Reference no: EM132847485 , Length: Word count:- 600

You are the newly hired Human Resources Manager for Diamond Express, Inc., a customer service and sales organization that has been in operation for 2 years. You were hired to develop a fully functioning human resources department that will provide enhanced HR services for the 150 employees and the leadership team. Over the past 2 years, the human resources functions have been spread among several individuals within the organization, including an administrative position, which processed paperwork, and the management team, which typically handled their own human resources issues.

• The CEO recognized the need to bring in an HR professional who will provide more strategic support for the organization to help with their aggressive expansion goals. You are aware that there may be initial resistance from the management team; therefore, you plan to schedule one-on-one meetings with each manager, where you will get to know each manager's leadership styles, department functions, as well as needs and challenges. You also plan to hold communication sessions with employees to introduce yourself and discuss your role in helping them with HR needs they may have. You realize that for many people trust is earned, and it may take some time for the management team and employees to feel comfortable with you. You are prepared for this!

• Before you can begin addressing organizational issues, it will be important to engage in an organizational analysis to identify current issues and set a baseline for your work. This process consists of familiarizing yourself with the company background and assessing existing challenges and issues.

• The critical areas in which you intend to focus initially include staffing, policy review, training, performance management, pay practices, benefits, career development/recognition, and retention. You are aware that because the HR functions are currently spread among several individuals within the organization, it is highly likely that procedures and policies are inconsistent within the organization. Through the centralization of these functions under the "HR umbrella," consistency should be restored. However, this must be done carefully since the individuals involved feel personal responsibility for their functions.

• You are very much aware that any initiatives you recommend must be tied to the corporate goals and designed to support the CEO's vision for the company. If you are to align yourself as a true business partner, you will need to be prepared to provide financial data and other concrete figures to support your recommendations. For example, in your brief time with the company, you quickly recognized an issue with employee turnover. In presenting recommendations, for addressing turnover, remember to include the financial benefit to the company-how a reduction in turnover increases productivity and reduces expenditures. Demonstrating the return on investment for your recommendations will be essential to your providing value-added service to the organization.

• Additionally, with all strategies and policies you recommend, you will keep in mind the culture and values of the company and how you can help to support those values through your recommendations. HR policy can either detract from or enhance company performance. You intend to demonstrate, through your recommendations, that you are a strategic business partner focused on helping the company to achieve its goals and remain competitive.

• You realize this will be a challenge and know that effective communication and relationship building will be critical and will help to facilitate the changes to be made. You have considered what will be required, and you are prepared and eager to make a difference!

HR professionals are often heard requesting a "seat at the table." In other words, they have a desire to be viewed as a strategic business partner who is helping to drive change and implement policy.

Question 1: What do you see as some of the barriers HR professionals face in their efforts to be viewed as true business partners?

Question 2: What can the HR professional do to position him- or herself as a business partner?

Question 3: What is the significance in having that "place at the table"?