1. The effectiveness of the HCM Human capital Management and HRM Human resource Management deals with the reporting, analysing and obtaining of data which enables the information about the direction in which the people management in an organisation is developing through strategic investment of the decisions taken at a corporate level at the level of the front line management (Michael 2006). For inducing effective HRM and HCM contribution to the business performance the following are the tools, measures or metrics that the HR professionals should put into practice:
- According to personal opinion a characteristic of HCM is defined only with the use of proper metrics that would help in guiding an approach for managing the people in the organisation as they are also recognised as an asset for the company. This emphasizes the competitive advantage over the strategic investments made in behalf of the company and this can be further enhanced with the employee engagement plans, employee retention plants, talent management and enhancement of the skills of employees through learning and development programmes.
- The metrics should be used to measure the value that has been added to the organisation due to these attributes and this information should be effectively used for the management of the organisation further.
2. Every time the HR managers at question and challenged for managing the talent within the organisation and mobilizing them to help the business have a competitive advantage in the market (Guest 2011). For focusing the entire idea of managing the human resource or capital within the organisation an HR manager needs to accommodate all the broader capabilities of both human and capital that is required for the achievement of a competitive advantage and attaining global growth through practices which are robust in nature (Coe and Letza 2014). For this any charge needs to be ready for the questions that would be asked to them about the rapid development of their priorities in setting up the resources, both human and capital, for the provision of used range of expertise that would be a necessary for the survival and prosperity of the organisation. Following are few questions that the HR manager needs to be ready for if asked:
- Are there necessary competence skills and abilities, commitment of engagement in working hard, and the contribution of the people being able to find out the meaning behind the services provided?
- Is the culture in the organisation proving to be just right according to the capabilities of the resources and are they able to shape up an individual identity and pattern out of the company's behaviour?
- Does the organisation has a death in the leadership throughout the company and are focused on the right things?
3. In a large organisation like Coca-Cola, it is known that the HR management has been understood according to the capability for acquiring Global success. The company staff is killed and well managed and it is easier for the HR manager to manage the performance and productivity. There is little information as below about the HRM effectiveness according to the business performance of Coca-Cola:
- Coca-Cola has always created an environment for the learning and development of skills for the employees (Rousseau and Barends 2011). They believe that the learning environment is essential for every employee for their personal development and to generate employee motivation. This is characterized by salary hikes with the employees who achieved the farthest.
- Proper training and education is provided to the employees who have been serving in the organisation to enhance their skills and knowledge and they are encouraged to achieve their 100%.
Coe, N. and Letza, S., 2014. Two decades of the balanced scorecard: A review of developments. The Poznan University of Economics Review, 14(1), p.63.
Guest, D.E., 2011. Human resource management and performance: still searching for some answers. Human resource management journal, 21(1), pp.3-13.
Michael, A., 2006. A handbook of human resource management practice. Cambridge University Press, India, 4843(24), pp.878-889.
Rousseau, D.M. and Barends, E.G., 2011. Becoming an evidence?based HR practitioner. Human Resource Management Journal, 21(3), pp.221-235.