Future of Human Resources

Topics: Human resources, Human resource management, Management Pages: 6 (2079 words) Published: July 17, 2013
Human resources is one of the most evolved departments within a business over the past century. Human resources as a department wasn’t even thought of prior to the last few decades. The idea of human capital at that time was immature where employee interests and focus wasn’t completely developed. Human resources departments were developed when businesses noticed a growing trend of increased employee sizes and tasks organization. Chief Executive Officers would either handle the human resources tasks themselves or appoint another competent manager to handle those tasks. The tasks which were adopted and largely dependent upon human resources are staffing, compensation, training, policies, retention, and laws. These tasks, if taken on by a person or even the Chief Executive Officer, would be extremely daunting providing it impossible to effectively manage and control these tasks because each of these aspects of human resources has an endless array of specifics that continuously needs adjusting, managing, or inventing, (Pomeranz, 2009). Many businesses who established human resources departments made the mistake of excluding them from strategic planning where they could have complimented and benefited from factors such as staffing number, training schedules, and policy development, (Pomeranz, 2009). Human resources is an extremely valuable tool within business that, if used correctly, can yield significant benefits, advantages, and create an additional facet of competitive edge for the entire business.

The evolution of human resources largely involves technology, arguable more so than any other department within business. Specifically, human resources information systems (HRIS) have changed the human resources field entirely from their immense benefits. HRIS addresses either a need or a convenience within a business or human resources department that allow them benefits such as increased work efficiency, remote access, or faster data management, (Torres, 2004). Within our organization, Fortune 500 Co., there is an immediate need for an HRIS, much like the HRIS PeopleSoft Human Capital Management (HCM) by Oracle. This HRIS has benefits such as increased workforce efficiency through the emphasis of talent management within organizational goals, increased organizational productivity through advanced interface and Web 2.0 tools, and smarter investments through low cost and support, (Oracle, 2012). The recommended setup of implementation is to address the needs and budget of our Fortune 500 Co. business to select an HRIS that would be suitable. The human resources staff would need to be trained on it entirely so there would not be any confusion which would also negate the possibility of inefficiency. Lastly, a scheduled plan for required maintenance and upgrades needs to be developed and projected forecasting for these events for expected downtimes of the system. An HRIS within our Fortune 500 Co. business’s human resources department would increase efficiency tremendously.

E-recruiting has completely changed the way human resource departments conduct their staffing and selection operations. Developed in the last few decades, e-recruiting has taken an immense role in the staffing and selection operations because of its ability to reach an endless number of people and is extremely faster than traditional recruiting methods such as advertisements in store windows or newspapers, (Gueutal, 2007). Within this technological era, virtually everyone in the world can have some type of internet access; this makes e-recruiting much more beneficial than hard ads in newspapers, per se. All that is required for an e-recruiting operation to take place is an e-mail account or phone number to correspond to applicants or employers. With the ease of use and availability of e-recruiting, it has soared to one of the most preferred methods of recruiting for human resources departments.

An e-recruiting technology that would serve the Fortune...

References: Gueutal, H. (2007). The brave new world of EHR. Hoboken, NJ: Wiley.
InetSoft. (2012). Offering a performance management system that is easy, agile, and robust. Retrieved from http://www.inetsoft.com/info/performance_management_system/?utm_vendor=google&utm_source=northamerica&utm_campaign=perfmgmt&utm_medium=search&utm_content=3562875902&utm_term=performance%20management%20software&gclid=CNi6i4jRpLMCFXSSPAodyDkAJA
ManageEngine. (2012). Retrieved from http://www.manageengine.com/products/service-desk/index.html?gclid=COzrjc7QpLMCFSOnPAodwDsACA
Oracle. (2012). Achieving value with PeopleSoft HCM 9.1: What every business needs to know. Retrieved from http://www.oracle.com/webapps/dialogue/ns/dlgwelcome.jsp?p_ext=Y&p_dlg_id=12016468&src=7665796&Act=5&sckw=WWMK12065325MPP001.GCM.8345.160
Pomeranz, R. (2009). The evolution of human resources directors ' responsibilities. The CPA Journal, 79(7), 12-13.
Ramsay Corporation. (2012). Retrieved from http://www.ramsaycorp.com/?gclid=CMCO5ZLQpLMCFRSSPAodgBYAtg
Screenpointe. (2012). HRIS integrations. Retrieved from http://www.screenpointe.com/hris_integration.html
Torres, T. (2004). E-human resources management. Hershey, PA: ICI Global.
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