Human Resource Strategy Implementation System

Question: Discuss about the Human Resource Strategy for Implementation System. Answer: Introduction: The competitive world of today demands each company to be ahead of one another in the supreme race of staying or being at the top. The companies device many plans and strategies which help the organizations to reach the pinnacle of success, garnering much more productivity and profitability. The companies, in order to achieve the maximum level of productivity and profitability, often resort to many practices related to the management or the operations of the company. One of the most pivotal strategies of modifying a specific company in order to ensure maximum productivity and profitability is ensuring a good and healthy practice of keeping and nurturing a happy, competent and satisfied workforce (Cameron Green, 2015). This report analyses the case study the Wollongong Yard of the Top Trucking Company. The write up answers few specific questions about the case study that is provided. The report discusses how the new practices in the workplace that were introduced by the yard manager, complement each other, the risks that might be imposed on the yard if the new manager moves on and whether or not the unions are likely to engage in the changes in the workplace. How the new workplace practice introduced by the new manager complement each other? The Wollongong Yard of the Top Trucking Company brought in a new manager who implemented plans and strategies that was aimed at improving the ongoing, existing situation in the yard. The existing manager of the yard was extremely dictatorial and did not empathize with the employees even if they had a bad day. The new manager, when he was brought in as a replacement to the previous manager, implemented few rules and regulations and restructured the work ethics in a way that is beneficial for the employees and also for encouraging them to perform better. The new manager that was appointed at the yard, instilled new and innovative tactics so that the employees are happy and satisfied with their jobs, which can act as a catalyst for them to perform better. The new manager dealt with the problems quite skillfully. Whenever any problem arose, the new manager took a rational approach rather than an erratic one. He did not immediately blame the drivers for any mistake or error. He first supe rvised the ongoing situation and then logically arrived at a conclusion or solution to each problem. Managing talent in an organization is a sophisticated system of managing the human resources of the company to achieve the optimum level of productivity and profitability for the company (Fullan, 2014). Talent management is an integrated and long-standing approach for managing employees. This can be done by attracting the employees into the organization and by providing engagement and development opportunities with the help of a sophisticated system of HR application (Benn, Dunphy Griffiths, 2014). The new manager, kept this logic in mind while dealing with the employees of the organization. He improved the occupational health and safety of the employees in the business. The new steps that were introduced by the new manager complemented one another because the new practices that were introduced by the new manager were in the interest of the employees, which in turn worked for the benefit of the organization. The most significant roles and competencies of a HR professional of an organization rely on four pivotal sections (Baldwin, Bommer Rubin, 2012). They are analytical fact-based decision-making, leadership and conceptual ideas visioning, interpersonal teamwork and compliance to regulation and administration control. Under the guidance of the new manager, the drivers of the vehicles received training in customer service as well as the technical area. According to a professional HR survey, there are five major roles of HR in an organization. They are: The new manager took upon himself to anticipate and lead a change in the structure and operation of the organization. He valued the behaviour of the employees as well as the management more than knowledge. The new manager took more care of the employees, as he ensured proper occupational health and safety of the employees of the organization. According to the AHRI model of excellence, the HR should possess the capability of influencing the employees, which can alter the behaviors, actions and the opinions of the employees. Sustainable changes and its longevity If the new manager moves on, the yard will be facing few risks to sustaining the changes that were brought by the new manager. The risks to sustaining these changes if the new manager moves on are many. Some of them are that the existing order of peace and harmony that is at present existent in the yard might be disrupted and fall back to anarchy and other type of autocratic rule under the influence of another manager. The rules and regulations that were laid by the new manager run a risk of losing its sustainability under the reign of a new manager. The plans or the strategies that are implemented by the management of an organization must move beyond the task of developing the company (Human Resource Management in Australia, 2017). It should aim at creating an overall development and growth of the employees as well. The organization must involve planning, training and development, outsourcing, reassignment and flexibility to achieve an overall development of the organization. The ma nager of the yard transformed the organization, in this case, the yard quite efficiently with the proper handling of issues. The work attitude of the workforce of the organization is highly dependent on the environment and the atmosphere that prevails in the organization. The risks to sustaining the changes if the new yard manager or the union leader, George moves on, can create a great impact on the organization or the yard. The risks that the organization can face are: The union leader, George and the new manager both had an open point of view and were open to bringing about a change for the good in the company or the yard. If these two employee of the company happens to move on to a better and different workplace, then the sustainability of the rules and regulations and changes that was brought in by these two people, depends on how deep or ingrained the change has been implemented in the yard (Human Resource Management in Australia, 2017). The changes can sustain in the organization if they were implemented deep into the operation and management of the company. However, certain factors like the behavior of the management towards the employees or the union depends upon the new policies and strategies that the new management can implement. The changes that were implemented by the new manager were subjective and depended a lot on the individual manager. The individual manager like the new manager that implemented these changes had a precise and logi cal point of view in going about dealing with the employees. The manager took a logical point of view in going about dealing with the things. The manager dealt with the problem in a logical manner, considering the problems and the point of views of the employees. The employees of the yard, with the coming of the new manager and the implementation of the new set of rules, had a sigh of relief and could perform better. They could approach the management with any problems that they had. The new manager collaborated and worked efficiently with the labor union leader to bring in positive changes in the workplace (Human Resource Management in Australia, 2017). It also helped the manager to find out in details about the grievances of the truck driver, the suggestion and the feedback from the employees. The company and its employees performed much better with a healthy work environment with the advent and implementation of the new rules set by the new manager. The reception of changes by the union The tough blue-collar unions like the Transport Workers Union are more or less likely to engage in the workplace changes because the new changes that were implemented by the new manager saw a fresh and positive change in the working environment of the company or the yard. The new set of rules and regulations worked efficiently for the company or the yard. The tough blue collar unions are likely to engage in a change in the workplace than the public or service sector because the changes in the public or service sector is not that frequent as opposed to this sector. The changes that has to be brought about in the workplace can only be implemented with the cooperation of the union as well as the management. In this case, since the manager worked efficiently in collaboration with the union leader, the company and the employees could achieve the desired target. The employees too were receptive to the changes that were brought about in the company. The bad eggs among the drivers also led t o many conflicts in the company which led to many short strikes in the company despite the reluctance of the union leader, George. Many a times George was forced to agree with the point of view of those bad eggs despite him having a different point of view. Thus, it can be said that the blue collar union are like to engage in the changes in the workplace than the union in the public or service sector. This can be supported from the fact that the union in the yard, in this case, were more receptive towards the change and when they saw that the changes were brought about by the manager, worked for their betterment, they were more than happy to implement the changes. The employees of the yard were happy and satisfied with the changes that the new manager implemented. They were treated like responsible adults and not like children, which made them happy. These changes made the Wollongong Yard top the tables of key indicators of success for the various yards (Human Resource Management in Australia, 2017). References: Baldwin, T. T., Bommer, W. H., Rubin, R. S. (2012). Managing organizational behavior: What great managers know and do. Battilana, J., Casciaro, T. (2012). 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