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The human resources strategy at the beginning of the XXI century includes two basic elements: the intention and direction.
1. Strategic intent. Mission specialist on human resources in today’s highly competitive environment – human resources capacity building corporation to implement its business strategy. HR manager becomes a kind of “calibrator skills”, without whose participation can not be developed and implemented no firm strategy, and properly evaluated the results achieved. To ensure high competitiveness of the company without the partnership with the human capital becomes more difficult to manage corporations.
How to draw a corporation and hold it responsible, efficient, highly skilled and talented people? To solve this problem and are required to work HR managers, who must provide the company a competitive advantage due to the uniqueness of human potential and a high level of responsibility of all its employees. Corporate culture creates responsibility, and people’s ability to create a competitive advantage. Therefore, HR manager must solve two strategic objectives:
1) to create a competitive advantage by improving the company’s level of responsibility of its employees, using the facilities management of corporate culture. Strong corporate culture to attract and retain talent, and the fruits of their labor creates a high reputation company, attract new customers and highly skilled workers. Updating and constant adaptation of corporate culture to the dynamic external environment aimed at improving the quality of working conditions, providing feedback to employees and consumers. This are conducted seminars, forums, focus groups, roundtables and promotional campaigns. Involving employees in the marketing activities of the corporation contributes to their initiative, and the level of professional self-esteem;
2) to provide a competitive advantage the company by building its human potential, fully contributing to the growth of professional competence of employees. So far as it would be attractive corporate culture, but the gap between the demands of the global market and the potential of the organization can be eliminated mainly through the development of skills and abilities of the entire staff of the corporation. The development of human abilities, concentration at the level of professional competence of employees is becoming a priority of not only human resource managers, and line managers.
2. Strategic Directions. This component of the strategy opens the way to achieve the strategic objectives of the corporation. But before you get to choose, you must have a clear vision for the future of the organization. Structured vision for the future (the share of sales and market position, organizational structure, technology, primary and support activities, management style, the dominant organizational culture, marketing policy, professional and personal characteristics of the human resource capacity) largely determines the strategic directions.
However, to ensure implementation of these trends in an increasingly competitive market of highly skilled labor force – is an extremely difficult task. HR Services should cease to function as the bureaucratic structure: they must acquire traits marketing organizations. Therefore, the shift in organizational culture (from the domination of the bureaucracy – to the business) personnel service is a priority strategic focus of its activities. (Osman-Gani, 1997, p.23)
Another priority area – is a revision of existing payment systems and incentives, as well as the employment system. The existing system is limited to strategic thinking in the field of human resource management, hinder the successful implementation of modern personnel policies, as limit the freedom of maneuver personnel manager.
The third priority – is reducing costs, due to both inefficient use of available human resources and abundant labor resources in the corporation. In addition, personnel services in their traditional manner of organization of work are themselves the cause of unnecessary costs. Engage effectively with the structural subdivisions of the corporation is a certain guarantee to reduce such costs.
At company’s level, the HR department – is a central unit to the formal aspects of HR management. In addition, it helps in every way possible the implementation of this guide at the individual level, where everything and everyone – superiors, subordinates and colleagues – must deal with personal and informal aspects of personnel work, in other words, harmonization of interpersonal relations in the field. The central position of the HR organization is not fixed. The employees usually come from the fact that they have been hired to work for the company and not to do certain work, which indicates the prevalence of group orientation on the individual. They know that they will be transferred from one job to another, from one department to another, it will change their position in subgroup, but their membership in the company is constant, and in this sense, they feel the constant control of the HR department. (Hofstede, 1991)