Arlington small business group health insurance

 

 

Arlington small business group health insurance

Assessing the Current Quality of the HR Function

The multiple-role model can help in assessing the overall quality of HR services. The HR role-assessment survey in the appendix to this chapter offers one effective and flexible means for undertaking this task. The survey operationalizes specific descriptors of HR concepts, activities, and practices for each role, and tabulating the results yields a profile of HR quality for each. This assessment, which can be done at the corporate business unit, or plant level, will define the roles as currently played within a business. The scoring sheet, included with the survey, provides two kinds of information. First, the total score for all four Arlington small business group health insurance roles (ranging from 50 to 200) constitutes a general assessment of the overall quality of HR services within a business. Total scores above 160 may be considered high, indicating a perception of high quality in delivery of HR services. Total scores below 90 indicate HR services perceived as being of low quality overall.  

Second, the allocation of the points among the four Arlington small business group health insurance roles indicates the current perception of the quality of HR services for each, providing a picture of the HR function that allows a business to evaluate it more effectively. Most companies that have collected these data scored higher in the operational quadrants and lower in the strategic quadrants, a result consistent with traditional HR Arlington small business group health insurance roles. The largest range of scores is found for employee contribution, with some firms shown to be heavily invested in enhancing employee commitment while others appear to have relegated employee concerns to the back burner. In general, the management transformation and change role receives the lowest scores.

Reviewing the Evolution of the HR Function

The HR role-assessment survey in the appendix provides not only a view of current overall quality of HR services but also an assessment if the evolution of a business’s HR services. This can be done either by changing the questions to request perceptions of “past versus present or future” quality for each Arlington small business group health insurance role or by repeating the survey over time.

Had a business collected this data several times over the past twenty years, for example, the evolution of its HR roles would have been evident, showing, most likely, movement from a focus on operational roles to a focus on strategic roles. Focus on employee contribution has also decreased at most businesses over the past two decades. In recent years, most firms have undertaken productivity initiatives, such as reengineering, downsizing, and consolidation, which demand that HR professionals focus on infrastructure and their roles as administrative experts. Over the same period, an emphasis on strategic intent initiatives, such as globalization, customer service, and multi-generational product design, have encouraged HR focus on strategy execution and fulfillment of the strategic partner role. Finally, culture change initiatives, such as process improvements, culture change and empowerment, have meant that the HR professional must increasingly manage such culture change in the capacity of change agent. This shift in emphasis has meant that HR professionals have done less and less in their role as employee champion to manage Arlington small business group health insurance employee contribution.

By using the HR role-assessment survey, businesses can identify areas in which the HR function is growing stronger or weaker in each role.

 

…Continued in Arlington small business payroll outsourcing

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