To begin with, it should be stated that the prior training of the children of the current and former workers of the company is not the best solution, which could be ever found for creating the HR concept. Originally, family companies and family departments are the least effective in accordance with the global business practice. Originally, it should be emphasized that this is obviously the root of the existing problem. (Budhwar and Debrah, 2001)
As for the matters of prior training, which is regarded as the possible solution of the appeared problem, it should be emphasized that the results will depend on the aims and goals of this training strategy, and, surely, the performance of the technique. Nevertheless, the HR strategy of the company should reject the family model of the employment. Surely, dynasties may be encouraged, nevertheless, the creation of the family company was the mistake. In the light of this fact, thorough testing of the family departments should be arranged. (Cooke, 2005) As for the matters of compensating the lack of professionals, these are the tasks of the new HR strategy, which should consider the reasons and the realities of the current HR crisis.
Training and Performance Management
Considering the matters of training, there is strong necessity to emphasize that the necessity to perform the training process originates from the employment crisis. The fact is that, if the company experiences lack of the personnel, and the there is no time to employ new workers (or there is no opportunity to attract the necessary personnel), part of the working assignments may be equally reallocated among the current team. (Bjorkman, Fey, Park, 2007)
Originally, the training system should be closely intervened with the encouragement principles, as the workers should have a stimulus for qualification improvement and taking the additional obligations. The fact is that, such practices are widely accepted, nevertheless, most companies do not have enough opportunities and resources to allocate and delegate all the required assignments. Thus, there is strong necessity to cite Brewster Harris (2004, p. 563) from this perspective:
Excellent human resource best practice models have been available for some time. Two prominent examples are the U.S. People Capability Maturity Model and the British Investors in People. As excellent as these models are, they are not specific to training systems. Our Training Management Maturity Model features an evolutionary approach to achieving best practice. Coupled with an assessment, analysis and reporting tool, training managers are now able to take measured steps in improving the effectiveness of their training system.
Another factor of the HRM, which should be considered by the company is the appraisal system. (De Kok, Uhlaner and Thurik, 2006) Originally, these systems are adopted on the basis of the solid HR strategy, nevertheless, Future Solutions Company will be able to elaborate this system basing on the aims and objectives of the possible HR strategy. (Teo and Crawford, 2005) Thus, considerations by Kim and Hong (2006, p. 351) should be considered:
Implementing an appraisal system is another way of improving your business performance. It represents a good opportunity to discuss with individual employees their strengths and weaknesses and agree new aims and objectives with them. Businesses commonly carry out appraisals within a few months of a new employee starting or changing role within the business. For established employees, you may decide to use the appraisal system once or twice per year.
In the light of this fact, it should be emphasized that the necessity to arrange the appraisal system may be ignored, as appraisal without performance is useless, and, in order to arrange proper performance practices the company will have to restructure the entire HR strategy and the principles of performance, employment and qualification improvement through internal training. (Teo, 2000)
Succession Planning
The fact is that, in order to achieve success, the solid sequence of the implementations and plans should be presupposed. Originally, some of these aspects were discussed in the previous part. Thus, succession is regarded to be the key for the successful implementation of any strategy. In the light of the fact that Future Solutions requires HR strategy, the main emphasis should be made on the matters of caring, training and encouraging workers. Thus, there will be no necessity to think over the matters of attraction, as new personnel will be attracted automatically. The next point, which should be planned is the elimination of the family structure of the employment. Thus, if difficulties appear within families, the workers should be offered vacations, or offered to change the place of work. Even agreement with other companies may be achieved on the matters of personnel exchange. (Mcgovern, 2005)
Finally, it should be emphasized that the original succession planning with innovative approaches will be the key for the successful restructuring of the HRM principles. In the light of the fact that the company should start from HRM, this department should be entirely restructured first, and new specialists should be employed. (Goldfield, 2004)
References
Bjorkman, I., Fey, C. F., & Park, H. J. (2007). Institutional Theory and MNC Subsidiary HRM Practices: Evidence from a Three-Country Study. Journal of International Business Studies, 38(3), 430
Brewster, C. & Harris, H. (Eds.). (2004). International HRM: Contemporary Issues in Europe. New York: Routledge.
Budhwar, P. S. & Debrah, Y. A. (Eds.). (2001). Human Resource Management in Developing Countries. London: Routledge.
Cooke, F. L. (2005). HRM, Work, and Employment in China. London: Routledge.
De Kok, J. M., Uhlaner, L. M., & Thurik, A. R. (2006). Professional HRM Practices in Family Owned-Managed Enterprises. Journal of Small Business Management, 44(3), 441.
Goldfield, R. J. (2004). Training in the Automated Office: A Decision-Maker’s Guide to Systems Planning and Implementation. New York: Quorum Books.
Kim, P. S., & Hong, K. P. (2006). Searching for Effective HRM Reform Strategy in the Public Sector: Critical Review of WPSR 2005 and Suggestions. Public Personnel Management, 35(3), 199
Mcgovern, P. (2005). Hrm, Technical Workers and the Multinational Corporation. London: Routledge.
Teo, S. (2000). Evidence of Strategic HRM Linkages in Eleven Australian Corporatized Public Sector Organizations[1]. Public Personnel Management, 29(4), 561.
Teo, S. T., & Crawford, J. (2005). Indicators of Strategic HRM Effectiveness: A Case Study of an Australian Public Sector Agency during Commercialization. Public Personnel Management, 34(1), 1