1. Introduction

Organizational effectiveness depends on having the right people in the right jobs at the right time to meet rapidly changing organizational requirements. The right people can be obtained by playing the role of the Human Resources (HR) function. Below is an outline and explanation of how to evaluate the human resources functions of an organization using the human resources activities in an architecture company as an example. Human resource management (HRM), as defined by Bratton, J. and Gold, J. (2003), is

“A strategic approach to labor relations management that emphasizes that harnessing people’s capabilities is critical to achieving sustainable competitive advantage, which is achieved through a distinctive set of integrated employment policies, programs and practices.”

Based on this definition, we can see that HRM should not only handle recruiting, pay, and firing, but it should also maximize the use of an organization’s HR on a more strategic level. To describe what HRM does in the organization, Ulrich, D. and Brocklebank, W. (2005) have outlined some of HRM’s roles as an employee advocate, human capital developer, functional expert, strategic partner, and resource leader. humans, etc.

An important aspect of an organization’s business focus and direction toward achieving high levels of competence and competitiveness would be highly dependent on its human resource management practices to effectively contribute to profitability, quality, and other online goals. with the mission and vision of the company.

Staffing, training, compensation, and performance management are basically important tools in human resource practices that shape the organization’s role in meeting the needs of its stakeholders. The stakeholders of an organization mainly include shareholders who will want to reap their investments, customers whose wishes and desires for high-quality products or services are satisfied, employees who want their jobs in the organization to be interesting with reasonable compensation and a reward system. and, finally, the community that wants the company to contribute and participate in activities and projects related to environmental issues. The common rules and procedures of human resources management must be respected by the organization that forms the basic guidelines on its practices. Teamwork should be created and maintained between lower levels of staff and management to assist at various angles deemed necessary to eliminate communication gaps and foster a better relationship between workers. Management must emphasize good corporate culture to develop employees and create a positive and supportive work environment.

Performance evaluation (AP) is one of the important components in the rational and systemic process of human resource management. The information obtained through performance evaluation provides the basis for recruiting and selecting new employees, training and developing existing staff, and motivating and maintaining a quality workforce by adequately and adequately rewarding their performance. Without a reliable performance appraisal system, a human resource management system falls apart, resulting in the total waste of the valuable human assets that a company has.

There are two main purposes of performance appraisal: evaluative and developmental. The evaluative purpose aims to inform people about their performance. Collected performance data is frequently used to reward high performance and punish poor performance. The development purpose is intended to identify problems in employees performing the assigned task. The collected performance data is used to provide necessary skills training or professional development.

2. Affirmative action has helped many members of minority groups create equal opportunities in education and employment. Who could be opposed to helping these minorities, who have suffered years of discrimination, to obtain the equal opportunities they deserve? The problem is that affirmative action promotes racial preferences and quotas that provoke mixed emotions. Those who once supported affirmative action are now calling it “reverse discrimination.” If we want stronger support for affirmative action, we must get rid of preferential treatments.

The backbone of affirmative action began with the ratification of the Thirteenth Amendment. The amendment abolished slavery and any involuntary labor, it was shown that there was a call for equal opportunity for all South Africans.

A comprehensive HR strategy plays a vital role in achieving an organization’s overall strategic goals and visibly illustrates that the HR function fully understands and supports the direction in which the organization is moving. A comprehensive human resources strategy will also support other specific strategic objectives undertaken by the marketing, finance, operations and technology departments.

In essence, an HR strategy should aim to capture “the people element” of what an organization hopes to achieve in the medium to long term, ensuring that: –

or have the right people in place

or has the right mix of skills

o employees display the correct attitudes and behaviors, and

or the employees develop in the right way.

If, as is sometimes the case, the organization’s strategies and plans have been developed without any input from human resources, the justification for the HR strategy may consist more in unraveling the implicit people factors that are inherent in the activities. plans, rather than simply summarizing their explicit aspects. “happy people.

A human resources strategy will add value to the organization if:

o articulates more clearly some of the common themes underlying the achievement of other plans and strategies, which have not been fully identified before; and

or identifies fundamental underlying issues that any organization or business must address in order for its people to be motivated, engaged and operating effectively.

The first of these areas will involve careful consideration of existing or developing plans and strategies to identify and draw attention to common themes and implications, which have not previously been made explicit.

The second area should be to identify which of these plans and strategies are so critical that there must be clear plans to address them before the organization can achieve any of its goals. These are likely to include:

or workforce planning problems

or succession planning

o workforce skills plans

or employment equity plans

or black economic empowerment initiatives

o issues of motivation and fair treatment

o pay levels designed to recruit, retain and motivate people

o coordinating payment and classification approaches across the organization to create alignment and potential uneven payment claims

A classification and compensation system that is considered fair and that adequately rewards contributions made.

or broader employment issues that impact on hiring, retention, motivation, etc.

A consistent performance management framework that is designed to meet the needs of all sectors of the organization, including its people.

o Professional development frameworks that look at development within the organization to equip employees with “employability” so that they can cope with increasingly frequent changes in employer and employment patterns

o policies and frameworks to ensure that people’s development problems are addressed in a systematic way: competency frameworks, self-managed learning, etc.

The HR strategy should show that careful planning of people-related issues will make it much easier for the organization to achieve its broader strategic and operational objectives.

In addition, the HR strategy can add value by ensuring that, in all its other plans, the organization takes into account and plans for changes in the broader environment, which are likely to have a significant impact on the organization, such as:

o changes in the labor market in general – demographic or pay levels

or cultural changes that will have an impact on future employment patterns

or changes in the climate of relations with employees

o changes in the legal framework around employment

o Human resource and labor practices are being developed in other organizations, such as new flexible work practices.

Finding the right opportunity to make a case for the development of an HR strategy is critical to ensuring that there will be support for the initiative and that the organization will recognize its initial value.

Giving a strong practical bias to the proposed strategy can help to gain acceptance of the idea, for example by focusing on good management practices. It’s also important to incorporate “early or quick wins” into any new strategy.

Other opportunities may present the ideal time to encourage the development of an HR strategy: –

A major new internal initiative could present the right opportunity to drive a complementary HR strategy, such as a restructuring exercise, a corporate acquisition, a joint venture, or a merger exercise.

A new externally generated initiative could similarly create the right climate for a new HR strategy, for example, Black economic empowerment initiatives.

o In some cases, even negative news can provide the “right time,” for example, recent industry action or employee dissatisfaction expressed through a climate survey.