Introduction
- U.S. Department of Interior’s Human Capital Management Mission
Identification and explanation of two challenges
Explanation of Resolutions
Conclusion
Abstract
Human resource management encompasses interrelationships between people and systems. These systems operate in organizations within the context of personnel management or the contemporary concept known as human capital management. Articulating strategies applicable to development of this vital resource an organization can function either at a very high competent level; in mediocrity or just a consistent failure. This discussion embraces an exploration into how challenges can be resolved for organizational goals to be achieved.
Introduction
U.S. Department of Interior’s Human Capital Management Mission
In adding value to this discussion references will be made to the US Department of Interior Human Capital Management System (DOI) in emphasizing the importance of creating goals and developing strategies to achieve them. This department is the Executive arm of United States Federal government with responsibility for the management and conservation of federal land and natural resources. It also administers programs related to Native Americans welfare, Native Hawaiians and Alaska Natives (U.S. Department of Interior, 2013).
Specifically, the mission statement reads ‘The U.S. Department of the Interior protects America’s natural resources and heritage, honors our cultures and tribal communities, and supplies the energy to power our future’ (U.S Department of Interior, 2013, pp.1). In providing an understanding of this mission statement explanations offered distinctions between the U.S interpretations of an Interior Department when compared to others in neighboring developed nations.
First, the role is separate from interior ministries of other nations. These ministries operating in other countries were remarkably responsible for policing activities. In United States of America this role is undertaken by the Department of Homeland Security. Precisely, this department has often been nicknamed ‘The Department of Everything Else’ due to its inclusivity of services and high performance in human resource management (Robert & Mackintosh, 1989).
Identification and explanation of two challenges
Two major challenges faced by organizations in implementing human capital management initiatives, linking employee performance to organizational goals encompass recognition by senior executives that human capital management is dynamic and vital towards the organization’s success. Secondly, aligning human capital management activities with the organization’s core management process, which is referred to as organizational goals often becomes problematic.
These challenges can be compounded by variations in office structure, which makes evaluation of progress difficult. However, the importance of fulfilling human capital management goals by allowing people with the ‘right skills, in the right place, at the right time to protect human health and the environment’ cannot be overemphasized (Heist, 2004). Therefore, when these features are not integrated within human resource management strategies the ability to achieve organizational goals becomes difficult.
Explanation
The recognition that human capital management is dynamic and vital towards achieving goals is very important for managers, senior staff and even lower level employees to articulate.
Precisely, when personnel management is viewed from a mid-twentieth-century perspective its function was mainly administrative. There was a primary focus on managing and evaluating payroll expenditure; income lost in sick time, holidays/vacation, unnecessary absences and other circumstances that ultimately affect the overall income earning capacity of each employee. These were considered threatening to the achievement of organizational goals (Study notes Lesson1.1, 2013).
Based on this evaluation it was believed that by transferring, terminating, or promoting high functioning employees to managerial positions would be the answer to the dysfunctions observed. Further a greater responsibility was placed on the personnel department for meeting demands placed on organizations for adherence to federal laws and state regulations pertaining to labor, safety, and health issues. However, insidious revolutions have taken place and are continuing daily within organizational management (Study notes Lesson1.1, 2013).
Management from a systems perspective rather than merely people; while people remain the focus must be recognized. It is integrating these two elements; people within systems that becomes the greatest challenge for twenty-first century human resource management, which still is stuck in a medival mid-century perspective (Study notes Lesson1.1, 2013).
Specifically, the modified responsibility pertaining to re-designing recruitment criteria, hiring policies, training programs for employees’ continued awareness of changes within the organization, could become a complicated task. How are skills replaced after downsizing occurs due to implementing the technology of human resources information systems (HRIS)? These systems in themselves require skilled human resource management, which must be addressed from a twenty-first- century management paradigm. Hence, it must be recognizied that human capital management is dynamic and vital towards achieving goals (Study notes Lesson1.1, 2013).
Therefore, aligning human capital management activities with the organization’s core management process, which is referred to as organizational goals often becomes problematic. With reference to the U.S. Department of Interior (DOI) protocol five goals have been identified. They are embodied within the framework of ‘Linking Employee Performance to Organizational Goals’ and initiation of a strategic plan, annual performance plan; employee performance standards guidelines; employee performance appraisal scoring and annual performance reporting (Study notes Lesson1.1, 2013).
Adapting adequate ‘Linking Employee Performance to Organizational Goals’ strategies is where challenges arise. As such, appropriate measures of aligning human capital activities with the organization’s core management process are essential. For example, the human capital activity of implementing clinical information systems to enhance translation of evidence into practice necessitates collaboration with specialists who are competent in training and application of technological and scientific theory to practice.
Often systems do not work because these specialists who are called to conduct evaluations are not articulate enough in translating theory appropriately into practice. While many organizations employ graduate staff many times they are not graduate skills because these graduates lack experience. Experience grows out from years of practice. However, with the dynamism involved in technology, skills repeatedly become obsolete as windows on computer screens. This compounds aligning human capital activities with the organization’s core management process. Information technology is changing every day. Regardless of how competent managers are technological systemic infiltration within organizational culture compromises the management process
Explanation of Resolutions
A technique for organizations smooth adaptation to perpetual change is always anticipating it in strategic planning. Barton Strong (2007) explained that while technological changes are accelerating in our world many managers still do not take it into consideration when engaging in strategic planning. This analyst posits that ‘if demand for the product persists, a new technology will soon replace the old; new technology usually performs better than the old; sometimes it performs at a lower level, but is cheaper to produce and becomes attractive from a price perspective’ (Strong, 2007, pp.1). He further stressed that organizations can, therefore anticipate technological change and plan for it.
Six suggestions were posed for designing this anticipatory strategic planning protocol. They are related to considering the limitations that exist in performance of current technology and how staff functions are affected. Next is a thorough investigation into emerging technological developments, anticipating their implementation within the next year. Thirdly, is an evaluation of the technological climate in relation to devices that could become obsolete within the next five years and a complemtary need for re-training, retaining or deploying skills. Fourth is an assessment of the manufacturing capability and scalability of emerging technology. Finally, two variables, which must be carefully scrutinized, are the economic climate and changing needs of the consumer be it patient, client, health care provider or insurance policy coverage criteria embodied in health care reform (Strong, 2007).
Aligning human capital management activities with the organization’s core management process involves adherence to the Human Assessment and Accountability Framework (HAAF). This encompasses promoting strategic alignment procedures; providing leadership and knowledge management; designing of a results-oriented performance culture; providing talent management and creating accountability criteria. More importantly, it is reinforcing organizational goals by developing criteria whereby management could be transformed through appropriate recruitment and deployment of resources; professional development and continuous evaluation of employee performance (Student Notes, Lesson 1.1, 2013).
Applying these strategies would enable systems to work because specialists can interpret strategic alignment procedures of the organizations within which they function. They would be equipped with appropriate leadership and knowledge skills to conduct evaluations from the perspective of a results-oriented performance culture. Ultimately, their talents could be expressed more freely as they are held accountable for their actions.
Conclusion
Contemporary human resource management inevitably revolves around extensive technological expertise alignment. It embraces establishing database systems for tracking payrolls, as well as employees’ and clients’ records. Management of clinical information systems and the integrated human resource activity is phenomenal being a needed change in improving health care delivery systems within United States of America.
Hence, twenty-first century human resource articulation in the health care industry demands that new perspectives be developed in coping with demographic changes due to the aging labor force; rising costs of health care while enforcing employee wellness programs and state-mandated health insurance coverage. It integrates increased global competitiveness embracing outsourcing of business functions for lower labor costs and a larger labor pool with technical skills (Student Notes, Lesson 1.1, 2013). These issues along with ideas pertinent to resolving modern challenges of human resource capital management were discussed at length in this document.
References
Heist, M. (2004). EPA Prepared to Implement Strategic Human Capital Management
Activities But Challenges Remain. Office of the Inspector General. Report No. 2004-P-
00024
Robert, M., & Mackintosh, B. (1989). The Department of Everything Else, Highlights of
Interior History; Dept. of the Interior, Washington
Strong, B. (2007). Strategic Planning for Technological Change. Retrieved on March 14th, 2013
US Department of Interior (2013). Mission Statement. Retrieved on March 14th, 2013 from
http://www.doi.gov/whoweare/Mission-Statement.cfm
