B. Give feedback in these two articles

Article 1

Human Resource Management is one of the biggest staples of a company's management team. Without HR, companies would not know if they were in compliance, which job candidates to hire, or stay up to date with new and changing laws/regulations. HRM is in place to help protect its employees/company and this begins with hiring the most qualified individuals for the job. This also helps ensure companies get the results they want through their employees. To do this, HRM ensures their employees are engaged and providing their best work to receive the best results. This could be that certain companies provide incentive programs or offer raises at a higher rate than other businesses.

Strategic Management is the process of identifying and executing the organization's strategic plan by matching the company's strengths and weakness with the demands of its environment. This type of planning is a seven step process that is described as defining the current business, performing internal and external audits, formulating a new direction, translating the mission into strategic goals, formulating strategies that achieve the strategic goals, implementing the strategies and lastly, evaluating performance. Strategic management and planning should always include HRM. Without it, you don't have all the pertinent information to truly choose the best course of action for your company. For example, company A that does exhibit and experiential work is noticing that their competitors (company b) are beating them out in bids and doing more projects than company A is. The HR department finds that one) Company B is paying their employees more than the median wage and two) Company B is starting to expand and do permanent installations and installing more safety features for companies (plexiglass, hand sanitizer stations, etc.) This circles back into step one of strategic management which is asking, "Are we in the right business?" Based on this analysis, company A would be able to break down their goals and possibly revamp their business to be able to be at a competitive advantage with the current market and competitors. This could be creating a new role and hiring for that, or looking at current roles and employees to see what can be changed. Another example would be an employee at company C is told she either has to take a week of vacation, or lose that 40 hours without pay. Without HRM being involved in strategic planning, the employee and all of company C would not know that vacation time rolls over and that employee doesn't have to worry about not using that time. This also keeps employees motivated and feel protected knowing they can save vacation time for when they absolutely need it. Companies are all always more efficient when HRM is involved in planning, organizing and strategizing for the company to avoid small and monumental mistakes.

Article 2

If a companys strategic plan is: The plan for how it will match its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage then its crucial for the company to realize that its most important internal strength is its people. Human capital can make or break a company and that is why the company must make sure their Human Resource Manager is at the table during all discussions involving the Strategic Plan. (Dessler, 2018) (1. Define the current business) Lets say the company sells whirly-dos. (2. Perform internal audits) You need to make sure your Human Capital is on board every step of the way. A person designs the whirly-do, if they are not engaged or frustrated with the company or unqualified to design it, the whirly-do may have a poor design or not adhere to safety standards. If the person manufacturing whirly-dos is not engaged or frustrated with the company or unqualified, the whirly-dos may be of poor quality, or they may not produce enough whirly-dos to meet their quota. If the salesperson is not engaged or frustrated with the company or unqualified, then they may be surly to the customer, reducing sales. Your Human Capital is the very foundation of your entire Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis. If you are not bringing in Human Resources into that conversation, why even have the conversation at all? (Dessler, 2018) (3. Formulate a new Direction) Get its employees more engaged so that they are producing the best designed, best quality, competitively priced, whirly-dos and selling them quickly with repeat customers. Human Resources Managers to the Rescue! The company needs to see what works and doesnt with strategy-based metrics. (4. Translate the mission into strategic goals) The HR manager needs to improve employee engagement by making sure the right people are in the right jobs AND make sure the managers are helping all employees understand how their job contributes to the whole companys success, sees how their efforts are making a difference, are feeling a sense of accomplishment, and are self-motivated. (Dessler, 2018) (5. Implement the strategy) Time for the HR manager to get with the line manages to fire people who are unqualified and give people raises and other incentives. Also train managers to create a corporate environment that meets the engagement goals. (6. Evaluate Performance) How did we do? The companys HR manager should now run more Metrics, Benchmarking, and Data Analytics. (Dessler, 2018)

Works Cited

Dessler, G. (2018). Human Resource Management, !6e. New York: Pearson.