Introduction
In the contemporary business environment, multiple changes influence how different stakeholders invest in strategies which are critical for harnessing their survival. It is in this context that Nankervis et al. (2013) noted that traditional HR roles were primarily administrative with their roles scoping from the organisation practices in the executive management section. In this context, this report evaluates on the main contemporary business issues and main external factors influencing distinct entities and HR influence. Also, part of this study includes a focus on appreciating the level in which organizational and HR strategies and practices influence different organisations and their effects of HR practice.
2.1 Key Forces Shaping HR Agenda
It is a fact that the HR role is evolving critically in the contemporary business world. In this regard, any delay by contemporary organisations in assuming the role and acting upon it would lead to being disadvantaged by their competitors. From figure 1 below, the forces shaping the HR agenda can be categorized into external and internal factors which are further grouped into strategic indicators, choices and options evaluation.
Figure 1: Key Factors Shaping the HR
In every 20-30 years, a new parameter is introduced in the area of HR (Farndale et al., 2010) with a majority of the business leaders appreciating to the fact that increased support of their HR leads to increased loyalty, commitment and productivity. Considering the early 1980’s occurrences in the HR area of an organisation, managers began assuming their control of people-related aspects with HR strategies developed with realistic performance frameworks being defined. The implication of this is a decreased Union power since an increased number of employees ended up sourcing for advice in-house.
Models of the HR Function
As observed by Ployhart and Moliterno (2011), as a consequence of increased economic growth, technology has increasingly been interconnected and transparent with HR role in a constant change. This is evident where in the last 30 years, the HR organisations have been synonymous with a myriad of transformations shifting from an operational role (personnel department) to one that is adopting HR as a service centre to targeting the process of driving talent outcomes. From figure 2 below, the majority of the modern business world players are between phase two and three. This is in line with Lengnick-Hall et al. (2009) arguments that the contemporary organisations are more inclined into building an integrated program aimed at attracting and retaining top human resources, driving a compelling employment brand, improving and aligning performance process and better management and transformation of Learning and Development.
Figure 2: Evolving role of the HR function
In ADIA company, there has been a transition in the HR function owing to the change in their job description to include more staff in the Emiratization department. The company has been required to integrate the In Country Value content through recruiting more individuals who are local citizens in their organisation. Hence, the company can be noted to belong to stage 3 and 4 where it is involved in attracting, developing and managing talent and supporting business locally and directly.
HR strategies
HR strategies include the practices carried out for integrating an organisation to its culture, human resources and systems for harnessing attainment of their set goals and objectives. This is in line with Cipd.co.uk. (2016) Which had observed that the HR strategy is grouped into the dimensions of people, organisation, culture and HR systems. All these aspects are characterised by a direct implication on the organisation business and the HR functions. In the context of ADIA, the segment for people is made up of employees recruited based on expertise, skills and capabilities. Hence, the process has transitioned to the modern practice where it is used as a guide to the personnel decisions ensuring the best fit for their organisation particularly since the company has expanded their operations in the UAE financial sector. In the traditional context of ADIA operations, the HR strategies failed to prioritize on the aspects of culture, organization and other HR systems but only focused on the aspects of leadership as an HR strategy.
Insights and Solutions to Support Business Performance
HR insights represent activities implemented for enhancing an increased performance, active engagement, alignment and harnessing the overall organisation capabilities. In this case, it is recommended to ADIA to expand on their establishment of a brand of employment performance and engage in igniting distinct insights for the sake of learning and development.
In the past decade, workers would only engage a single employer. Nevertheless, as noted by Kim et al. (2009), there has emerged new boomer “Generation Y” employees born in the 1990s onwards and lacking plans for staying in their employer for more than five years. For instance, in the last two years of ADIA active operation in UAE financial industry, two-fifths of the overall workforce have plans on their subsequent move at the initial phase of a new job with 30% noting that they would not retain a single job for two years consecutively. This is supported by Armstrong and Taylor (2014) who observed that skilled employers currently lack suitable alternative employment with ease. This is in line with Ulrich’s model that note on the paramount role in the HR business performance including the strategic, financial, change and performance. This is particularly applicable in ADIA company that majorly operates in the financial sector playing the role of both a strategic partner and change agent to management strategic human resources and management of transformation and change process.
Figure 3: Forces shaping the HR Agenda: Ulrich’s model of the HR function
Business Ethics and Accountability
Business ethics and accountability establishes how business is conducted, financial management roles and set strategies. This includes the changing codes of conduct, set programs, training practices, and delivery of support informing on the critical levels in which modern organisations achieve their set strategies. On the other hand, the concept of accountability represents the extent in which an organisation is expected to be inclusive of the different approaches carried out with the aim of aligning all their practices with the external environment. The practices include planning and alignment, development of reinforcements, development and deployments, and hiring the most appropriate candidate to be involved in the organisation management. This is currently implemented by setting consistent and regular timelines of activities that are instrumental in attaining individual accountabilities.
In line with the CIPD best practice, managing HR in a professional, ethical and just manner is supposed to be inclusive of the broad principles set in the ethics and accountability. This is possibly attained by creating a strategic framework intended to harness situational judgement surpassing the desire of establishing policies and subsequent implementation. The activities that can be implemented in this case include training on ethics and values, establishing a strategic monitoring process of all the set ethics policies. For instance, in the ADIA, they can source the services of UAE entities that have specialized in offering the training on best ethical practices and adherence of value in their operations.
2.2 Tools used for Analysis of Business Environment
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