Human Resource Management - A Constant Battle

 

 

The legal, accounting and information functions of corporate services are now well-respected as mature professions within businesses and by the broader community.

 

These functions are central to business planning and monitoring. However, professional human resource services have been lagging behind and now organisations are missing opportunities as a result. Already it is clear that the most successful organisations are the ones that take people matters seriously and build human resource management into an operational business process.

 

But many human resource practitioners have constant battles within their organisations:

 

• validating the return on investment and value of human resource strategies

• arguing for sufficient, timely resources to achieve a noticeable impact and support organisational goals

• educating and supporting managers and supervisors in contemporary human resource practices to not only minimise exposure to risk, but also to maximise employee output and outcomes.

 

Human resource issues arise from day one of employing people. Even micro-businesses (up to 6 employees) cannot ignore their obligations and must make maximum use of everyone’s effort. Owner managers of small organisations usually maintain human resource responsibilities for all their staff. In medium size entities, human resource management may be one aspect of a busy business manager’s role. On average a distinctive human resource function emerges with organisations of over 75 employees.

 

Regardless of size, consistency across the human resource profession and across organisations provides clarity and streamlines practices.

 

Hence, the human resource function is the domain of both trained and expert practitioners as well as untrained managers who depend on intuition and personal experience. Their competence in the people management role is pivotal to the organisation’s success.

 

Meeting the Need

The first national human resource standard, Human Resource Framework NS HRF-101:2010, was developed by representatives of industry across Australia, New Zealand and Asia Pacific to provide the consistency and security in human resource practices that organisations now need. Based on four years of research by the HR Coach Research Institute, the standard is designed to suit the full array of organisations – profit, not-for-profit, government, private, large and small.

 

Importantly, the standard is there to provide guidance to organisations. It is a voluntary standard to help organisations meet their obligations as well as to develop their employees to optimise their goals.

 

The national human resource standard, Human Resource Framework NS HRF-101:2010, also establishes the credibility of the human resource discipline and positions Human Resources strategically, as an essential component of competent business practice.

 

The Human Resource Framework (NS HRF-101:2010)

The Human Resource Framework NS HRF- 101:2010 consists of five (5) key components within an organisation. The five (5) stages of business decision making:

 

1. Organisational measurement and planning

2. Human resource process and systems

3. Governance and compliance

4. Performance management

5. Workplace improvement

 

Each stage includes elements of evidence-based data and strategies to minimise risk and maximise sustainability.

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The framework organises the human resource function of an organisation into a logical and balanced sequence. It provides for objectivity, planning and ordered actions as a business discipline. It is not a replication of existing human resource systems, nor is it additional red tape.

 

Why Should Organisations Apply HR Standards?

The motivation for organisations applying standards has changed in the past two decades. Organisations have to streamline business systems to stay competitive. Certification and corroboration is no longer just a necessity of contracts and tenders, but an everyday compliance requirement.

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The Human Resource Framework NS HRF- 101:2010 is a business improvement tool, providing structure and authority to human resource functions. It enables simple mapping of existing systems, harmonising many requirements imposed by legislation and external bodies.

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The Human Resource Framework NS HRF- 101:2010 can be applied, irrespective of organisational size. It can assist professionals in many ways including education, training, mapping, auditing and certification.

 

What is Driving this Change?

Economic and labour reforms have instigated critical shifts in HR practice. The new industrial relations climate along with global financial influences is the trigger now for human resource management to come of age. The National Human Resource Standard is a blueprint, assuring sustainable human resource practice for future organisations.
 

A Blueprint for Business

For organisations without a structured internal human resource function, the Human Resource Framework NS HRF-101:2010 provides a simple and consistent method of managing people on an annual basis. The framework provides a guide to good human resource disciplines within the organisation, much the same as an accounting process.

 

For publicly listed companies, government organisations and multinational businesses, governance is under scrutiny. The Human Resource Framework NS HRF-101:2010 provides human resource professionals, management and Boards with peace of mind that their human capital strategies are being managed in a measured, disciplined and logical manner