HR as a "Strategic Business Partner"? 5 Concepts To Really Being A People Oriented Company

The Human Resources team being a "Strategic Business Partner" with the Operations team is not a new notion.

HR should not be considered a "partner" because HR is part of the organization making it whole not a separate organization with similar goals as term partnership implies. Maybe the view of being a "partner" contributes to ongoing battle that HR can be viewed quite often as a separate identity from other departments in the company.

Management Concept

I often hear things like "How do we get HR a seat at the table?" HR professional often view themselves as an individual entity from the other teams in the organization if they want to admit it or not. "What are WE (HR) going to do to get THEM (everyone else) to understand?"

Human Resources team is often viewed by people inside HR and out as "HR against everyone else." So for instance, if the strategy of the HR team is to "break down the walls between departments" How can this effectively occur when HR is viewed as an outsider? Trying to break the walls down before they are ready to can inadvertently create higher ones and can continue the cycle.

So what do WE (The organization as a WHOLE) do? There as so many concepts, theories, practices and models out there it can make your head spin. Which one is the best?

Almost anything I delve into has HR/Business concepts or elements that are in common. Most things that I personally agree with are integrated in one way or another with the next and it is not because I am being one sided in my research. It is because the books, articles, and website and blogs I research are by people that have proven success in HR and Business and are sharing their knowledge, successes and failures.

So what do WE (The organization as a WHOLE) do join all forces inside the company?

REALLY be people oriented.

1-Listen to your people.

Many companies like the idea of saying they have an open door to all employee's ideas. BUT do they really? Many companies like to say they are "focused on the people" and I am sure they would really like to be. If you dissect the actual facts, they are not. If you look at the "Best Places to Work" in the USA they have one thing in common, no matter what the product, it is people focused first.

It is amazing what you can learn about your organization when people are truly encouraged to speak up.

2- Foster a work environment that truly embraces a "Bias for Action" atmosphere at all levels. In many organizations if you just act in the best interest of your customer, client, subordinates and then ask for permission, you get in trouble.

More often I see organizations that are inconsistent with this philosophy. In reality it is more of a "some people can be take action, and others can take action sometimes but only if those actions are nominal."

Other companies will claim to encourage employees to be to take action but in reality they are really "if you are part of upper management or in HR you can bias for action but if you are lower on the totem pole, there will be career consequences for your actions."

Pretending to take action is not taking action.

3- Challenge The Same Old to Change the Status Quo

How can an organization move forward if no one scrutinizes what they are doing today to make it better?

Staying the same doesn't grow an organization. Not ever being complacent with status quo does. The biggest hero's in the business world are never referred to as the man/women that just showed up each day and did the same thing over and over day in and day out. Personally, I would be uncomfortable to be known as someone who is just consistent. I prefer to be known as someone who is consistent, BUT consistently passionate about growing the business, taking action and inspiring others to do the same!

You have heard the saying- "If you do what you always do, you will get what you have always got" It doesn't even fit anymore. It should now be "The companies that do what they always do, get a bankruptcy attorney."

4- Discover underutilized and underdeveloped talent in your organization. To put it plainly and simply "Use um' or Lose um'!" To quote Marcus Buckingham author of First Break all the Rules and Go put your Strengths to Work, "People are not an organizations best asset, peoples strengths are." This is actually one of my all time favorite quotes.

How many times have you heard variations of "It is too bad he left us for them, he has so much potential." Potential!? Potential!? The definition of potential is the capable of being or becoming possible. Is it possible? DEVELOP HIM! Don't lose HIM!

I speak to hundreds of talented candidates in a year. Of course I often ask the obvious question. "Why do you want to leave your present position? All to often I hear "I am looking for a better opportunity" This can mean so many things but can it be I am just speaking with someone that is under developed or underutilized? Am I speaking to a person that may work for you?

Often employers are under utilizing talent. I am not saying everyone can be promoted to CEO I am saying if you have people that unmistakably stand above the rest as consistent, high performers and/or leaders, you better pay attention, these are the companies future. Many companies like to refer to these people as "High Potential." If you know they stand out, often they know they do as well and are in waiting for you to notice. NOTICE! If you aren't in a position to promote this person, or if that is not an option in your company, show appreciation, provide them with ability to lead, develop others and themselves. Do something! Make sure they do know that you notice! Because if you don't, I promise you, other companies will.

Strategic Business? How about aligning the talent you have. Now that's a Strategy! Move your company forward by utilizing current talent, these people already work for the organization, and they are invested in to the future of the organization that is why they are there. Stop over analyzing the past, learn from it, and use this talent to move forward, discover future goals and future threats.

5- Continued Training and Development in all areas.

Never, never stop training and developing talent.

All too often programs come and go with no real impact on the organization. What a waste of time and money. Often promising programs are developed and implemented. They come out of the gate full force, EVERYONE is trained and energized! Then, that it. No continued support or development of the program and the developers want to know where they went wrong. Often they didn't do anything wrong, they did exactly what they were to do but take the blame when it fails. It was a failure after the initial implementation when it was out of the hands of the developers and trainers. The program gets passed over to the people it was designed to benefit and they are trained and then sent out to put it into practice and they don't.

Why? Did the program stink? Probably not. How about this for a concept; Are the people that should be executing the plan, actually trained on executing the plan or was the "training" just understanding what the plan is designed to do?

HR is part of the organization making it whole. As a HR professional stop trying to get a seat at the table in which you sit. Just be a rational, influential, motivating part of the business strategic plans moving forward. Acknowledge past good and bad patterns make informed suggestions and decisions to move the organization forward.

Human Resources professionals tend to be the first to embrace change. This is your opportunity to be influential and inspiring to those reluctant to embrace the strategic change.

If you view yourself as an individual entity apart from the other teams in the organization you will be an individual identity. This practice will not be effective when bringing your expertise forward when Human Resources changes are necessary. Be part of the organizations solutions, not part of the barriers.

If companies do not grow and change they do not move forward. In reality change is much less threatening then having to look for a job when your company becomes extinct because it didn't keep up. So if that is the case how come often when we see a "major" change to processes you see a negative vibe to follow? To me, it is clear. Too much all at once, it is reactive to the company's lack of continued ongoing incremental growth changes.

Personally, I not only embrace any change in my organization, I actually thrive on it! It invigorates me even it if can threaten my very existence in the organization. I have heard comments like "If you don't like this plan, process, policy, don't worry, just hold on, it will change. All I can say is, "I hope so."

HR as a "Strategic Business Partner"? 5 Concepts To Really Being A People Oriented Company

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Some Functional Concepts Of Modern Management System

There is no denying the fact that the functionalist knows that nation-state system is changeable and is the cause of aggression, separation which undermines the real needs and interests of human race. They tried to give importance on specific tasks of economic and welfare co-operation. This would avoid divisive political debate, but at the same time create a community of interest which would ultimately render national frontiers meaningless. According to the functionalist view technical collaboration in one sector generates a felt need for functional collaboration in other sectors. The neo-functionalists consider integration as both a process and an outcome, but they prefer to emphasise on co-operative decision-making processes and elite attitudes in order to assess the progress towards integration. They have focused primarily on formal institutions in an attempt to determine the extent to which important functions are carried out by national as opposed to international agencies.

The transaction based approach seeks to measure the process of integration by watching the flow of international transactions, such as trade, tourists, letters, and immigrants. Karl W. Deutsch and some other writers have termed this perspective the communications approach. Deutsch hypothesised that, the more one nation-state interacts with another, the more relevant they become to each other; however, such an increase in mutual relevance may not lead to integration unless it is accompanied by mutual responsiveness, which was defined as the ability to respond satisfactorily to the demands contained in the transactions between the actors involved. In the view of all Management cooperation, a community cannot exists unless its members are co-dependent, and such interdependence can only be established by a network of mutual transactions. Although it seems that the South Asian states wanted to emphasis on functionalist and Tran sectionalist approach in their regional integration, but they did not transfer their core issues to their regional body. Even communication among states did not increase considerably. Mutual response is also very low in the area. For heterogeneity in various fields among the South Asian states mutual transaction has not developed. Analysis of the heterogeneity among the South Asian states is the main issue of the present paper.

Management Concept

The most common route to regional integration is through progressive liberalisation of trade relations between members of a regional community, which could progress through various stages: First a Preferential Trade Area (PTA) with lower tariffs; then a Free Trade Area with no tariffs; next a Custom Union with common external tariff applied to external trade; a Common Market with free movement of all factors of production and stability in internal exchange rate with full convertibility; an Economic Union with common currency and a unified monetary policy and a Political Union with unified judicial and legislative process of members states. By following above mentioned process of regional integration we can evaluate the position of a regional integration initiative. On the other hand, the term regional co-operation is a loose construction of integration. It denotes a willingness on the part of countries to work together in achieving regional economic interests on the assumption that, in the long run, this will result in enhancing national economic interests and welfare even if national interests might need to be subordinated in the short run.

In view of the above, it is evident that the concepts which are virtually important to establish economic relationship needs to be promulgated for the sake of the nations undoubtedly. The cooperation criteria envisage the capacity building aspects among nation for which divisions, differentiation in opinions, misrepresentation and financial stringency amalgamation need to be sorted out for finding a solution to live with peace, prosperity and realism of life.

Some Functional Concepts Of Modern Management System

Kh. Atiar Rahman is a distinguished author and a poet. He has many publication in national and international media

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Accounting Theory - Basic Accounting Concepts

There are four basic accounting concepts. The concepts specify and explain the guidelines that should be followed when managing the accounting of a business. Below there is a list of the these four basic accounting concepts and a brief summary of each concept.

1. Accruals Concept

Management Concept

The accruals concept states that revenue from transactions and transactions which cause liabilities are accounted for when they occur, even if cash or property has not actually been exchanged between the entities involved in the transaction. For example, a dentist, Dr. Payne orders and receives 6 months worth of toothpaste for 0 in January. Even if he does not pay for the toothpaste until February, Dr. Payne should still record the 0 liability in January and not wait until February, since he owns the goods and is liable to pay for them to the supplier. On its turn the supplier will be accounting for the sale of toothpaste to Dr. Payne.

2. Consistency Concept

Once certain accounting method has been applied by the accountant, this methods must be applied throug all the further periods for the accounting purposes. The accounting method should only be changed if there is a valid reason that requires the change. For example, if the accountant starts recording transactions using the double-entry accounting method in January, he or she should continue applying the double-entry method for the remainder of the accounting period. He or she should not begin applying the double-entry method and suddenly switch to the single-entry accounting method mid-accounting cycle for no identifiable, valid reason. This means that all the accounting methods and procedures must be applied consistently to ensure comparability of information among periods.

3. Going Concern Concept

When the accounting of a business is being managed, it should be assumed by the accountant that the business is viable and will still operational in the foreseeable future. If the accountant has any reason to believe that the business will not remain viable in the foreseeable future, he or she must state the reasons for coming to that conclusion in the financial reports of the business. If the accountant has an opinion that the company will not remain in business and there are no sufficient evidence to proof the opposite, the accountant may simply include a disclaimer in the financial reports stating that he or she believes, but cannot show evidence to prove that the business will not remain viable.

4. Prudency Concept

Liabilities are accounted for in the balance sheet even if they is only a possibility for such liabilities to occur, despite they are potential. However, revenues are accounted for in the financial statements only if the business has title for such revenue and has already collected or will collect cash or other assets in the future. If there is a doubt about this or there is no strong legal basis to recognize revenue, it is not accounted for in the accounting books. This concept helps to ensure that businesses make provisions for potential losses, not just realized losses, and do not erroneously include revenues that are simply anticipated, but not yet earned.

Accounting Theory - Basic Accounting Concepts

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Finite Scheduling in Manufacturing - Concepts in Capacity

For a variety of reasons, some manufacturers prefer to schedule jobs according to the limitation of resources and capacity found within their system. Scheduling processes that, from the outset, take the limited capacity of a plant to produce are said to be using a finite approach to scheduling management. For the manufacturer, this approach works a schedule according to capacity criteria set in advance of production. The criteria can include any number of factors such as job due dates, job importance, and even the very importance of the customer to the manufacturer. Finite scheduling means that you are more often than not running your most important jobs first, getting them out as close to the promised delivery due date as possible, while hoping to return to less vital jobs in due time.

There are a number of ways to determine this concept of "importance" when it comes to finite job scheduling. In the most simplest terms, a manufacturer can schedule merely according to how much a plant is capable of producing in any one average workday. That is to say, how much can be produced without the need for additional machinery, manpower, or other resources? Often, this technique employs electronic scheduling boards, which tend to copy the old card-based loading boards and calculate time and machinery automatically so that no two jobs are loaded on the same machine at the same time. In this way, production is limited through finite scheduling that recognizes limited capacity.

Management Concept

On the other hand, scheduling can be done based upon priority criteria. Finite techniques such as order-based scheduling produce tasking lists on the basis of order priority. The router sequence for individual resources is determined by the overall priority of the order for which the parts are destined. Here, jobs may be deemed "important" by their relationship to other jobs in assembly modes, the sudden availability of usually limited materials, and/or the customer value to the company of the client placing the order. While this technique can prove to be a more accurate way of producing scheduling algorithms, the concept does open up the possibility for some work centers to go under utilized due to gaps in the schedule to accommodate idiosyncratic router sequencing.

Finally, constraint-based scheduling is a finite method that works through a Master Production Schedule to locate the bottleneck in the line and continue to load it. In short, constraint-based scheduling will try to synchronize, or "balance", the bottleneck with non-bottlenecks along the line and in this way have a more accurate determination of when bottleneck items will be ready. As a finite concept used in enterprise resource planning (ERP) software, constraint-based scheduling has become interesting as a form of modeling and solving scheduling problems. With a robust ERP system, it is now possible to run constraint-based schedulers on-line for any number of parts and assemblies.

Finite Scheduling in Manufacturing - Concepts in Capacity

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Victor Viser, Ph.D., is Corporate Communications Consultant of Global Shop Solutions. Global Shop Solutions is the largest privately held ERP software company in the United States.

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