates another new challenge and new function for HRM: rapid Deployment Specialist. Strategic capability requires competence in rapidly assembling, concentrating, and deploying specific configurations of human capital in order to achieve mission-specific strategic goals. Rapid deployment of human talent requires adaptable employees. Workers need to be adaptable, versatile, and tolerant of uncertainty to operate effectively in the constantly changing global market (Lengnick-Hall and Lengnick-Hall 2004).
Recruitment and Selection
The recruitment and selection is one of the problematic areas at High Air. The recruitment and selection process is not aligned with the goals and objectives of the company. The recruitment and selection process fails to provide the company with competitive and qualified employees. The growing dissatisfaction of the employees with the recruitment and selection process must also be considered.
The recruitment and selection process cannot be a success if the job analysis is unclear and not updated. Job analysis is important for recruitment and selection because it is a systematic process for collecting information on the work-related aspects of a job (Gatewood and Field 2001, p. 285). An important part of job analysis according to Sims (2002), is to collect information on the characteristics of a job that differentiate it from other jobs. The categories of information usually obtained in job analysis include work activities, interaction with others, performance standards, financial and budgeting impact, machines and equipment used, working conditions, supervision given and received, and knowledge, skills, and abilities needed (p. 74). Job analysis is the foundation of recruitment and selection and other HR processes. Job analysis can be used in the following:
The human resource department forms the framework of an organization. The human resource management (HRM) aims towards a strategic development of the organization by recruiting new employees and taking care of their needs as well as the needs of the existing members. It functions to promote organizational culture, train the employees and provide them a conducive environment to work.
The department is headed and supervised by the HR manager. Henceforth, we can very well assume that HR manager duties are concerned with immense responsibilities to monitor the employees and then be answerable to the CEO or the managing director of the company. The duties of an HR manager are elaborated in the following segment.
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