Report on the Human Resource Audit (HRA

Table of Contents

Introduction 3

Definition of HRA 3

Definition of HR transformation 3

The link between HRA and HR transformation 4

Question 1 4

Critically discuss the mentioned HR value model “Figure 1” and explain the adding value of this model to the organization? 4

Results of the above implementation: 6

Question 2 6

Explain the associated risk in the case there is no alignment between HR process and business? 6

Question 3 7

Critically describe the outcome benefits of HRA/transformation from the above case study? 7

Conclusion: 8

References: 9

Introduction of the Human Resource Audit (HRA

Definition 

HRA stands for the Human Resource Audit, as its name shows it is one of the most comprehensive method of the objective along with the systematic verification for all of the current or present practices that includes the different policies, documentations as well as the procedures that are prevalent in the HR system of an organization. (Jacobs, 2014)

This HRAs also mean Health Reimbursement arrangements, this is also kind of a benefit which some of the employers offer to their employees working with them to help them out with the health expenses. This is kind of a way for the different companies to reimburse the different workers for all this costs. These reimbursements are mostly tax-free when it is being used for the qualified medical expenditures. (Koster, 2015)

Definition of HR transformation of the Human Resource Audit (HRA

Human Resource (HR) transformation is a complete process for the fundamental re-chartering along with the rethinking of the different HR function or even the department in any of the organization. Some of the experts here also makes a prediction about the future of this HR transformation that how it is associated with the organization and how it can work for the organization. One of the final choice on which the HR could focus is the organizational development that is also called as OD along with the change management as well. In short this HR Human Resource is a department in any of the business organization that is completely responsible for all of the things that are related to the worker. This includes the recruiting, selection, hiring of the staff, giving certain trainings, paying or salary and firing the employees as well. (Caldwell, 2010)

The link between HRA and HR transformation

The term HR transformation has number of different meanings overall to the number of different people. In one of the recent article, the HRA has been defined as the systematic identification along with the quantification of the different people drivers for the certain outcomes of the business, having a purpose for making better decisions in future for the organization. Association between HRA and HR transformations is that HRA is all about analyzing the human resources HR that is being related to the data in a systematic way for making decisions that are better and beneficial for an organization. HRA is one of the biggest buzzword in a field of HR. HRA mostly have all of the appropriate or the must have solutions to the challenges associated with the HR transformation. (Su, 2018)

Question 1

Critically discuss the mentioned HR value model “Figure 1” and explain the adding value of this model to the organization?

Figure 1 in the given article shows two different segments that are being called by the names of, Drivers and the other one is outcomes. Drivers is associated with the input or the things that are being required to show the results for any of the company or organization and the outcomes means the results. 

For the Drivers or the Inputs portion or part, things that takes a role in giving the positive output are:

Enterprise business strategy is also called as the corporate strategy and this strategy is one of the broadest form for the business. This Enterprise strategy also deals with the certain issues that is responsible for affecting the firm in a whole way. This is being developed typically at the high level within any of the firm by the help of board of directors or the top management team as well. 

Identification of the Desired Culture is the next part that comes after the Enterprise Business Strategy. This is very important step as it help in the determination of the different cultures that is being defined as the complex whole of a society. This part includes each and everything which gives society a complete identity. This also helps in knowing that employees are from which certain culture and what are their believes. There are five basic characters that all of the cultures have common in them. These characteristics are that all of the cultures share are being learned, shared, integrated and dynamic as well. For any of the organization, this culture consists of the different values, beleifs and the behaviors which all of the employees share and they further use it on the daily basis as well regarding their work. This identification of the Desired Culture of an Organization help in determination that how different employees decsribe that where they work, how they get to understand about the business and in short how all of them see theirselves as a complete part of an organization. (Akter, 2016)

This Identification of the Desired culture further gets divided into two major subgroups that are, Prioritize the Customer Segments and the next one is Align the HR practices. Talking about the first one that is customer prioritization. It describes about the orities among all of their different customers and resources are also being allocated. All this corresponds to such priorities. This is the idea of customer prioritization that implies on the selcted customers that receive different along with the preferential as well. Now talking about the Alighn the HR practices, this requires the understanding of the business strategy carefully and in detail, assessing of all the current situation of the company along with the outside environment as well, then comes the planning and implementation of the HR strategy and then the last part is the measurement along with the evaluation of results and make certain adjustments according to the need. 

Some of the academic references for supporting the ideas:

1. Shi, L. H., White, J. C., Zou, S., & Cavusgil, S. T. (2010). Global account management strategies: drivers and outcomes. Journal of International Business Studies, 41(4), 620-638.

2. Trainor, K. J., Rapp, A., Beitelspacher, L. S., & Schillewaert, N. (2011). Integrating information technology and marketing: An examination of the drivers and outcomes of e-Marketing capability. Industrial marketing management, 40(1), 162-174.

3. Pentina, I., Gammoh, B. S., Zhang, L., & Mallin, M. (2013). Drivers and outcomes of brand relationship quality in the context of online social networks. International Journal of Electronic Commerce, 17(3), 63-86.

Results of the above implementation of the Human Resource Audit (HRA:

These two factors then helpful in improving all of the organization performance because such plannings are really imporant and when they are being implemented carefully, performance of the organizations gets improved overall. Next factor that gets affected is determination of the employees behavior that how they work in an organization and how the companay is getting effected by it. 

The last outcome of all the above discussed factors is the increased Market share. Products of the services of the company or an organization gets famous in the market and as a result market share also increases. 

Question 2

Explain the associated risk in the case there is no alignment between HR process and business?

According to the case, there was no formal strategy for the HR at all. The strategy for the HR was just kind of a list of different projects which they were supporting all the way. In place and the metrics that were being used were much tactical and they were not aligned to any of the business strategy. In addition to this, there were many different opportunities for redefining for all of the current HR services or the products offering along with the rethinking that how all these services were being delivered. HR in the case was also delivering some of the lower level of the products along with some services as well but on the other side their line customers wanted to have the higher level of different HR services that includes the internal consulting, new and unique HR processes and strategic talent management. In the case, HR also lacked the competency model for the identification of knowledge, different skills along with some of the abilities that staff would be needing in the future time. This whole thing complicated the complete development efforts of the Human Resources function. In the last, current staff didn’t have any sense for the urgency and the results were not focused as well. They were completely unable to be the leaders of thought because they were lacking the cutting edge intellectual capital which all of their line customers would value in the future time. All of them were the experts in the specializations of the HR but along with this they were much weak in regard to the business knowledge. HR was delivering the lower products along with the services as well but the line customers were the ones that wanted to have the higher level of the different HR services that includes internal consultation, management of the strategic talent along with the new processes for the HR. HR in this case study also lacked the competency model for the identification of the knowledge, skills and the different capabilities which there staff would definitely need in the future times. All these things complicated the different developmental efforts of the different functions of human resources. Last point that has been identified in the case study is that all of the current staff did not have any of the sense for urgency and there results were not focused at all. They were completely unable to be the thought leaders because they were the ones that lacked all of the cutting edge intellectual capital which their line customers would definitely value. (Lai, 2017)

Evidences for the risks that has been identified can be obtained from the case study as different risks has been extracted out from it after going through it or reading it. 

Question 3

Critically describe the outcome benefits of HRA/transformation from the above case study?

Benefits that were being accumulated from this kind of transformations include both qualitative as well as the quantitative in nature. Most of them took place immediately just after the changes were being executed while the other took place in the later stages. 

Development along with the communication of the HR plans of business struck a chord with the help of line management and then all of a sudden their perceived value of the add got increased in a dramatic way. This further plan out the strategical prioritizing of the different segments of HR that includes the plan for the continuation of the up-skill being allocated by the HR staff. (Schwatka, 2018)

Qualitative benefits are the ones that begins with the implementation of different initiatives that are designed at providing a better direction for the HR staff along with the strong alignment towards the business strategy. Creation of this formal HR strategy which is translated into the scorecard of the metrics that will also HR function to allocate the different resources in a strategic way and then measurement of the value creation that is most important. (Monday, 2017)

Administrative burden of the function for HR got reduced in two different stages. Short termed in which the self-delivery service platforms were being used so that only managers and the employees can get an access to the selected data to make sure they can update themselves. In addition, much of the HR administrative that were left out has been outsourced or centralized as well and then further obtain the economy of scales. This will help in headcount along with the overhead of HR allocates to the line. 

Performance management has also been redesigned and then use the forced distribution model and they are being intended for the promotion of different behaviors that are aligned with the business strategy in a very tight way. 

All such changes are being expected to enhance the image considerably and perceive the different values that are being added to the HR function over the time period. When different transformation efforts have been assimilated, expectation that HR will be viewed by providing the consultative support around the whole organization issues or the issues that are being faced by the people as well. Try to be always customer focused in an extreme way no matter what along with the quick response. One should be very responsive towards the needs of all the business. 

All of the performance management system has been redesigned and it also utilizes the model of force distribution and this is also being intended for the promotion of particular behaviors that are being aligned with the business strategy in a very tight way. 

One of the major part for the transformation is being redesigned by the key of the HR business model. The talent acquisition process is the one that will be centralized through the COE, apart from using all of the external executive search films each and every kind of the recruiting will be brought into the house. 

Evidences of the Human Resource Audit (HRA:

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2015). Human resource management. Gaining a Competitive.

Armstrong, M., & Baron, A. (2005). Managing performance: performance management in action. CIPD publishing.

Den Hartog, D. N., Boselie, P., & Paauwe, J. (2004). Performance management: A model and research agenda. Applied psychology, 53(4), 556-569.

Conclusion of the Human Resource Audit (HRA:

In the end I want to conclude by saying that business is a platform that gets success by the efforts of different departments and the employees that work in that department. Only a single person can’t run the business successfully. We have briefly described about the different steps that one can apply in the business organization to increase the market share. Not only this but HRA and HR along with their difference is also being described in detail and how they takes a role in a business organization along with the employees as well that work in the business organization. These are the terms which are related to one another closely and they have a very positive impact as well on the complete organization. Case study has also been discussed in relation to the different aspects that how the organization should work and what are the different kind of the results that are being obtained by the behavior of employees in an organization. When HR management work appropriately and all the things are being done on time along with the proper efforts of employees then the market share also gets increased of an organization. 

References of the Human Resource Audit (HRA:

Akter, S. W. (2016). How to improve firm performance using big data analytics capability and business strategy alignment?. International Journal of Production Economics,, 113-131.

Caldwell, R. (2010). Are HR business partner competency models effective?. Applied HRM Research. 12(1), 40.

Jacobs, W. K. (2014). agglomeration of knowledge-intensive business services and multinational enterprises. . Journal of Economic Geography,, 443-475.

Koster, H. R. (2015). A shaky business: Natural gas extraction, earthquakes and house prices. European Economic Review. 120-139.

Lai, H. &. (2017). What Policies and Practices Can HR Utilize to Promote an Innovation Based Culture and Help Drive Business Outcomes Through It?.

Monday, O. (2017). Human Resources Accounting: Issues, Benefits and Challenges. Management,. 129-138.

Schwatka, N. V. (2018). The impact of worksite wellness programs by size of business: a 3-year longitudinal study of participation, health benefits, absenteeism, and presenteeism. Annals of work exposures and health,.

Su, B. &. (2018). Are There Companies that Build Business Rotations into their HR Development Strategies?.