Contemprory Issues in HRM
Contemporary Issues in Human Resource
Management Practice
(HRMN495 - 6381)
Plan for Human Resource Transformation -
18th Military Personnel Section
Stacy Mercado
April 17, 2011 INTRODUCTION
The purpose of this assignment is to design a comprehensive human resource (HR) business strategy of a military unit that I examined. I previously discussed their numerous tasks along with the demands a military unit encounters. A military HR department does more than just HR work – they have their HR work and then military additional duties as well. I will illustrate a clear strategic plan for this organization to provide world-class customer service by giving emphasis to the unit’s goals. Developing their workers will be to value the goals of the unit so they reach peak efficiency and maintain that level, which will improve their overall mission and future operations.
The organization selected for this analysis is the 18th Military Personnel Section, which conducts only Human Resource actions. Their internal customers consist of 64 military and 5 civilians, which would be considered generalist in the HR community. This unit is responsible for HR functions along with military functions. They must plan to ensure both missions are accomplished correctly and efficiently with extremely short suspense’s, under stressful situations, and sometimes with no notice at all. Their key stakeholders are: Air Force, Army, Navy and Marine Active duty personnel, retired military, local national contractors, teachers and administration for the on base schools, and finally, American companies such as Boeing and Lockheed Martin. These individuals are local and also at other remote locations.
My role as the Chief Human Capital Officer (CHCO) is to transform this unit from a transactional based unit into a strategically thinking and performing unit. I’ll be using Tool 8.1 from The RBL Group (2009) as the format to explain the transition that is
Management Practice
(HRMN495 - 6381)
Plan for Human Resource Transformation -
18th Military Personnel Section
Stacy Mercado
April 17, 2011 INTRODUCTION
The purpose of this assignment is to design a comprehensive human resource (HR) business strategy of a military unit that I examined. I previously discussed their numerous tasks along with the demands a military unit encounters. A military HR department does more than just HR work – they have their HR work and then military additional duties as well. I will illustrate a clear strategic plan for this organization to provide world-class customer service by giving emphasis to the unit’s goals. Developing their workers will be to value the goals of the unit so they reach peak efficiency and maintain that level, which will improve their overall mission and future operations.
The organization selected for this analysis is the 18th Military Personnel Section, which conducts only Human Resource actions. Their internal customers consist of 64 military and 5 civilians, which would be considered generalist in the HR community. This unit is responsible for HR functions along with military functions. They must plan to ensure both missions are accomplished correctly and efficiently with extremely short suspense’s, under stressful situations, and sometimes with no notice at all. Their key stakeholders are: Air Force, Army, Navy and Marine Active duty personnel, retired military, local national contractors, teachers and administration for the on base schools, and finally, American companies such as Boeing and Lockheed Martin. These individuals are local and also at other remote locations.
My role as the Chief Human Capital Officer (CHCO) is to transform this unit from a transactional based unit into a strategically thinking and performing unit. I’ll be using Tool 8.1 from The RBL Group (2009) as the format to explain the transition that is
References: Allison,M., & Kaye, J., (1997). Strategic planning for nonprofit organizations: A practical guide and workbook Cecil, R., (2008). Communicating customer and business value with a value matrix. UXMatters http://www.uxmatters.com/mt/archives/2008/12/communicating-customer-and- business-value-with-a-value-matrix.php Hughes, R., Ginnett, R., & Curphy, G., (2006) Huselid, M.A., Becker, B.E., & Beatty, R.W., (2005). The workforce scorecard: Managing human capital to execute strategy Kotter, J. P., (2002). The heart of change, real-life stories of how people change their organizations Mathis, R. L., & Jackson, J. H., (2006). Human resource management. Willard: Graphic World, Inc. Maxwell, J., (2005). The 360 degree leader. Nashville: Nelson, Inc. Schermerhorn, J The RBL Group. (2009). HR Transformation. Retrieved from https://hrtransformationbook.s3.amazonaws.com/Documents/4.1%20HR%20Stra tegy%20Statement.pdf The RBL Group. (2009). HR Transformation. Retrieved from https://hrtransformationbook.s3.amazonaws.com/Documents/Tool%208- 1.1%20HRT%20Milestones%20Checklist.pdf Ulrich, D., Allen, J., Brockbank, W., Younger, J., & Nyman, M., (2009). HR transformation: Building human resources from the outside in Ulrich, D., & Brockbank, W., (2005). The hr value proposition. Massachusetts: Dave Ulrich and Wayne Brockbank What steps will companies take to improve their performance? (2005, February). Human resource department management report