An HR team faces a vast array of objectives that have to be accomplished for a company to advance in the selected market environment. However, of all these goals, the promotion of employees’ professional development and the increase in the levels of employees’ morale deserve to be seen as the foundational objectives that have to be met for a firm to exist in a competitive environment. Overall, an increase in the degree of productivity that employees show while working in the company has to be seen as the end goal of the HR department. Another critical aspect of an HR department’s functioning concerns addressing conflicts that take place in the organisational setting and allowing people to reconcile their differences, at the same time keeping the production process going. There are two general ways of delivering the described objectives. Specifically, one should talk about the application of strategic resource management and the integration of the process of cross-cultural learning into the ‘management of employees’ needs. In order to advance in its relationships with its staff members, a company needs to collect data about the unique needs and aspirations of its staff members to create an environment that will provide both comfort and a valuable learning experience to them.
The first way in which an HR can ensure that the essential organisational objectives are met includes the implementation of the Human Resource Information System (HRIS) and Human Resource Management System (HRMS). The selected frameworks allow collecting, containing, and using information about employees to their advantage to create the most comfortable setting for them to work in, which suggests a rise in performance levels. According to the latest studies in the subject matter, the incorporation of HRIS- and HRMS-based strategies leads to better compliance with the company’s policies and increased levels of staff’s engagement and enthusiasm. Once the motivations of employees are understood and recognised with the help of the HRIS- and HRMS-based analysis, a company will be able to structure the organisational environment in the way that suits the needs of employees to the greatest extent possible.
Another important approach that an HR department can utilise when attaining the main organisation objectives associated with the levels of staff motivation and their professional growth concerns the use of talent management. While not being new, the notion of talent management is expected to lead to a steep rise in performance excellence as it suggests that employees focus on their assets and develop them. The inclusion of the talent management principles into the setting of companies such as Etisalat has helped them to increase the margins of their profits in a highly competitive market exponentially. Drawing a connection between the notions of happiness, workplace engagement, and professional fulfilment, Etisalat has reached a new peak of organisational performance and continues to grow, as recent reports state. Therefore, the incorporation of talent management techniques aimed at helping employees to fulfil themselves professionally is expected to assist a company in meeting its primary objectives. Since the latter include increased loyalty and engagement among staff members, the link between the use of incentives, the focus on individual professional needs, and the rise in the firm’s performance in the global market are evident.
Speaking of the ways in which HR services can be delivered in the context of an organization, one may need to consider two primary frameworks. These are Ulrich’s three-legged stool model and the generalist approach. While the former incorporates traditional strategies that concern mostly assigning employees roles and responsibilities, supervising the performance of line managers, and similar objectives, the latter implies encompassing a wider scope of tasks. Specifically, the three-legged stool model suggests that the approaches toward delivering HR services should be categorized into “HR business partners, HR centres of expertise and shared HR services.” The described technique allows arranging the resources that are available to an HR manager to the best extent possible. For instance, the management of HR business partners helps to gather the support needed to attain a particular organizational objective. The centres of expertise, in turn, make it possible to extend the menus of intervention that HR managers have at their disposal. The use of shared services, in turn, implies preparing a company for transitioning to the philosophy of continuous organizational change.
The perspective described above includes a broad set of strategies for delivering HR services. These include outsourcing, which implies that other companies are hired to assist a firm in addressing HR-related issues. The proposed technique has an admittedly positive effect on the performance levels since it encourages active knowledge sharing. Etisalat has been known to deploy outsourcing strategies in the past principles as the grounds for expanding the range of employees’ competencies and increasing the levels of its performance in the local market. Additionally, the integration of the approaches such as service delivery model and offshoring needs to be listed among the essential ways of implementing HR services within the context of an organization. However, while there are several ways of improving service delivery, the propensity toward shared services as the main method of implementing HR services seems to have become stronger in companies such as Etisalat since it allows for active knowledge sharing. As a result, organizations can build an effective team of experts, who are capable of acquiring new skills independently.
Integrating Theories of Performance, such as the framework designed by Fayol, and Motivational Theories ranging from Maslow’s Hierarchy of Needs to the Two-Factor Theory created by Herzberg, will help to understand what main organisational objectives the HR function pursues. Moreover, the theories in question will reveal that the HR function has evolved substantially and reached the point at which employees are seen as crucial agents in the development of an organisation. Allowing to view them both as an asset to a company and essential stakeholders that define the course of a company’s performance, the changes in question have ushered in a new era in building relationships between a company and its staff members. As the example of Etisalat in the UAE has shown, organisations have learned that the HR function is not restricted to assigning roles and tasks to staff members but, instead, embraces the entire spectrum of company-employee relationships, which include building loyalty, managing talent, and establishing the cross-cultural dialogue between employees and an organization.