HR professional should maintain HR best practices for shaping an organizational culture by ensuring the balance between the business and employees is obtained (SHRM, 2020). HR best practices means a universally accepted plan, principal or idea by the organization that provides the best business implementations (Pfeffer, 1994). SHRM (2020) explains how HR use Best Practices related to hiring practices, onboarding efforts, recognition programs and performance management programs to sustain a wining culture.
Hiring Practices
Creating a high performance culture for employees begins with the hiring process (Mosley & Irvine, 2010). In hiring process organizations focus primarily on applicant’s skills (SHRM, 2020) but the HR should care deeply about individuals to recruit who are likely to behave in accordance to the organizational culture that adds value to its culture and should not show an inaccurate image to attract applicants (Mosley & Irvine, 2010). Hiring to Fit the Company Culture deliver the better performance and reduce the turnover cost (SHRM, 2020). SHRM (2020) explains some hiring practice key points that ensure cultural acceptable as below.
- Interview questions should explore behaviors that match with each section of the organization's vision, mission and value statements.
- Ask the questions about organizational values to conduct a cultural fitness interview
- Allow to applicants to express their experiences and beliefs before discussing the organization culture will help to reveal more honest responses to determine the applicants are fit with organization
- As different people have different perspectives, it will better to get the participation of at least three people for hiring process to clearly recognize the applicant being considered for hire
Mosley & Irvine (2010) mentioned how reporter Claire Cain Miller has described the hiring process at One of Fortune’s Top 100 Best Companies to Work for, Zappos.com in an article in the New York Time as “Employees go through two sets of interviews, one about qualifications and one to see if they fit the culture. All employees work in the call center for a month. After a week, they can take the pay they have earned plus $2,000 and leave. Only about 3 percent do [according to CEO Tony Hsieh], but it weeds out those who are not committed to the company. Half of annual performance reviews assess how the employee fits in to the company culture” (Mosley & Irvine, 2010, 37).
Onboarding Programs
HR professionals make aware the new employees about the values, norms and desired behaviors of the organization by designing and administrating the onboarding process for socializing newcomers and providing the early job experience which is strengthen the organizational culture (SHRM, 2020). Onboarding process help to reach organizational success by building up better employee relationship to increasing satisfaction, increase performance and reducing unnecessary turnovers (Bauer, 2010).
In the onboarding program of one of top company Netflix, Laptops and desks are setup before the arrival of recruits and they are involved in big projects from the beginning and to make feel them to that they are contributing from the get-go (Chen, 2020). The recruits are participated for an orientation program with the executive management in the first quarter for giving an idea of the company culture to the employees and their thinking moving forward. Moreover, they get dedicated mentor for help and guidance and CEO meets newcomers to a casual group meeting (Chen, 2020).
Reward and Recognition Programs
HR professionals use their motivational skills and abilities to align the employees with the culture and values of the organization (SHRM, 2020). As a way of promoting wining culture, HR should recognize those who act to reaches or exceeds their targets, in accordance with the organization's culture and values and employees can be rewarded by giving additional payments (Maund, 2001). When individuals or team employees are valued their work, they tend to improve their performance (Torrington et al, 2008) and team based work should not be valued based on individual performance (SHRM, 2020).
One of the best hospital Delnor formed a reward and recognition program which includes The Best of the Best program for creating reward certificates to employees by identifying their customers or other workers who are providing excellent customer service and they are receiving the certificates with prizes that include meal passes for the cafeteria or gift cards for local stores and restaurants (Carter et al, 2005). Monthly Excellence Awards is the next level of recognition, Employees who go above and beyond what’s expected in customer service receive special recognition at a monthly awards ceremony attended by hospital leaders and staff (Carter et al, 2005). Annual Excellence Awards once a year at an employee recognition banquet, select few employees who do something extraordinary for customers (Carter et al, 2005).
Performance Management Programs
Performance management programs provide a framework and a feedback tool to explore the expected outcomes and proper behavior from the employees to encourage them to share values and aspirations to enhance their performance (SHRM, 2020). The 360-degree performance management feedback system enables every person in the organization to provide appropriate positive feedback frequently (CuteHR, 2020).
Carter explained Performance Management Process of one of the best telecommunication company Motorola as “Motorola’s performance management process is an ongoing cycle of setting personal goals that align with the business’s scorecard objectives, then observing and discussing performance issues, development plans, job match, and career plans throughout the year. The process culminates with year-end assessment of leadership behavior and business results, calibrated across leadership ranks, which in turn informs differential investment decisions (for example, incentive plan payout, executive education opportunities, assignment to special CEO project teams) based on relative contribution to the company’s performance. Outcomes of assessment and calibration of relative performance feed into goal setting for the next year, and the cycle repeats” (Carter et al, 2005, 340).
Conclusion
If an organization can operate on the best practices of human resources effectively and efficiently, the employees will excel in organization by implementing flexibility and training in human resources with high employee conservation and happy employees who contribute to creating a wining organizational culture (CuteHR, 2020). HRM plays a very important role in the performance of an organization. Even though company can have a great product but without the support of its staff it is doubtful to succeed and having a satisfying workforce has been a competitive advantage for companies, ensuring that employees deliver their best, reflecting the company's performance (Charles, 2003).
References
Bauer, T.N. (2010) Onboarding New Employees: Maximizing Success. 1st edition. USA: SHRM Foundation.
Carter, L., Ulrich, D. and Marshall, G., M.A. (2005) Best Practices in Leadership Development and Organization Change: How the Best Companies Ensure Meaningful Change and Sustainable Leadership. 2nd edition. San Francisco: Pfeiffer.
Charles, R.G. (2001) Strategic Human Resource management. 1st edition. Alexandria: Prentice.
Cutehr (2020) Cutehr: Top 10 HR Best Practices to build Better Workplaces in 2020. [online] Available from https://www.cutehr.io/hr-best-practices/ [Accessed 30 Nov 2020].
Dorsey, D. & MUELLER-HANSON, R. (2020) Performance Management That Makes A Difference: An Evidence-Based Approach. 1st edition. Alexandria: SHRM.
Maund, L.(2001) Introduction to Human Resource Management: Theory and Practice. 2nd edition. UK: Palgrave.
Mosley, E. & Irvine, D. (2013) Wining with a culture of recognition. 1st edition. Southborough: Globoforce Limited.
Pfeffer, J. (1998), The Human Equation: Building Profits by Putting People First. Mid-American Journal of Business, 13. Available from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.196.9650&rep=rep1&type=pdf#page=51 [Accessed 30 Nov 2020].
SHRM (2020) Understanding and Developing Organizational Culture. [online] Available from https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/understandinganddevelopingorganizationalculture.aspx [Accessed 30 Nov 2020].
Arnolds and Boshoff (2001), found that employees are significantly motivated by monetary rewards and basically pay has symbolic importance, giving feedback to the employee of his or her worth to the organisation (Pearson,1991). In order to prevent dissatisfaction, management needs to continue to observe competitors’ salaries and keep their staff’s salaries in line with competitors. Furthermore, Lam et al. (2001), state that rewards (including salary) affected positively to job satisfaction as it played a dominant factor in motivating employees. Aguinis et al. (2013), stated that monetary rewards can be a very powerful determinant of employee motivation and achievement which, in turn, can advance to important returns in terms of firm-level performance.
ReplyDeleteThank you for adding more, further, there are five recommendations general principles to guide the design of successful monetary reward systems, those are, define and measure performance accurately, make rewards contingent on performance, reward employees in a timely manner, maintain justice in the reward system, and use monetary and nonmonetary rewards (Arguinis, 2013).
DeleteStrongly agreed, in the modern human resource management employees are considering as representations of the company itself (Pinder, 2008).
ReplyDeleteModern HR professionals need to have a thorough, in-depth knowledge of the core competencies of their organization so that they can recruit employees that fit the job requirements and company culture(Charles, 2001).According to the Croswell (2020) described three modern HR practices, first one is focus on empathy- Being empathetic as a human resources professional can help you understand that the whole soul of people will work and the workplace should be a place where people feel safe and supportive. People in an organization must stand up for each other, second one is dig into data - Data can be calculated in a way that makes sense to leaders in many areas of employee experience and they can now see why engagement is important and how it affects the bottom line and last one is turn analysis into strategy- Individual analytics provides valuable insight into an organization, and the next step is to activate human resource practices in a strategic way to make a difference (Croswell, 2020).
DeleteAgree with you. Organization culture influences management decisions. According to Armstrong (2006) has mentioned that every manager has his or her own style but this will be influenced by the organizational culture, which may produce a prevailing management style that represents the behavioral norm for managers that is generally expected and adopted.
ReplyDeleteAgree with you, further a strong corporate culture is a combination of a strategic perspective on human resource management and the fair behavior of managers and employees as a result and also It has a positive influence on decision making, collaboration, communication, motivation, problem solving and anticipation, and facilitates the progress and implementation of management processes (Vetrakova and Smerek, 2015).
DeleteOrganizational Culture inside the organization defines the boundaries of acceptable action and signals what work should be done and how that work is to be carried out, to create best HR practices(Rune, 2005).
ReplyDeleteAdding more to your comment, there is no consensus on the specific human resource practices that make up a high-performance human resource strategy. There is some agreement on the categories of ability, motivation, and opportunity, but it is not clear which uses should be assessed in each category (Oliveira,2020).
DeleteAdding more to your blog , Adewale and Anthonia (2013) noted that ,hiring the wrong person for the job can be costly. The time and expenses associated with advertising, agency fees, interviewing candidates and the negative long term financial and non-financial implications of hiring the wrong person make finding and hiring the right person critical. Traditionally, organizations have focused on identifying and selecting people based on their skills and experience. It makes sense if one can find person who has the right set of skills and has done a similar job. There is a good chance that they will be able to perform effectively in a new role. Though skills and experience continue to be important, practice however pointed to
ReplyDeletemotivational fit as a key differentiator in the selection process.
Strongly agree with you, aside from the obvious financial costs that can be incurred on a bad rental basis, hiring the wrong person for the job can also jeopardize your team’s morale and If a new employee does not qualify and does not add value to the team, the other team members should often get slower (Macleod, 2018).This can lead to resentment from your teammate and if a new employee does not fit well with the existing culture of the company, this can lead to a loss of unity and a restless, negative environment (Macleod, 2018).
DeleteThornhill, Lewis, Millmore, and Saunders (2000) found a potential role for
ReplyDeleteHR-centered strategies to be used to change or realign the culture of an organization. Organizations normally direct their HRM efforts towards the development of competencies
and organizational culture. Organizations use mechanisms to achieve HRM goals
with competent and committed employees ( Singh , 2010).
Agree with your comment, further leadership must commit to a new vision for the organization’s culture, decision-making must support that desired culture, managers must give staff incentives that align with the desired goals, and processes and systems must be engineered to drive the desired behavior (Bridgespan, 2012).
DeleteEmployee with different personality traits finds different culture attractive. For example, employees who are traditional in personalities won’t prefer an innovative culture that employees who had an openness to experience (Ployhart, 2006).
ReplyDeleteAgree with your comment, further cultural competition between an individual and an organization is determined by the individual characteristics of the individual to the extent that they fit into the corporate culture, or perhaps vice versa and a minor cultural match may designate that the individual is drained of important resources by having to continuously adjust to the workplace environment and more over high cultural competition suggests the potential for a more satisfying interaction between both the individual and the organization ( Mallinger & Rizescu, 2001).
DeleteOrganizational culture helps to provide opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. This makes sense because good behavior is driven by ethical values (Magee, 2002)
ReplyDeleteI agree with your comment and I would like to add that an organization can guide the behavior of its employees by instilling ethical values in its culture and however, institutional excellences may change as cultural traits could be source of competitive advantage over casual ambiguity (Barney, 1991).
DeleteFrom my point of view, it should be a combination of best fit and best practice to thrive among the competition. The best-fit model emphasizes that HR strategies and organizational strategies must be aligned. In other words, it is important to make sure the HR strategies are suitable in different circumstances along with the culture and operational process as well. Thus, according to Armstrong (2006, p.138), it is an idea that different HR strategies have to focus on a given needs of both the organization and its employees.
ReplyDelete