Human Resources Management (HRM) plays a pivotal role in the success and functionality of organizations or institutions. To ensure that HRM is given the deserved position for its significant role, a strategic and comprehensive approach is crucial.

Firstly, organizations must recognize HRM as a strategic partner in achieving their goals. HR professionals are not merely administrators; they contribute to the development and execution of business strategies. Leaders should involve HRM in decision-making processes, ensuring that human capital considerations are integrated into organizational strategies. This recognition elevates HRM beyond a support function to a key player in organizational success.

Secondly, investing in the professional development of HR practitioners is essential. HR professionals need to stay abreast of industry trends, emerging technologies, and evolving employment laws. By providing continuous training and development opportunities, organizations empower HRM to stay current and make informed decisions, reinforcing the importance of their role.

Moreover, fostering a culture that values the employee experience can highlight the significance of HRM. Employee engagement, satisfaction, and well-being are integral to organizational success. HRM is responsible for creating and maintaining a positive work environment, managing talent, and addressing workplace issues. Organizations that prioritize employee experience underscore the crucial role of HRM in shaping the workplace and cultivating a motivated workforce.

Additionally, establishing key performance indicators (KPIs) related to HRM functions can quantify their impact. Metrics such as employee retention rates, talent acquisition success, and training effectiveness provide tangible evidence of HRM contributions. By regularly evaluating these KPIs, organizations can measure the effectiveness of HRM strategies and demonstrate their impact on overall performance.

to give HRM the deserved position for its significant role, organizations must view it as a strategic partner, invest in professional development, prioritize the employee experience, and establish measurable KPIs. This holistic approach ensures that HRM is not only recognized but also valued for its integral role in organizational success.

Thank you very much, Dr.Arshiya Anjum I'm really happy with your communication and valuable addition. I completely agree with your excellent points. If these points are combined, they will enhance the performance and effectiveness of human resource management. Not only will everyone realize its importance, but it will also serve as a consultant in making decisions to solve problems, improve performance, and formulate policies or plans. Thank you very much.

Thank you very much, Dr.Baqer I'm really happy with your communication and valuable addition. I completely agree with your excellent points. If these points are combined, they will enhance the performance and effectiveness of human resource management. Not only will everyone realize its importance, but it will also serve as a consultant in making decisions to solve problems, improve performance, and formulate policies or plans. Thank you very much.

HR needs to focus on its strategic value and not only on the operations of HR functions. My experience has been that many HR managers don't know how to answer the questions: What is the strategic value of your role to the organization? What is the HR strategic value to your company? When the HR manager doesn't have a clear value-added answer to these two questions, the rest follows.

No need of theoretical explanation of the essence of HRM in organizational success, rather than verifying its essence through HRM implementation. Showing practical essence of HRM in the boosting of organizational success is important at most. Its importance may take both strategic and functional based on the its implementation extent. therefore, to show that HRM is crucial in organizational success can be more focusing on strategic focus. As the strategic view can be implemented through top managers, they have to consider HRM personnel in strategic goal managerial role. This may include, but not fixed, provide the opportunity to participate HRM personnel, line managers, providing autonomy to HRM personnel and line managers, information sharing to them.

When HRM impact on the organizational goal through its intervention can be evaluated after few years longitudinally, the top managers facilitate the deserve of its role in an organization. unless the impact of HRM in an organization is visible, top managers neglect them as a responsible staffs for only controlling the employees' in and out time.

Yes, this is the foundation. Human resources employees must fully understand the strategic objectives and planned goals of resource management, as this reflects on their daily performance. As they carry out their tasks, they are aware of the strategic plan of resource management. Therefore, management's awareness of educating and involving employees is the basis of the entire process. Thank you very much, I am happy to communicate with you, Dr. Sheref

HRM will only become strategically important and earn its position at the top table when it has the courage to push for change in leadership, culture and people development. There is a great deal of advanced science and methodologies to provide HRM with the knowledge and expertise to improve things. Unfortunately, generally, HRM is meek and just looks to meet the needs of the CEO rather than leading change. The first step of change should be the process to select future leaders. Put values and ethics at the very top of the criteria. If they don't meet a high standard then no amount of qualifications, experience or success in other situation is enough. The second most important criteria is their emotional intelligence - how do they behave towards various levels of the organisations and with other stakeholders? The answers lie in "Leading Beyond the Ego" and "Transpersonal Leadership in Action". You can also access a FREE chapter written by an excellent HRD on this whole subject: https://www.leadershapeglobal.com/images/Book%20chapters/LS231211%20TLIA%20Chapter%2018_Christmas.pdf?cmid=b288cbda-de13-4e97-9063-84015306362c

Dear sir John Knights

Yes, I completely agree with what you have presented, and that is indeed the foundation. However, in some developing or underdeveloped societies, leaders are chosen from outside the organization by higher authorities such as the government or some vested interests or influential individuals. This undermines the ideas, opinions, leadership style, and strategic vision, and there will be no opportunity for development.

But if societies are aware of the role of leaders and their contribution to the development of institutions, the enhancement of community resources, and the improvement of their performance, the situation would be much better.

I am very grateful for your feedback and the opportunity to engage in this discussion. Sharing this insightful perspective on leadership and managing human resources in a way that ensures institutional change rather than individual development alone is highly appreciated.

You make a very good point - although i would such all societies are "developing" or should be :-). Unfortunately there is not much recognition that there needs to be societal change. Ultimately it has to come through education for the very young with the focus on values, social behaviour, community and the planet even before maths and reading / writing - see https://www.globalfocusmagazine.com/we-call-it-transpersonal/

This bid depends on the quality of recruitment and the optimal choice made by the organization during the recruitment phase itself