The Three Major Human Resources Management Responsibilities

The three major human resources management responsibilities are: attracting, developing, and maintaining a quality workforce

The three major human resources management responsibilities are: attracting a quality workforce, developing a quality workforce, and maintaining a quality workforce. Research the RSPS scenario with which you are familiar to identify a need for change. Based on the Rancho Solano case studied earlier in the course, you have been selected to make changes to the RSPS subsystems most in need of change, as well as make the necessary human resources management decisions to bring about that change. Write a 1,250-1,500 word paper in which you address the following questions:

What one major organizational subsystem needs to be changed in RSPS? Justify your choice.

How will that subsystem change affect two other subsystems within the organization and how will you realign the total system? How could you ensure the proposed change will satisfy any three stakeholders of RSPS? How should RSPS attract, develop, and maintain the workforce required to bring about your proposed change? Choose at least one of the following in your discussion about attracting a quality workforce to support the change: human resource planning, recruitment, or selection.

Paper For Above instruction

Introduction

Effective human resource management (HRM) is critical in ensuring organizational success, especially when implementing substantial changes within systems such as RSPS. This paper explores the necessary changes within RSPS, focusing on a key organizational subsystem, and elaborates on how Human Resources (HR) responsibilities—attracting, developing, and maintaining a competent workforce—play integral roles in facilitating successful change. A thorough analysis of how these HR responsibilities can be aligned with strategic objectives is essential for overcoming resistance and ensuring organizational growth.

Identifying the Major Organizational Subsystem in Need of Change

Within RSPS, the subsystem most in need of change is its human resources management system, specifically the recruitment and onboarding processes. The justification for this choice stems from observed inefficiencies in attracting high-caliber talent, which directly impacts other subsystems such as operations and customer engagement. Evidence suggests that RSPS’s current recruitment strategies are not sufficiently targeted or compelling, leading to a skills mismatch that hampers organizational performance. Upgrading the recruitment subsystem will ensure the influx of qualified personnel aligned with RSPS’s strategic goals, thereby enhancing overall system performance.

Impact of the Subsystem Change on Other Subsystems and System Realignment

Altering the recruitment processes will ripple through other subsystems by improving the quality of new hires, which positively influences the development subsystem, including training and professional growth initiatives. Subsequently, a more skilled workforce will elevate organizational operations and customer service by reducing errors and increasing efficiency. To realign the total system, RSPS must implement integrated HR strategies that synchronize recruitment, training, and performance management. This alignment ensures a cohesive system where each subsystem supports the overall strategic objective of delivering high-quality services.

Satisfying Stakeholders Through the Proposed Change

Three key stakeholders—employees, management, and clients—stand to benefit from the change. Employees will experience enhanced professional development opportunities, management will see improved operational efficiency and reputation, and clients will receive higher quality services. To satisfy these stakeholders, RSPS must communicate transparently about the change process, involve stakeholders in planning, and demonstrate the benefits through measurable improvements in service delivery and organizational metrics.

Attracting, Developing, and Maintaining the Workforce

To attract a high-quality workforce capable of supporting the change, RSPS should leverage strategic human resource planning that aligns talent acquisition with organizational goals. This involves analyzing future workforce needs, forecasting talent shortages, and designing targeted recruitment campaigns. Specifically, in drawing talent, RSPS can utilize digital recruitment platforms, partnerships with educational institutions, and employee referral programs to broaden the candidate pool and attract skilled professionals.

Developing this workforce entails offering targeted training programs that align with the new recruitment standards, fostering a culture of continuous improvement, and providing opportunities for career advancement. Maintaining the workforce requires ongoing engagement, performance recognition, and competitive compensation packages to retain top talent over the long term.

Conclusion

Implementing change within RSPS necessitates a strategic focus on its human resources subsystem, particularly recruitment processes, to provide a solid foundation for broader organizational improvements. By aligning HR responsibilities with the organization’s strategic goals, RSPS can effectively attract, develop, and maintain a competent workforce. This comprehensive approach will facilitate the systemic changes needed to enhance organizational performance, stakeholder satisfaction, and adaptability in a dynamic environment.

References

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