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 Core
Strategic Human Resources
A recent survey conducted by Development Dimensions International,
Industry Week, and the Manufacturing Performance Institute revealed that
manufacturing firms that implemented "super human practices" in
recruiting, performance management, training & development, teaming
and safety & health had lower labor turnover, higher gross profit
margin, reduction in costs via lower scrap and
re-works. The key recommendations from the study were to "commit to,
and develop a strategy for excellence.
In today’s intensely competitive and global marketplace, maintaining
a competitive advantage by becoming a low cost leader or a
differentiator puts a heavy premium on having a highly committed or
competent workforce. Competitive advantage lies not just in
differentiating a product or service or in becoming the low cost
leader but in also being able to tap the company’s core competencies
in rapid response to customer’s needs and competitor’s moves. A
competitive advantage lies in management’s ability to consolidate
corporate-wide technologies and production skills into competencies
that empower individual businesses to adapt quickly to changing
opportunities.
In a growing number of organizations human resources are now viewed
as a source of competitive advantage. There is greater recognition
that distinctive competencies are obtained through highly developed
employee skills, distinctive organizational cultures, management
processes and systems.
In order for HR to take on a strategic role the the executive team
has to adopt the function in a business partner capacity allowing
them to assist in the formulation of the company’s strategic
objectives as well as in
the implementation, including
recruiting, selecting, training and rewarding personnel.
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