- Roles Played by the Human Resource from the Human Resource Manager’s Viewpoint
Human resource managers are the managers to whom teams or individual employees report to. Depending on the size of the organization, these managers play a wide variety of roles. However, the roles played by the human resource managers actually depend on the position of the HR manager in the organization, for instance, the roles of a HR manager is more on the strategic actions if he/she is the number one person in the Human Resource department. The strategic role of a human resource manager is to strengthen the relationship between the employee and the employer. Other roles played by the HR manager are to determine the functional processes needed to meet the goals of an organization and to formulate workforce strategy.
In large organizations, human resource managers have clearly defined separate roles in the HR management. Ideally, these roles are intended to bring more authority and responsibility in the entire organization. As the ideal partner of the business, the human resource manager ensures that it is capable to develop capability, attract and retain talent and maximize performance in order to support the objectives of the business. Typically, the roles played by the human resource manager are to create a work environment that is free from unnecessary hazards. Also, with respect to development and employee training, the HR manager prepares the workforce particularly for future positions in the organization so as to improve retention and to motivate employees (Bhatia, 2008, p. 812).
Another role played by these managers is to combine elements of employee relations into selections and recruitment strategies of the employer so as to integrate employee recognition programs which highly motivates employees. Other roles played by the human resource manager include; managing operational costs, measuring operational performance, providing technical expertise, dealing with clients/customers and foreseeing work organization. Therefore, the human resource manger is a crucial position in the organization that is geared towards developing the organization in order to contribute to the value adding deliverables to the organization.
- Human Resource Management Strategy for the Retail Store
There are numerous avenues to consider particularly when building a thriving strategy for a retail store. It starts with the retailer starting or defining the mission for the organization. At the core of existence is the mission of the retailer. The hiring, training and recruitment of potential employees is arguably the first area that should be addressed by the HR manager. In order to secure future success of the store, it is of paramount importance to get the right people in the best and most appropriate positions. The next step would be coordinating a working schedule in order to have room for all employees that are newly hired.
In ensuring that the right people are in the very best positions, it is advisable to have a planning in the upcoming months that will evaluate the performance of the store personnel. Maintenance as well as the upkeep of the facilities in the store will follow and later display of merchandise follows. Close to that, the HR manager will need to address handling of customer concerns, issues and complains. Last of all, it is important to create an engaging environment promotes teamwork; such an environment will promote teamwork thereby creating a competitive environment in the organization. Such an engagement will see employees working and giving the best at 100% (Nkomo, 2011, p. 345).
A summarized retail strategy of the above named retail store would include the following;
- Establishing the mission
- Analyzing objectives of the situation
- Identifying options
- Obtaining and allocating resources
- Developing a plan & lastly
- Monitoring control and progress of the strategy
- Three Methods to Improve the Human Resource Functions at the Retail Store
The human resources function needs to spend less time on its compliance and administrative activities and spend more time in accelerating improvement of the operation to deliver more value. In numerous occasions, retail shops require effective strategies for improving management, marketing, sales and operations as well. The key element in building a coherent foundation for improving plans is to understand trends in the retail marketplace, as well as customers and their shopping habits. This intervention will start with improving the management. This would entail clearly defining the role of the manager and finding the right talent because time and again managers face real challenges and pressure in performing various activities within the organization such as; controlling inventory, increasing sales, managing and training employees and engaging customers.
Advanced technology is of paramount importance in the retail store. Improving the connectivity of technology would lead to reduction of shrinkage, better inventory control, higher levels of efficiency, greater accuracy and higher levels of customer service. For instance, use of programs such as, Point of Sale systems would be every effective and sophisticated particularly in tracking inventory and sales and also in reducing human error. In addition to that, addition software capabilities could be effective in providing valuable tools for example; detailed sales histories, loyalty programs, back orders, gift registries and website hosting.
- Recommended Changes to the Organizational Structure of the Retail Store from the Human Resource Management Perspective
Moving corporate-level leadership closer to customers: Change is never easy. It is recommended that provision of another goal to provide extra support for top management such as operation managers, human resource managers and other officials will focus more on improving customer and employee engagement. First, it this change will involve moving corporate-level leadership closer to customers. To support this initiative, several changes will take place, one; market-level resources will be brought closer to the experience of customers and also relocate various functions such as HR, employee relations, HR and finance. Each of these departments as well as the markets will be given their own responsibility for losses and profits.
Elevated Decision Rights: In order to accommodate new programs and changes, store managers will need to focus less on operational activities such as vendor relationships and HR. Instead they should spend this time coaching and helping their people engage with their customers (Pradhan, 2009, p. 119).
Networks to Drive Change: Networks are needed to drive change in the organizations from the ground up. It is valuable for folks to communicate and collaborate closely every day. This program would involve network-enhancing activities to share the practices, drive change and also build community ties. For instance, five minute meeting will be instituted everyday in every store which will be good opportunities to analyze growth, loss and changes within the stores.
All these recommended strategies if adhered to, will improve operations within the retail stores; enhance growth and development and most of all foster cohesion for a better working environment within the organization.
References
Bhatia, S. C. (2008). Retail management. New Delhi: Atlantic Publishers & Distributors.
Nkomo, S. M., Fottler, M. D., & McAfee, R. B. (2011). Human resource management applications. Mason, OH: South-Western Cengage Learning.
Pradhan, S., & Pradhan, S. (2009). Retailing management: Text and cases. New Delhi, India: Tata Mcgraw-Hill Education Pvt. Ltd.
