Creating Competitive Advantage

825 Words 4 Pages
Creating Competitive Advantage at the Executive Level
Peter F. Drucker stated, “Leadership has typically been regarded as the purview of the one person who is “in charge,” while the rest are simply followers—what is termed vertical or hierarchical leadership. Having said that, recent research indicates that leadership can move to the person with the key knowledge, skills, and abilities for the tasks facing any particular group at any given moment—what is termed shared leadership”. (Yamawaki, Maciariello, Pearce, 2010, p. 36) Human Resources continue to embed their way into executive leadership through shared leadership. Human Resources has progressed from merely an administrative role to a strategic function in recent years. They are contributing
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These objectives mix with strategic plans, estimate human resource demand, estimate the recent supply, determine any discrepancy between the two estimates, and create programs to resolve the discrepancies. Although these objectives are well known to Human Resource Personnel, it is extremely hard to implement a program within an organization to accomplish these objectives. Human Resource Management Departments must link strategic plans of the organization when they are developed to human resource plans. They must assess the demand for human resources created by the organization’s plans regarding the types of jobs and number of employees that are needed. HR must assess the human resource supply and the skill levels that are available. Then, they must compare what they find concerning resource demand and supply analyses to decide the discrepancy between them. Finally, Human Resources provides strategies for systematically creating the needed skills in current employees in order to reduce the discrepancy they found. Another important part of Human Resource Planning is discovering how business strategy is created within the organization. They must determine how much consideration is devoted to human resource during the strategy making process. HR then decides how much consideration should actually be given to the process, and then they develop a plan to close the gap between the …show more content…
Although these models are helpful in formulating strategies to develop Human Resource Management systems, it has often been noted that there are huge differences between what has been outlined in the professional literature of the organization and what is implemented in the actual practice. Lack of follow through is a major objective in Human Resource Planning. It was found that 62% of HR departments currently develop human resource strategies, yet only 6% develop human resource plans prior to, or concurrently with, the business cycle. (Gatewood, Rockmore, 1986) In order for an HR organization to be successful, they must implement the strategies that were created, evaluate their efficiency, and make necessary changes in order to improve the organization, leading to its long-term success. Without successful implementation, the organization will continue to struggle and may experience a daunting negative impact on the

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