Determining Human Resource Path General Motors

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Determining Human Resource Path: General Motors

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DETERMINING HUMAN RESOURCE PATH 2

Determining Human Resource Path: General Motors Company

Introduction

Over the past few years, human resource management practices have greatly evolved, and

today, more than ever, the success of any organization is dependent upon its HRM strategies and

design. As one of the most popular automotive companies in the world, the success of General

Motors is attributed to itsstrategic human resource management (SHRM) practices designed to

improve employee performance in all sectors of the organization. The company recognizes the

employees as one of the most important assets, and utilizes their capabilities througheffective

hiring, recruitment and selection practices. The various HRM functions of GM include employee

engagement, CRS initiatives that focus on all its stakeholders, use of human resource

technologies, motivation practices, among others. Currently, GM has branches in more than 35

countries all over the world. Some of its major brands include Chevrolet, Cadillac, Pontiac and

Holden. Founded in 1908, the automotive company has its headquarters in Detroit, Michigan,

with more than 300 stores in the world (General Motors, 2014). This report analyses the current

human resource management practices of the company, and how each dynamic impacts its

overall profitability and success.

Employee Engagement Strategies

In General Motors, employees are the key assets of the organization. It is through their

efforts and performance outcome that the company is able to reach its set goals and objectives.

The organization has an effective HRM department that facilitates continuousengagement with

theworkforce at all levels of its operations. There is an effective communication policy, whereby

all workers are free to air their opinions and ideas on a variety of issues. The management uses a

participatory approach when making major decisions by including the opinions and ideas of

DETERMINING HUMAN RESOURCE PATH 3

allthe employees.In addition, the company has set aside programs for employee engagement,

whereby workers are trained on how to better their performance and improve upon their skills.

GM embraces diversity of employees, and has employed people from all parts of the world. All

the different cultures are embraced fully into the organization, and thereiszero discrimination

policy. The best performing employees are appreciatedthrough direct interaction with the board

and executive management.

Employee engagement plays a significant role in motivating employees and facilitating

quality performance (Theriou & Chatzoglou, 2014). Currently, GM is one of the best automotive

companies in the world, attributed to its employee engagement practices that facilitate creativity

and innovation. All workers are treated fairly and equally, regardless of their diversity.

Additionally, employee engagement facilitates the formulation of new ideas and innovations,

which help the organization, improve upon its current automotive designs and products. When

employees are motivated, they improve their performance and complete their assigned tasks in

time.

Global Talent Management

One of the most significant human resource management functions of GM is talent

management. Sustainingstrong talent in any given organization contributes to improved

innovation and advancementsthrough technology. Employees play a significant role in achieving

the organizational strategies and objectives. Therefore, all workers are encouraged and trained to

improve upon their capabilities and move up the organizational ladder. The organization

recognizes diversity of the workforce and encourages teamwork in thevariousdepartments.

Through teamwork, creativity and innovative ideas are formulated, which are implemented for

the overall benefit of the firm. The human resource department has set aside various principles to

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facilitate an effective talent management. The people hired into the organization must be

equipped with skills which are aligned with the organizational strategies. The recruiting and

hiring process is a complex process that ensures that the best skills and capabilities are retained.

Secondly, the talent management department must integrate internal culture of the organization.

The employees must be aware of the organizational culture, and follow the various rules,

guidelines and regulations governing the business. Thirdly, the management is involved in

therecruitment and hiring process.

Global talent management of GM motors has placed it ahead of competitors in terms of

retaining skilled and innovative workforce. The employees are satisfied in the organization

environment, and strive to improve organizationalperformancethrough quality output and

improvement of performance. Through the various motivation strategies, the employees are

motivated to work hard and attain the set goals and objectives.

Corporate Social Responsibility

Corporate Social Responsibility of GM is focused on the global automotive industry, by

undertaking business initiatives in the sector. The company undertakesinitiatives aimed at

supporting the interests of all stakeholders and communities surrounding its processes. One of

the most significant CSR strategies by GM is minimizing the impact of the business activities on

the environment. It is the function of the human resource management department to ensure that

the CSR activities of the company are aligned with all the expectations of its stakeholders, and to

fulfill the company's mission and vision statement. The employees in the company are treated as

key assets, and therefore, the major CSR initiatives are focused on ensuring they are given the

highest priority (General Motors, 2013). CSR initiatives involving the employees include free

education and training programs, whereby the education expenses of all their children are catered

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for. In addition, there are initiatives set aside to ensure that all workers are trained on how to

move up the corporateladder. Such initiatives include engaging them in projects that are

collaborative with other businesses and governments all over the world. Furthermore, the

company has put aside community programs that aid financialcharities all over t5he world, and

donates to humanitarian organizations.

The CSR activities of the company have major impacts on its overall success and

profitability. Firstly, the brand image of GM is improved greatlyupon its interaction with

communitiessurrounding its operations. Secondly, consumers value organizations that are

concerned about the environment and hence, the organization has a large customer base all over

the world. Inaddition to attractingcustomers, the CRS initiatives helpthe company to retain the

best suppliers of automotive parts. The popularity of the company has improved in significant

ways, and today, more than ever, GM is among the most preferred automotive brands in the

world.

Human Resource Technology

Over the years, HR technology has evolved at a significant rate, and the success of

organizations is greatlydeterminedby the ability to effectivelyapplythevarioustechnologies in

HRM. In General Motors, there are various technologies that have been adopted to aid the

human resource function of management. Theorganization has digitized HR records and

functions with the use of cloud techniques. One of the most significant HR technology used in

GM is the Human Capital Management (HCM), which considers employees as part of

organizationalassets. The HCM has advanced software that manages all the records of the

employees and conducts performance appraisals. In addition, the company uses HCM to

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recruitnew employees online, without having to carry out face to face interviews. HR technology

has made operations easier and has improved the efficiency of operations.

Employment Law and Human Right Issues

Many employment laws have been put in place to guide companies on hiring and

recruitment practices. The laws are focused on ensuring that all employers treat their workers

equally and fairly. They also ensure that theyoffer them proper compensation packages. As a

manufacturing industry, GM ensures the wellbeing of employees in all sectors by addressing

discrimination, addressing complaints and providing a safe working environment (General

Motors, 2014). The employees in the manufacturing sectors are not overworked and are fairly

compensated. Moreover, the company has a mechanism in place that addresses all complaints.

There are clear policies in the workplace againstdiscrimination and gender inequality. The

employees are advised on their rights, and are free to file any complaint regarding the

management and poor work environment without being discriminated against. There are

appropriategrievance procedures that have been put in place to ensure that all the grievancesare

addressed. When undertaking an investigation on any allegation, the necessary human rights

principles are applied.

Emerging Trends in Human Resource Management

Over the past ten years, the concept of human resource management has evolved

significantly, attributed to the changing business environment and ways of doing business.

Human resource management has become the main focus of all organizations, as it is the main

driving factors of all companies (Lussier & John, 2018). There are many emerging trends in

HRM, and General Motors strives to keep up with the updates by all means possible. One of the

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most significant trends in HRM is use of technology in recruitment and performance

measurement.

Keeping up to date with the recent trends in human resource management gives GM a

competitive advantage over competitors. While many automotive companies are focused on

improving design of their products, GM focuses on improving employee output by adapting the

latest technologies to measure performance and improve outcome.

Human Capital Challenges in the 21

Century

One of the most significant human capital challenges in the 21

century is rooted

uponevolvingtechnological innovations and advancements, which change organizational

dynamics and methods of conducting business (Armstrong & Stephen, 2014). Increased

technological innovations are changing workforcedynamic and hence, there is need for education

at the highestlevels. With advanced technologies, high level skills have come to be highly valued

in organizations, prompting companies to lay off employees and hire the most experienced

workers. GM is dealing with this challenge by putting training and education program in placefor

all workers to better their skills and to align them with the latest technological trends. In addition,

employee engagement has become highly significant as organizations transform and adapt to the

changing trends. To adapt to the changing business dynamics, GM is adapting the

latesttechnologiesin its production and manufacturing processes. Another major challenge in

human capital is changing demographics.

Best Practices in Human Resource Management

Some of the best HR practices in any organization include performance management,

equal opportunity, employee retention, performance appraisals, talent management and

acquisition,and employee recognition. The human resource management department of

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GeneralMotors is keen on maintain the best HR practices. The department has an internal talent

management program that facilitates talent acquisition and improving the skills of the

employees. It is involved in recruiting and selecting the most skilledworkersfrom all parts of the

world, regardless of the diversity. In addition, GM is known for its equal

opportunityemployment. When there is a vacancy, the organizationundertakes a

comprehensiverecruitment process whereby it welcomes applications from all those that are

qualified, without bias. It creates numerous job opportunities and currently, it employees more

than 20000 employees in major branches in different parts of the world.

Employee retention is given significance in GM. All the workers are fairly compensated

and provided for with conducive working environments, and flexible working hours. The

company recognizes the value of employees and their jobs, and encourages them towards

performance improvement through employee engagement and effective communication between

the management and thesubordinates. Another practice is recognition of all employees.

Regardless of age, gender, sex or background, all employees are treated equally, and those who

perform outstandingly are recognized and appreciated.

Conclusion

All things considered, the success of General Motors has been facilitated by its effective

human resource management strategies and initiatives. With the changing trends in HRM, it is up

to organizations to keep up to date with the dynamics and business environment. The application

of the various HR practices has placed the company ahead of its competitors. HRM is mostly

concerned with the employees, and considers them the main assets of any company. Likewise,

GM values all workers regardless of the diversity. Empowerment of the workforcethrough

engagement and motivation strategies leads topperformance improvement and attainment of

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organizational strategies. This is inherent in general motors, which is currently competi9ng with

major automotive companies all over the world. The use of HR practices has many advantages

and benefits for companies. As witnessed in GM, HRM should be the main focus of

organizations.

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References

Armstrong, M., & Stephen, T. (2014). Armstrong’s handbook of human resource management

practice. Kogan Page Publishers.

Lussier, R. N. & John, R. H. (2018). Human resource management: Functions, applications, and

skill development. Sage Publications.

Motors, G. (2014). Annual report 2015. General Motors Corporation, Viewed, 5

Theriou, G., & Chatzoglou, P. (2014). The impact of best HRM practices on performance-

identifying enabling factors. Employee Relations, 36(5), 535-561

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