RUNNING HEAD: 7-1 Final Project: Submission17-1 Final Project: SubmissionSherilyn ToroOL-211 Human Resource ManagementSouthern New Hampshire University
27-1 Final Project: SubmissionThe human resources function should be aligned with an organization's strategic planbecause the alignment of theses better advances business operations, when an organizationperforms better, usually you can attribute that performance to the staff and HRM, being thedepartment that provides the recruiting, hiring, and onboarding (training) of the staff. Aligningthe two will improve development, growth, and productivity within the business. By aligning acompany’s HRM with the strategic goals, this means formulating implementation with HRactivities. A primary focus becomes being able to address, problem solve, and identify criticalHR activities that require strategic implementation for not just the present but the future, whichcan improve employee’s efficiency and stimulation.To accomplish aligning an organizations HR function with the strategic plan HRrequiresan in-depth understanding of the company’s business strategies and daily operations. Once acompany has set its mission, vision, and goals human resources is then responsible for attainingsustainable and fitting employees and then training them according to the position and theorganizations set standards. HR decides which positions present availability, and when thosepositions need to be filled. HR then can create a timeline and begin evaluating the job KSArequirements. If positions become available for critical roles within the organization HR can pullcurrent employees and determine if they meet criteria.“Maersk had traditionally relied heavily on employees who started with the Group astrainees and then spent the entirety of their careers there. However, with competition in the labormarket increasing, a greater number of Maersk employees were leaving the Group for externalopportunities. Maersk estimated that of the approximately 400 trainees it brought on board eachyear, only 20% of them were still with the Group after five years” (Groysberg & Abbott, pp. 1).Maersk began facing increasing challenges due to turn over rates and as the organization began2
37-1 Final Project: Submissionto expand labor markets started becoming more competitive. The immense expenditure oftraining staff led the organization to notice a decrease in salaries, bonuses, and benefits. Maerskrealized they needed to come up with a new plan that would decrease the turnover ratio andcreate an atmosphere of hiring for key roles within the organization.The current global conditions in Maersk’s industry impact human resource managementpractices within the organization by executing a system that achieves growth within an alreadygrowing company. By creating the Talent Management system, Maersk’s began to shift focus tokeep up with the booming industry. In understanding that underperformers can sink your
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