Competitive Advantage Of Human Capital

One important thing to know about your competition is by knowing how an organization is using their human resources. An organization must have the edge over its competitors to keep the competitive advantage. This report reviews how human resources can become a competitive advantage for any organization. One of the most important features of an organization is organization, organizations team and its employees and these can be defined as HR strategy and Human Capital. Human Capital is a sustainable gain; different forms of strategic human capital play different roles in different human resources systems interacting with the competitive strategy on sustained competitive advantage.

Introduction

Competitive advantage was always gained through

Thus Human resource management deals with recruiting, developing, and keeping the best/ smart people. What exactly does HR do? And do they provide any real value to the organization? The common response to the second question is ‘no’. It is often viewed as simply an administrative Department that tracks vacation days and processes benefits forms, HR appears to get almost no appreciation particularly when you contrast it with a percentage of the other useful heavyweights, such as marketing, finance, and more recently IT. Why is HR the most essential departments in an organization?

Human resource management or HRM is the procedure of dealing with an association's HR or its Workforce. More technically HRM is the process of developing the arrangements, practices and systems intended to influence employee motivation, behavior and performance in addition to tracking payroll hours and processing benefits forms, HRM has a considerable measure to do with attracting and keeping a high-performing

They want to manage them well and reward them their results. They also want to develop them. Organizations need to give people opportunities to learn and to be trained and grow in keeping with what they need to be doing. Learning is the key skill that people need to know in the modern workforce because everything is changing so quickly that it's the ability to learn and to adapt that actually makes the individual and ultimately the organization successful. So learning & development shouldn't be about some kind of generic training calendar. Learning and development should come out of performance management conversations where people are highlighting what they need to know in order to achieve the desired results. More generally learning and development needs to be tied in with that broad organizational strategy. Learning & development needs to flow from organizational strategy. It should come from a general awareness of where the organization is heading. And it should come out of those individual performance management conversations where managers and their employees are talking about the needs they have, things that they need to be growing in in order to achieve the desired