Nato Final

7/31/2019 Nato Final

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Human Resources Management Framework Model (HRFRAM)

Write a synopsis how this article relates to the 'Strategic' intent of HumanResource Management. Write your views rationally. Jot down the SHRMknowledge you have learnt from this article clearly.

Introduction:

Human Resources responsibilities have become broader and more strategic over time.The role of Human Resources has evolved from primarily being responsible for hiring,firing, payroll, and benefits administration to a more strategic role in employee selection,training and promotion, as well as playing an advisory role to the organization in areasof labour relations and legal compliance. Many problems that currently exist in the HRMarena make it difficult for Nations and NATO HRM bodies to function efficiently andeffectively. In this study, SAS-59 identified practices used in military organisationsregarding strategic and operational HRM, to define best practice in HRM, to identify anddefine the data requirements necessary for successful implementation of strategic andoperational HRM and to improve transparency on HRM issues especially between

NATO HRM bodies and NATO nations. Customized HRM framework for militaryorganizations was developed as Human Resource Management FRAM work Model(HRM FRAM) describes HRM related processes throughout an organisation.

Human Resources Management

Includes all processes that enable, guide, execute and control the matching ofpersonnel supply to the jobs required i.e. spaces vs. faces.

Operational and Strategic HRMOperational deals with individuals, such as career planning, whilst strategicfocuses on the system as a whole, i.e. having the right numbers in the right

places at the right time.Strategic HRM is a general approach to the management of human resourcesin accordance with the intentions of the organisation on the future direction itwants to take.Strategic HRM is the overall framework which determines the shape anddelivery of the individual strategies.Operational HRM are tactical in nature. Employment applications are processed, Current openings are filled, Supervisors are trained, Safety problems are resolved

Wages and salaries are administered.HR Groups in NATO, NATO and PfP nations.Individuals seeking an understanding and appreciation of the maincomponents of Defence HRM and the relationships between thosecomponents.NATO and PfP nations who have yet to build robust and effective HRMsystems


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3HRM Framework ModelHRM Framework Model

HRM FRAMEWORK MODELHRM FRAMEWORK MODEL

Develop and Maintain HRStrategies

Manage HRM ProcessesDevelop and Maintain HR

Policies

Review and Plan HRRequirements

Administer PersonnelManage Personnel Life

Cycle

Right people, in the right posts, at the right time

HRM processes throughout organizationHRM roles, systems and resourcesNot a specific model currently in use

HRFRAM Generic Inputs and OutputsThe generic inputs and outputs of the six main HRM processes in HRM FRAM are listed

in this section.The list for each process is not exhaustive. Thus list of inputs and outputs are to beconsidered as initial guidance.


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To select personnel in order to fill vacant positions within an organization. To provide orientation and training to the employees. To design and implement management and organizational development

programs. To design and implement performance appraisal systems to evaluate

employee performance. To assist employees in developing career plans. To design and implement compensation systems for employees. To mediate the relationship between organizations and its units. To design systems for discipline and grievance handling. To develop employee communication systems.

The variations in HRM practices between military and nonmilitary organizations

Job Ddefinitions (more stable in military, more flexible in non-military) Recruitment (only recruit at the entry levels in military, at any level in non-military)

The decisions taken in HR planning in military organizations in the short termmay have long term implications.

The personnel pool from which you recruit, select and promote is different formilitary and non military.

In entry levels, military organizations rely on mainly external resources. For upperlevels, military organizations must select or promote personnel from within theorganization.

However non military organizations can use both internal and external resourcesfor any level.

In military organizations there is a requirement for some level of training beforebeing able to carry out a job. This is not always the case in non military

organizations. Military organizations will have in house training while non military organizations

may not have this requirement. The results from performance appraisal systems have different effects While in military organizations one has to promote rank by rank and salary is

linked directly to rank and years of service, promotion can include more than onelevel at one time and salary can be directly linked to performance in non-militaryorganizations.

Military personnel particularly officers are required to undertake a series ofdifferent roles before they can be assigned to specific post. This may not be casefor non-military.

Career planning should be carefully designed to ensure officers have theopportunities to gain the experience required in order to be assigned to a specific

job or be promoted.

What Make it Strategic Multidimensional Environment:

Main factors which are involved any organization military or other includes:


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Strategy focused approach is very important to achieve overall goals of anyorganization in short, medium and long term.

We need to take up strategy process to succeed, adapt, plan and execute tosustain and excel.

Salient points to learn from this model are:

Continuous watch the internal and external variables of the organization and theirimpact.

Identifying strengths, weaknesses, and plans to seek opportunities to exploitexternal weaknesses and to avoid dangers contending the organization, societyand the country from micro to macro level.

Evaluating organizations threats, weaknesses and strengths in context of itsenvironment and available internal resources or formulation of flexible missions,visions and creating objectives (paths to the current and future needs of theorganization in questioned).

While identification of all possible strategies, options and practical plans, plotvalue and create core competencies in the value chain.

Estimation and valuation of the strategy and the ability to choose the best amongthem.

Putting in place a continuous growth as well as proactive strategy, monitoring,implementation processes.

More importantly to avoid surprises, causing failures, when management of anyorganization tries to hold on existing situation based strategy long after it has lostits value. That means the strengths of such a model or an approach is highlystrategic in nature and its main strength is well protected against environmentchanges which in today world are highly dynamic and very unpredictable.

The only weakness I can see in this is:

In case of business environment, risk of low profits and over extended resource,but again that can be managed through efficient methodologies in strategicplanning process. Where there is an overall corporate purpose or evident throughefficient and effective, linkages on continuous bases. And, initiatives of themanagerial process of HR are relevant to the needs of the business for thepresent and the future taking into account, critical identification and interaction inthe social, political, technological, and economic environment.

Conclusion

So this model is not just a model but a methodology and an approach of HRM asproactive in a long run. It can be used for any organization or a country. Basically itprovides a mind set to create an intent that becomes strategic in nature. It is applicablefor any small or a large organization because its a true SHRM process system not justa model.it provides new design & strategy system, collaboration and self-adaptingprocess. That is more related to our course content.

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