The Evolving Role of HR in Contemporary Organizations

This report discusses the main objectives and functions of HR departments, how they have evolved over time, and how they vary between different organizations. It also covers how to measure and evaluate HR contributions using metrics such as employee turnover, engagement, and performance. The report emphasizes the importance of managing HR in a professional, ethical, and just manner, and how high performance working and investment in people can impact organizational performance.

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Human Resource
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Section 1
Main objectives and functions of a HR department
The HR function aims to help an organisation deliver its corporate strategy and objectives by
effectively managing people and performance. The following are the roles of HR; they include,
 Recruitment (Search and hiring of personnel);
 Employee Engagement;
 Learning and development;
 Organization, rationing, labor efficiency;
 Management of the size and structure of the company;
 Internal PR and feedback;
 Working conditions;
 Corporate culture;
 Performance Management;
 Best practices in HR and related industries;
 The image of the organization.
The most important however of the objectives is search and hiring of personnel. Some HR are
engaged in the search and hiring all the time, literally (Arora and Hanumante, 2017). They
carefully select staff, that for the rest of the time it does not remain. Search lasts for months,
some positions for years and that, but nothing. Since the rest of the functions are limping or
completely abandoned, the personnel who are already working in the company begin to react to
this, sometimes leaving the company. So you have to search again. And besides, if the company

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does not deal with its personnel, it is increasingly difficult for them to find new employees, who
will go to a company that does not pay attention to its staff.
Explain how the HR functions have evolved in contemporary organization
With these function, the dynamics of an organization have changed, and therefore these
functions have also evolved (Butler and Callahan, 2014). Without correct adaptation, the
company runs the risk that the new employee will not include in the work, or turn on not as
expected, and sometimes even entirely leave the company. Enter the employee in the company,
explain all the necessary points, and introduce him/her to the mentor or curator. Adaptation is
also a trial period, i.е. The period when both the employee and the company have a period to
make sure of the correctness of choice. The company has to test the employee in this case for this
period. The evaluation should have a goal, and therefore there must be some preconceived
consequences. Consequently, it is essential not only to evaluate but also to do something
according to its results. The HR is also heavily involved in objective setting and resource
analysis. As a result of coordination, plans appear that combine activity to achieve goals,
timelines, funds, and implementers. The plan is a detailed set of decisions that will implement in
different organizations like the SMEs, a list of specific activities and their implementers.
Strategies and planning have different variations, and they can be viewed from different points of
view.
Justification for managing HR in a professional , ethical and just manner

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The role of HR has evolved over time. There is a need to maintain the HR department in
an ethical, professional and just manner. This is for those who think about this or who are
already dealing with basic rules, several: - motivate what the company needs - tie motivation to
the company's results - the closer to the result, the higher the reward should be - encourage the
unique ones - do not pay unearned or any price. Makes the relationship between the company
and the employee honest (Engel, et al., 2018). Evaluate what the company needs - skills,
qualifications, competencies, results of work.
Section 2
Summary of two different ways in which HR objectives can be delivered in an organization
Objective-setting (formulation of goals). What exactly do you (or your company) want to
achieve? This is the most challenging stage. It cannot formalize. The manager's personality
manifests itself precisely in the goals he/she sets. Selection, analysis, and evaluation of ways to
achieve the goals. Usually, you can act in many ways (Fink and Sturman, 2017). Which one is
the best? Which can immediately discard as impractical? Drawing up a list of necessary actions.
What specifically needs to be done to implement the option chosen at the previous stage to
achieve the set goals? Preparation of the work program (action plan). In what order is it best to
carry out the actions outlined in the previous stage, considering that many of them are related.
Resource analysis. What material, financial, information, human resources will be needed
to implement the plan. How long will it take to accomplish it? Review of the developed version
of the plan. Does the plan solve the tasks set in the stage? Are resource costs acceptable? Are
there any considerations for improving the plan that arose during its development when moving

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from the preparation of a detailed action plan? It is necessary to detail the method developed at
the previous stages, to choose the terms of the individual works agreed upon between each other,
to calculate the resources needed. Who will be responsible for specific areas of work (Guerci and
Pedrini, 2014)? Monitoring the implementation of the plan, making the necessary changes if
necessary.
Analyse HR functions varies between different organizations in different sectors and
sizes
Organizations differ in size, structures, type, and objectives. There are private and public
organizations. Public organizations are governed and managed differently from the private ones.
In itself, the existence of a goal does not mean that it will achieve, it is necessary to have
adequate material, financial and human resources.
A Public Authority(Government Sector)
The government employs a lot of people. Most of them are hired not because of their merits,
but sometimes they are hired based on political correctness and affiliations. The government is
particularly not interested in productivity as much as a private institution. The HR department is
not the hands-on management of employees. In most government institution, the employees do
as they want due to the policy of the government on performance. Teachers, police officers and
ministry officials all work based on the department cultures.
A National Private Company
These are companies that base their employment on qualifications and merits. Productivity is
a major issue in this companies. Examples include banks. The HR does not compromise on

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quality because it wants to base the employee's performance on the end product. The HR
demands for efficiency and maximum output on the side of the employees. All records are in the
headquarters; however, each branch nationwide has a manager responsible for communicating
and assessing the performance of the employees.
An SME
These are small and medium-sized companies. The HR department may be small, just like
the company. The employees are a minimum of two and a maximum of a hundred. The owner of
the company may act as the HR manager and may dismiss or hire at will. The management is
involved in learning and development
Section 3
Main Criteria for messuring and evaluation of HR contributions of the HR function
HR metrics used to assess HR function contribution
There are four metrics criteria used to measure HR function. They include; employee
turnover, employee engagement, performance, and measurement plans. Employee turnover rate
is the number of the employee leaving an organization at a particular time during their
employment. A high turnover means the company is not very good at retaining the employees or
maybe the employees are not happy. Employee engagement measures how happy the employee
is at work happy employees tend to be loyal to the company (Lal, 2015). The Performance also is

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an excellent metric measurement; private companies are more concerned with the performance
than the government sectors while the measurement plans are key questions to measure the HR
metrics.
SLA and KPI
It means service level agreements and key performance indicators respectively. SLA is an
agreement between two parties on the terms of service. It is quantitative and provides the scope
of work while outlining the minimum service levels (Meyer, 2016). They are meant to provide a
desired level of service to a customer and guarantees a particular level of quality. KPIs, on the
other hand, are about organizational, operational efficiency and goals.
Staff survey
These are metric indicators given to employees to get their response on the company.
They may indicate whether they are happy or not in the company and many more questions.
Probably for those who come from recruiting and training, it's just an unbearable load. But it is
very important when doing this; HR will silence their "well-wishers." Paying attention to the
right organization of work, you can achieve increased productivity, you can give up unnecessary
processes and extra hands. The same is true for rationing, but keep reasonable sufficiency.
(Mauro, 2017).
Benchmarking with other organizations
This is comparing the company with other organizations especially industry peers on
quality and standards in HR. It may include; performance monitoring which is a very modern

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trend in management, and will make the right HR service very modern. Management of the
number and structure of the company.
Return on Investment (ROI)
This is the return on the capital outlay induced in a particular department. I think it is
understandable that in conditions of limited resources it is no longer fashionable to chase the
number of employees. The number control is another function that HR is not in a hurry to
perform or to which they are not allowed.
How a balanced scorecard or HR dashboard might be used to present HR metrics
If the company does not need it, then HR can perform this function more gently,
controlling the names of units, positions and respecting at least formal organizational unity.
Work with a personnel reserve and talents. A very important function of HR. About it so much is
said and written that there is probably no need to comment on something.
Section 4
Key messages for the report from the articles
Motivation of staff. Very important, but not always the favorite feature of HR. Many of them
are ready to transfer it anywhere in finance and accounting. Whether it affects that most HR
directors come from recruiting and training and to money (meaning salaries) their hand will not
touch, let others (Edwards, 2018). But also in vain, the absence of the function motivation makes
the HR service not full-fledged. Perhaps a little dramatically, but I'm sure of this by 200%.
Targets are set for performance basis. Rewards are given to top performers and underachievers

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are punished or penalized. It is a reward based system for these companies. Its HRMS are
centralized and updated for maximum efficiency. The methods are used to detect any variation in
individual performance. However, the HR department conducts the specific work of each HR
department.
How convincing are the findings and why?
The findings are very convincing. This is because, HR deals with human skills management
and the rewards in the system. It is presumed that, not understanding and not working with
figures of the payroll fund makes HR flawed in relation to other services of the company. HR
themselves deprive themselves of the opportunity to manage the cost of labor, a very important
part of the costs of any company. HR functions are all the same in all organizations. All of the
above features are functions of HR. The order of the functions is absolutely arbitrary - there is no
need to search in this order for some secret meaning. Some of the functions can be combined, but
I deliberately shredded them small enough to show the whole set and so that you could think
about each of them. However, they differ in different areas. It is also essential for HR to be
effective, i.e., control of getting the right company results in a unit of time, studying all the
factors that affect it, you need to eliminate bottlenecks.
How can high performance working and investment in people impact organizational
performance?
In private sector especially, performance is key. High working performance and
investment in people through a good reward system leads to a high organizational performance
and the opposite is true. For training and development to be useful for companies, observe two

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important points: - clearly understand for what and whom you are teaching and what results in
you expect; - "sell" training to your staff, i.e., deliver the goal and expected results to the
personnel who use this knowledge. But it goes without saying that train and develops only the
necessary skills for the company, the right employees and at the time when it is required.
Organization, rationing, labor efficiency (Kuo, et al, 2015). A very simple rule can help here -
every new unit must "pay off,"i.e., bring clear, calculated benefits for the company, otherwise,
you do not enter it (Qadir and Agrawal, 2017). The second part of this function is control over
the organization's organization, duplication of functions, building up unnecessary levels and
structures.
Additional requirements
It is not arguable that the HR function is one of the most important functions in an
organization. A well managed HR department will translate into productivity and efficiency in
the workplace. Employee engagement measures how happy the employee are at work happy
employees tend to be loyal to the company (Lal, 2015). Performance also is a good metric
measurement, private companies are more concerned on the performance than the government
sectors while the measurement plans are key questions to measure the HR metrics. I think its
important to engage the entire human resource in the workplace inorder to encourage maximum
productivity in an organization. So, for example, to create an enterprise in a particular industry,
initial investments of at least a million is required. Government HR departments are big and not
as efficient as the private enterprises. This is because they are a lot bureaucratic than the private
ones. The size also matters. In private sectors, a company with many branches like a bank has an

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HR department in every branch which then communicates with the head office HR for efficiency
and easy management of HR managers.

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References
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Kuo, C.C., Chang, K., Quinton, S., Lu, C.Y. and Lee, I., 2015. Gossip in the workplace and the
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