Innovative Strategic Practices
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Innovation is identified as one of the viable ways of ensuring a sustainable competitive advantage for organisations in the modern highly competitive global market economy. Innovative practices of an organisation are solely dependent on the skills, qualifications and objective commitments of the company workforce towards the underlying goals of an organisation. This dictates for the recruitment, training and retention of the best and reliable employees in any organisation (Neal, 2010). Still, another important practice for ensuring innovative strategic practices in an organisation is by ensuring the implementation of the effective employee engagement policy. Such serves to promote the commitment and thus the productive ability of the employees to the firm.
Therefore, since the human resource management services the purpose of recruiting, training, and retaining as well as motivating employees, it has a key role to play in developing innovative strategic practices in order to contribute to the organisational performance in today’s rapidly changing economy (Parks, 2001). This essay will identify some ways in which the human resource management can engage in enhancing innovative practices in a company.
In order to ensure the sustainable realisation of innovative strategies in an organisation, the human resource management should engage in recruiting a skilled and qualified workforce for an organisation. It has been sufficient established that new employees bring with them new ideas into an organisation. Therefore, as an important role by the human resource department to conduct employee recruitment, it should ensure a free and fair recruitment process that is based on qualification and individual personality compatibility to the set corporate ethical conduct in a company.
Another important practice by the human resource management department is to engage in the effective employee training programmes which are refletive of the underlying competitive needs of an organisation. Marketplace demands are evidently changing constantly just as technologies and innovative products are flooding the market. All these are creating new loopholes for the stiff competition in the market economy (Leopold et al, 2005). Due to this reason, the human resource management is charged with the responsibility of ensuring that employees in the various company departments are equipped with the knowledge necessary to act more competitively against those of other competing organisations.
Due to the importance of engaging employees in training programs based on informed decisions, which are reflective of the market demand, the human resource management should be on the forefront in studying, qualifying, and quantifying the constant swings in the market trend. This makes an effective human resource management practice more than just striving to ensure a productive workforce for an organisation. Another important aspect for the realisation of effective employee training is devoted involvement of the human resource in influencing the decision making process in an organisation (Kim, 1999). This aids in persuading the company management to appreciate the need and thus to factor enough company resources for the executing employee training programs.
Still, it has been evidently claimed that the human resource management should endeavour in identifying skills and talents among the various employees of an organisation. Just to be appreciated here is the fact that not all qualified members of the workforce have the reliable innovative and leadership skills required for sustaining the competitive advantage of the organisation in the marketplace. Therefore, training programmes in the organisation should only be prioritized for the highly talented workforce.
The retention of employees is another important human resource management practice for promoting sustainable innovative strategic practices in an organisation. The loss of reliable employees is found to impact negatively on the sustainable competitive advantage of an organisation. This is closely attributed to two reasons. The first reason is the high costs incurred by the organisation in nurturing their skills (Carroll et al, 1996). The second one is the fact that a company risks to lose its business secrets to their competitors. It is due to this reason why the employee engagement remains an important function of the human resource management as it enhances employee fulfilment and thus retention.
To realise constant innovative practices in the organisation, human resource managers should be more leaders than managers. By so doing they motivate and inspire the workforce to engage in innovative activities as well as providing suggestions on possible solutions to challenges affecting the organisation. Another important practice for the human resource management is ensuring effective organisational succession practices (Conner, 1998). This is crucial in ensuring a sustainable continuation of the innovative strategic practices in an organisation, a factor that helps in realising and sustaining a competitive business advantage for an organisation in the marketplace.
In conclusion, the human resource management is the most important function for realising a practical long term innovative strategic practices in a company. The human resource management is responsible for recruiting, nurturing, and retaining a skilled and talented workforce for an organisation. To achieve this, the human resource management should engage in conducting recruitments and employee training programmes based on the competitive market demands of the time. On the question of employee retention, human resource managers should act as employee leaders to inspire innovations while enhancing openness among employees to identify and resolve any eminent problems (Desatmic et al, 1978). This enhances the employee commitment in executing company objectives.
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