Contemprory Issues in HRM

Topics: Human resources, Strategic planning, Strategic management Pages: 19 (5460 words) Published: April 5, 2014

Contemporary Issues in Human Resource
Management Practice
(HRMN495 - 6381)

Plan for Human Resource Transformation -
18th Military Personnel Section

Stacy Mercado

April 17, 2011

The purpose of this assignment is to design a comprehensive human resource (HR) business strategy of a military unit that I examined. I previously discussed their numerous tasks along with the demands a military unit encounters. A military HR department does more than just HR work – they have their HR work and then military additional duties as well. I will illustrate a clear strategic plan for this organization to provide world-class customer service by giving emphasis to the unit’s goals. Developing their workers will be to value the goals of the unit so they reach peak efficiency and maintain that level, which will improve their overall mission and future operations. The organization selected for this analysis is the 18th Military Personnel Section, which conducts only Human Resource actions. Their internal customers consist of 64 military and 5 civilians, which would be considered generalist in the HR community. This unit is responsible for HR functions along with military functions. They must plan to ensure both missions are accomplished correctly and efficiently with extremely short suspense’s, under stressful situations, and sometimes with no notice at all. Their key stakeholders are: Air Force, Army, Navy and Marine Active duty personnel, retired military, local national contractors, teachers and administration for the on base schools, and finally, American companies such as Boeing and Lockheed Martin. These individuals are local and also at other remote locations. My role as the Chief Human Capital Officer (CHCO) is to transform this unit from a transactional based unit into a strategically thinking and performing unit. I’ll be using Tool 8.1 from The RBL Group (2009) as the format to explain the transition that is needed. The HR department needs to align itself with the overall Air Force strategy of delivering HR with state of the art technology and customer support to each Airman whether it be at the Airmen’s home station or processing them for their deployed locations. I will address areas that they need to change in order to add value, flexibility and responsiveness to their customers’ needs. I will also address how they need to improve their program process’ to increase proficiency within the HR department.

Phase I
Milestone 1 – Formally acknowledge that an HR transformation initiative would be
of value.
For a transformation to occur, an organization must see the need to change in order to become more competitive. With this military unit, they are not driven by profits as they are non-profit, but the need is still there to transform from a transactional to strategic HR department in order to maximize their abilities to perform their duties and provide outstanding customer service. Next Steps

Numerous individuals understand the need for change and want change to occur to build in stability into their daily lives and incorporate process in their daily work. As the CHRO, I would show leadership that their main customers (commanders and unit members) show through surveys and daily comments that they want change – they want quicker responses, clear and sound judgment and performance from HR workers that is not only accurate but also reliable. I would show leadership that by developing their workers, less time would be spent on corrective actions and more on their core job responsibilities. Next, I would next have all employees’ complete the VOI2C2E evaluation:

Great talent managers understand the value of employee commitment. A firm with higher levels of employee commitment has higher retention of top talent, greater productivity, employees who can deliver on customer promises, and higher inves¬tor confidence in future...

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