HR/Organization Alignment, Global Conditions, and Immigration Reforms
For this blog post I decided to search the Society for Human Resource Management (SHRM) for an article on the topic of immigration reforms. I came across an article titled Immigration Reform Proposals for Employers & HR Professionals; the article was produced by the SHRM® Government Affairs Department in October of 2015. Immigration Reform Proposals for Employers & HR Professionals focuses on the current problems with the immigrations system as it relates to employers and HR professionals as well as the potential methods for fixing the issues. The main problem that employers and HR professionals encounter is that there are about 11 million undocumented immigrants in the United States (SHRM Government Affairs Department, 2015). Employers and HR professionals face the challenge of hiring employees with the needed skills to fill open positions. The existing E-Verify system relies on the Social Security Administration and Department of Homeland Security databases in order to check potential employees for work authorization; the system does not currently possess the security features needed to root out people using fraudulent identities to work (SHRM Government Affairs Department, 2015). The present-day employment verification process uses paper documentation, known as I-9 forms, which are unable to be checked for authenticity (SHRM Government Affairs Department, 2015). The E-Verify system and the I-9 forms leave employers and HR professional susceptible to the hiring of person who is only able to work due to identity theft, forgery and illegal alteration (SHRM Government Affairs Department, 2015).
SHRM and the Council for Global Immigration support policies that would provide employers and HR professionals with the tools needed to ensure that they are hiring legal employees for their workforce. SHRM and the Council for Global Immigration wish to improve the E-Verify system to utilize more advanced technology; for instance, the E-Verify system could be made to incorporate knowledge-based authentication in order to avoid hiring an employee guilty of identity theft (SHRM Government Affairs Department, 2015). Further, SHRM and the Council for Global Immigration would prefer to have the I-9 form eliminated as it is unable to provide accurate authentication on the identity of job applicants (SHRM Government Affairs Department, 2015). SHRM and the Council for Global Immigration would ideally like there to be a safe harbor for good-faith program users that requires employment verification only for new hires (SHRM Government Affairs Department, 2015). This would increase the efficiency in the immigration system and reward employers who comply with immigrations laws (SHRM Government Affairs Department, 2015).
SHRM Government Affairs Department. (2015, October). Immigration Reform Proposals for
Employers & HR Professionals. Retrieved December 3, 2015.
The strategic vision of a company:
A statement about where the company is going and what it can become in the future; clarifies the long-term direction of the company and its strategic intent
- is used for the systematic monitoring of its external opportunities
- is the basic purpose of the company
- is the enduring belief used by the company to make decisions
- provides perspective on where the company is headed
The knowledge, skills, and capabilities of individuals that have a tremendous impact on an organization's performance but do not show up directly on its balance sheet are known as:
- Intellectual capital
- Human capital
- Core capital
- Employee capital
Changes in labor supply can place limits on the strategies available to firms.
Managers are concerned that the expertise of employees will be rapidly drained from their companies because:
- Recruitment of minorities is increasing
- Large segments of American workers are nearing retirement
- Older workers are becoming more resistant to flexible work hours
- Older workers are increasing behaving like free agents
Methods of reducing labor costs include downsizing, outsourcing, and employee leasing.
Introduce yourself to the class and share your goals for your education and expectations for this class. Then, read pages 1-8 of the case study A.P. Moller-Maersk Group: Evaluating Strategic Talent Management Initiatives (up to Talent Management Challenges). Using the readings in this module and the case material, discuss the following:
- Why the human resource function should be aligned with an organization’s strategic plan, and
- How current global conditions in Maersk’s industry impact human resource management practices within this organization.
My username is Misty103, and I am currently working as an after school counselor for elementary aged special needs students. I am currently working towards a bachelor’s degree in psychology with a concentration in applied psychology, a certification in human resources management, and a minor in communication. I am taking the human resources management classes as a required part of my human resources management certification. Human resources is an area that I have recently become interested in as a possible career path and it is my hope that this course will teach me more about what it means to work in human resources. My goal in taking human resources management as a course and as a certification is to find out if it is an area that I would enjoy having a career in.
The human resource function should always be aligned with an organization’s strategic plan because human resources in an organization is the department that lays the groundwork for the foundation of the strategic plan. It is the human resource department that outlines the strategic vision so that all HR policies such as employee hiring, employee training, employee support, retirement packages, and benefits follow the outline of the strategic vision as well as the strategic goals of the organization. Strategic human resources management is a very important aspect to any organization as it enables an organization to achieve its strategic goals (Bohlander, Snell, & Morris, 2013).
The current global conditions in Maersk’s industry do in fact impact the human resource management practices within Maersk’s organization. The fact that Maersk is a global organization, instead of an organization based in one country, means the company and its human resources department must remain aware of global conditions and the affects that the conditions might have on the organization. It is important that the human resource management practices remain flexible so that they can be adapted as global conditions change so as to avoid stagnate policies. For instance, historically Maersk had mainly hired from a pool of young and untrained individuals so that the company could train their employees in their two-year training program, however, due to the increased employee turnover Maersk had to reevaluate their training and hiring policies. This re-evaluation shows that the human resources department at Maersk can adapt to changes in global conditions.
Bohlander, G., Snell, S., & Morris, S. (2015). Managing human resources (17th ed.). Thomson/South-Western.
Groysberg, B., & Abott, S. (2013). A.P. Møller - Maersk Group: Evaluating Strategic Talent Management Initiatives. Harvard Business School, 1-20.