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How is the effectiveness of HR measured in Battle Management Directorate?

 

How do they do ROI? What is the methodology used? How well are the numbers accepted by management? How has this helped HR’s reputation in the company?
ROI, return on investment is accomplished with our military, civilians, and contractor support by our recruitment and training programs. We measure the financial and intangible value added to the organization for its dollar investment into training and development of our personnel. The methodology being used is an evaluation framework that includes the impact on career progression and mobility, promotions, retention and those costs with keeping highly trained individuals in service. The goal is to invest in our personnel to keep providing security for the nation. (Witte, 2012)
3. How do HR professionals develop the skills to deal with the future business world?
HR professional develop the skills by first taking initiative in training. HR professionals need to understand the basic competencies in HR. Skills that can demonstrate expertise in their profession and have a broad knowledge of information pertaining to HR related work. (Witte, 2012)
4. Review the trends with the interviewee and ask them which trends are affecting their company and what is HR’s role in helping the company be successful in that environment?
We are experiencing dramatic changes from downsizing of the HR workforce, structural reorganizations, delegations of HR authority to line managers and an influx of technologies to the HR community taking the place of HR Managers.
Our job is to provide effective HR programs, efficient HR processes and legal compliance with all matters. (Witte, 2012)
5. Does HR sit at the strategic planning table? If so, how did this come about? If not, what is HR’s role in helping the company meets its goals?
Yes, we are part of the planning team. It’s a process within our OPM guidelines to provide strategic planning for all Government managers and leaders with defined practical meaningful measures that assess the effectiveness of human resources management and its support of mission accomplishment. Our role in recruit and retain the force to execute the Army core competencies is part of the strategic planning. (Witte, 2012)
6. How do you rate the Diversity within the organization?
Diversity is a priority within the COARNG and our organization. Currently, we continue on a strategic path to attract, recruit, develop and retain a diverse and inclusive workforce of highly qualified individuals who reflect all within our Nation. The results for an Army survey conducted last year on diversity within the Army showed that 76% of all personnel working within the Army agreed we are a very diverse Force. (Witte, 2012)
7. Do you feel that the DoD HR departments are being less utilized and software programs, websites, and technologies are doing more of the “Human” aspect of HR?
Times are changing in America, Yes I feel that the DoD is depending more on technology to do what we do. But this is wave of the future; we have become more dependent on these technologies due to cost. It’s cheaper to have software programs or websites developed to handle those applications for health care benefits, retirement, payroll, etc. These services being developed can be useful in most cases but truly cannot replace the Human element in the HR management process. Most customers want to deal with a Human versus the machine. (Witte, 2012)
8. During the re-organization, what has been your biggest challenge?
I would have to say the loss of personnel within the organization, the work tempo is still high but there are less of us to perform these duties across the unit. Fiscal challenges make the HR management strategy hard to accomplish. Fulfilling the same requirements with fewer personnel is very challenging for HR personnel. (Witte, 2012)
9. Where do you see HR within the DoD over the next 5 years?
I foresee more contractor support replacing HR Civilians providing HR support to front line managers. It’s the ebb and flow of working within the government. Every 5 to 10 years there is a shift from government civilians to contractor support. Its now the time for the contractors to do the work and in 6 or so years you will see a change in the workforce back to government civilians. It’s the nature of the beast. (Witte, 2012)
10. Finally, are you happy with your decision to return as a civilian technician instead of retiring and finding a HR job in the civilian world?
Yes! I have learned a lot over the years with military and now I work directly for an HR Manager, instead of a Commanding Officer. Honestly, in corporate America it’s no different with providing guidance and support to managers. We all have the same laws and regulations to follow. (Witte, 2012)
Rodney
Task.

Based on what you have learned in the course and about your current HR department, create a new HR department that is capable of carrying the business successfully into the 21st century. The paper will include all of the following issues, the global business environment, the strategic role of HR, employee issues such as hiring, retention, performance management, diversity, career management, legal issues, benefits, compensation, succession planning, ROI, and how HR people will keep up with understanding the business. The paper needs to integrate research to support your reasoning.
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