1. 2011 International Conference on Sociality and Economics Development
IPEDR vol.10 (2011) © (2011) IACSIT Press, Singapore
The Strategic Objectives for Restructuring HR and Significance
of Strategic Role for Future Leaders
Ali Muslim Bin Aqeel 1, Aamna Shakeel 2 and Ali Naseer Awan 3
1
Tele: +92-3445470534, E-mail: alimuslimbinaqeel@hotmail.com
2
E-mail: aamna.shakeel@hotmail.com
3
E-mail: maliknali@hotmail.com
Abstract. The paper reflects the concept of long term objectives made by the hr managers to
redesign the functions and operations of an organization. The success relies on the effective
implementation of these objectives but also on the motivational power of the employees. Paper also
discusses the reasons for which organizations go for restructuring but the core is to attain profit and
sustainability. We can’t deny the fact that to achieve success the organization management should be
efficient and employees must be trained. Certain organizations to achieve success in implementing
strategies starts downsizing that affect the loyalty of employees which results in organizational crisis.
Therefore role of strategists is to keep an eye on the external environment of business and forecast
new techniques to reorganize and improve business. Furthermore the paper exemplifies about new
hired talent and how strategists help them in increasing their vision and enable them for carrier
development. Finally it concludes that restructuring of the organizational culture and strategies help
the organization in gaining competitive advantage.
Key Words: strategic objectives, organizational success, employees loyalty, restructuring,
competitive edge.
1. Introduction
Role of hr has always been vital for the development of an organization. As competition is
increasing among rivals, organizations are spending more finances on hr department to make the
organizational structure and its operations more efficient and effective. Today hr managers are much
more concern in building such action plans that can lead the business towards profitability, growth,
diversity and increase the tendency of the firm to extend its sales, ownership and manufacturing to
new markets. They prefer to innovation by keeping in view their competitors. Change in technology
brings different modes to carryout organizational operations, hr strategists aim to adopt these changes
in order to keep the firm surviving. Hr strategists motivate their employees to perform their best
potential and to align their objectives along with the objectives of an organization to provide
maximum benefit to the business. The foremost responsibility of hr manager among these is to hire
right individual for right post, provide orientation to new employees and mentor them, provide
trainings, improve job performance, create working environment, generate policies according to
competition, control labor cost, polish skills and abilities, provide secure environment, and health
facilities.
2. Literature reviews
As restructuring is considered to be the key to develop the power of an organization consistent
and strengthen its structure there are various researches conducted on restructuring hr, as it performs
core functions and on developing future leaders. (Plesis, 2007) paper reflects the importance of
change in culture, and to develop organization by successful leadership and accurate decision making.
They suggested increasing the budget on training that could bring surety in employee’s success. (Hitt
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2. et al., 2007), a mul ltifunctional factor that a assists the organizations survive wit the chang which
o s th ge
appears to be essen ntial in today global bu
y’s usiness landscape (Huey 1994); No
y, oble 1999;Bo ossidy &
Charan 2002; Kapla & Norton 2004; Hreb
an n biniak 2005. In addition it is widely recognized that the
n y d
major h hurdles in th area of st
he trategic man nagement ar related to strategy im
re mplementatio not to
on
strategy formulation (Flood et al., 2000) and strategic imp
n plementation is the drivin force and the vital
n ng d
requirem for effective and bet
ment tter-quality p
performance of the organ nization (Kap & Norto 2000).
plan on
Therefor a lack in s
re strategic lead
dership speci ifically at the top of the o
e organization is identified to be the
biggest bbarrier and h
hurdle in efffective Strateegic executio (Alexande 1985; Be & Eisenstat 2000;
on er, eer
Hrebinia 2005)
ak
Fig.1. C
Conceptual mo of organi
odel izational deve
elopment and i entire restru
its ructuring
3. Imp
portance of restructuring a strategists chal
and llenges
As t
technology b brings in new methods o achieving success it al provides solutions to doctoral
w of lso
problem Comparis to previo ways to conduct org
ms. son ous ganizational operations, s
strategists ad
dapt new
techniqu to carryo business successfu
ues out ses ully. Advanc cing to new techniques is always visible to
v
strategis and admit as a strong challenge, somehow th fail to im
sts ts g hey mplement or develop poli icies that
help in ccarrying out the operatio in new m
t ons manner. We tend to liste about the failure of su
en uccessful
organizaations but the basic facto due to wh
ors hich any org
ganization fa are unide
ails entified. The fact due
which a any business fails depe
s ends upon t the strategies, objectives, policies and their in naccurate
executio To make organization structure and operations sustainab restructu
on. nal ble, uring its deppartments
is the fi step tow
irst wards its growth. The m most importan of all is t renovatio maintena
nt the on, ance and
reorganiizing of hr deepartment an its functio because recruitment of an employee initialize from hr
nd ons, e
departmment, their tra
aining, devel lopment and performanc comes un
d ce nder hr and i these func
if ctions are
not perfformed effec ctively than whole of th organizational structur would co
he re ollapse. Reor rganizing
makes o organizations growth con
s nsistent and brings consstructive bloo in emplo
om oyee’s talent so they
t
could annalyze their aarea of weakkness and ge appropriate trainings. W could de
et We eem employe as an
ees
asset of an organiza
f ation and it i mandatory to develop their skills for future jo by using training
is y obs g
need anaalysis (TNA) timely.
)
137

3. 4. How Restru
ucturing?
Ther are variou methods fo restructuri
re us for ing, dependi upon the nature of an organization as well
ing n
pends upon t criteria s to achiev the vision and mission Although it is very di
as it dep the set ve n. ifficult to
reorgani the polic
ize cies, operatioons, function framewo
ns, orks, plans, d designs and whole of th entire
he
structure their requ
e, uires a clear path for w
r which the organization develop its strength as well as
professioonal strategists who ca fabricate the context of busines Most gr
an t ss. rowing organ nizations
keeping in view the needs of em mployees and its vision ma strategic plans and o
ake c objectives, no only to
ot
get com mpetitive ed dge but also stimulate motivationa level of employees to achieve success.
o al
Dependi upon the necessitatio certain obj
ing e on bjectives mus be formula
st ated by any o organization to fulfill
its ambi ition and res
structuring. 1 Organizations must or
1. riginate a ke plan to se its empl
ey end loyees to
successf organizations for mutu trainings and practice By this vi
ful ual s es. ision of emp
ployees get broader to
work wi competen
ith ncies and the can utilize their best to develop or
ey e o rganizational sustainabili Plans
l ity.
must inc clude only thhose employ yees who worked in the culture of or
c rganization f more than 5 years
for n
and loya to the orga
al anization. Mo ostly it happe when any organizatio send it em
ens on mployees to any other
a
organizaation, the oth one hire that employ providin much ince
her yee ng entives and base salary, so loyal
employe must sign a detail co
ees n ontract that iincludes such section “th employee or an emplo
h he oyer will
not leave the organiz zation as if h will be off
he fered by any other organi ization until h contract time will
his
not end”. 2. Manag gement must develop th feeling in employees as they are the owner of the
t he n s rs
organizaation that wil help to enh
ll performance. Employees must feel fre to come with such
hance their p . ee w
ideas tha help in su
at uccess of an organization and must be appreciate for their in
n b ed nvolvement as it will
develop interest to w work for the betterment of the firm. 3.Considerin employee as an asse for the
ng es et
firm there must be c certain compe ensation pacckages, bonuses, incentiv apart from the base sa
ves m alary that
help in motivating e employees to be much l
o loyal to the organization 4. After p
n. performing survey of
s
external markets the basic salary must be fixe according to the pay g
y ed g given to the eemployee at the same
position in other or rganizations. As incenti ives are paid on the pe erformance of individua so the
al
attractiv package could bring and enhan the mot
ve g nce tivational faactor to wor to achie
rk, eve such
compens sation. 5. Or
rganizations must link pe erformance management with organiz
m zational goal means
ls;
the feeli of an em
ing mployee to w work should not only to work for him or to get his objectives but to
m
align his goals with the goals of an organizat
s tion. 6. TNA must be con
A nducted on ddaily bases so that the
o
managem ment could know the s strengths of an employe his weak
ee, kness as we as to identify the
ell
improve ement or po ositive chang acquire by him. Be
ge enefit of TN is to e
NA evaluate the existing
performance of emp ployees and creating wa to improv it. The performance may get imp
ays ve prove by
providin training o mentoring or by coun
ng or g nseling. 7. Management must origina a way to provide
M ate o
professioonal training with the h
gs help of hr con nsultancy. Professionals must be hire from out sourcing
ed
to mana the opera
age ations in muc effective way as they are much aw
ch ware of the eexternal environment
and com mpetition and train the em
d mployees acc cordingly. 8. Senior mana agers must pperform their roles by
r
making such decisi ions that co ould help em mployees to provide tra aining and development (T&D)
feedback The feedb
k. back helps in grooming e
n employees and provides a way to pr
a repare thems selves for
future joobs. As succ cession plan nning is the most import tant function of hr its p
n purpose is to prepare
o
future le
eaders, so by providing T
y T&D feedbac the person on higher jo will train the person on the job
ck n ob o
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4. one step down. As when the person on higher jobs shifts to any other post, the coming employee
would be train for the tasks he need to perform on the new job.
5. Significance of Human Resource Development (HRD)
We can consider hr as the solution for the development of organization as well as the trade and
industry. In HRM humans are the driving force to bring in success by utilizing their internal skills and
abilities. As restructuring the hr department and its functions, management comes with new ideas to
originate more effective and impressive designs that help in accomplishing the goals of organization.
When hr develops organization develops similarly when employees are provided with trainings and
tests so they prepare themselves not only for the future jobs but also develop core competencies that
help them to complete assigning tasks in future. HRD helps in increase the productivity as the skills
improved than resources are also efficiently utilized. When organizations develop their structure with
support of hr than it is also significance for the country as it is known when human resource develops
nations develop. The basic purpose of HRD is to focus acquisition of attitude, behavior, skills and
knowledge of employees. Skills and knowledge are enhanced as provision of trainings conducted but
the attitude builds in organizational culture. Apart from talent required for certain job the most
important thing is to understand the culture of the organization. Most of the people prioritize salary or
other incentives but later on unable to set and feel uncomfortable to adjust themselves in the
environment or culture of the organization so the culture values also impact the work of employees.
Furthermore HRD provides with carrier planning and carrier development. When employees get the
sense how to perform their jobs they go for carrier planning whereas carrier development is when
employees get trainings and shift from jobs is carrier development. As employee has a personal vision
and goal on the other hand organization has its own goals and when the employee plus organization
vision align together, shared vision help both in development to success and carrier planning. When
new talent is hired usually organizations spend much finance on conducting trainings and developing
them for future positions. Successful organizations plan their career by themselves. As performing a
strategist role hr managers provide maximum tasks, conduct trainings, organize workshops to polish
the skills of the new hired talent. Consultants and hr professionals from other organizations when
provide trainings the vision of the hired talent also becomes broader but the question is how strategic
role significant for future leaders? As a strategist there exists many responsibilities and one of the
basic is to provide mentoring as well as counseling to employees. On initial stage the new hired talent
is oriented with the culture of the organization and provides training as an internee. When he learn the
tasks, become able to perform and know the job description than mold himself accordingly. All the
stages are been mentor by hr strategists so that new hired employee can utilize the hidden talent and
use skills effectively for providing quality work. This all help an employee to boost his motivational
strength, plan and develop his carrier. Strategic role is not only significantly beneficial for the new
hired employee but also beneficial for the strategist as the strategist develop the employee for future
he also develops himself for higher posts. This was been discussed in the paper earlier that if we
contemplate of succession planning, it helps in developing future leaders for the higher posts having
competent leadership quality. This all come through tasks, coaching, guidance and all an individual
learn from the culture of an organization. So in order to make organizations successful, to achieve its
aim and to generate maximum profit the management must involve itself in making objectives that
brings effective succession planning because the future of any organization depends on its employees
and dependability of leaders is on the output that organizations give them in the form of compensation.
Those organizations who don’t restructure themselves according to external competition can never
survive for long so if they want success they must involve a collaborative team of executives with
lower management to listen the issues and their perceptions to fabricate and mold organization
accordingly.
6. Conclusion
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5. Strengthening the organizational hierarchy and maximum utilization of employees competencies,
keeps the organization running. As the future rely on the strategic objectives and strategists decisions
that how they formulate the objectives for restructuring the entire organization, there must be
involvement of top, middle and lower management to present their theme to improve the system.
Organizations must analyze the external environment to align their employees accordingly by
providing professional trainings as well as orient new modes that are much reliable and helpful for
employees in performing operations. Furthermore organizations must change the compensation plans
so that the employees motivate themselves, and work by keeping in view the vision of the
organization. If organizations will able to develop the feeling in employees that it will be responsible
to secure their future and plan their carrier than the employees make assure the company’s success
and when objectives are clear, restructuring done for the betterment of employees not only to gain
profit, and new hired talent is prepared through proper counseling and mentoring to turn out to be
leaders of the future than success is no doubt certain.
7. References
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