Managing the HR Function university paper

This therefore called for immediate action plans to be taken to check and monitor the operations of the HR department. Many executives recommended that the time had come for the HR department to make out and assess its involvement in the success of the business just the same way other departments did. There is mounting fear among the executives because the HR risk being sidelined at the strategy board and its activities outsourced if a purposeful evaluation exercise was not undertaken. Models for measuring the HR’s contribution have been developed which can assist in telling whether the HR is functioning effectively or not.

Many HR departments have failed in areas like in the hiring processes which lacked competence, the training programs among the employees and also on the effects the turnover had to the organizational outcomes. Many HR managers were portrayed as being incapable of telling their value-added contribution they made to the organization apart from fashionable, unsubstantiated and wannable stipulations. Many people suggested that effectiveness in HR department could be improved by sourcing out certain activities and returning tasks for people to line managers.

The management and measurement of HR functions is crucial for increasing the integrity and the efficiency of the HR department. It was suggested that if one can not measure the contribution of HR, then it is not possible to mange or improve it. What can be measured can also be managed and be improved as well. The failure in the HR department has been attributed to the reluctance of the HR managers in measuring their work output by arguing that the HR activities are immeasurable. This has also been associated with lack of a well designed HRM strategy. The growing interest in measuring the HR’s contribution has been energized by the desire to place the HR department as a strategic associate, the business development endeavors within the organization and the need to quantify the savings in HR programs in relation to other financial plans (Wilson 184).