The insurance industry in Saint Lucia is expanding and as such there are greater challenges for the company and more specifically its Human Management processes. In order to respond to the challenges brought on by the changing environment GTM must be innovative and implement strategic and sustainable policies. The HRP’s role now include, adapting to organizational change, employee advocacy, Innovation driver, employee engagement driver. Legge (1978), Storey (1992), Ulrich (2005) work on models impacting the HR function is still influential today and contribute towards organizational performance.
Organisations set goals and objectives but most importantly is the means by which these can be achieved. Legge’s HR innovation Model described three categories in which HR Professional operates. The conformist innovator role places the HR professional in a powerful position coupled with the expertise to guide the department towards achieving organisational objectives. Given that the HR role is aligned with the company’s objectives as a consequence, the HR professional will actively seek to introduce strategies which may involve; employee engagement, job redesign, cost reduction measures etc. The conformist innovator concept is practiced at GTM, for example, one of the company’s objective is to increase online marketing to increase sales. Consequently, the HR professional will engage in selecting specialist staff to maintain the company’s webpage and handle online software for advertising to maximise client sales.
The deviant innovator role attempts to deviate from the organisation’s usual means of achieving its goals by inventing new ways of attaining these goals which is accommodated and accepted by management such as; employee well-being at work, development etc. these new strategies may encounter opposition but can ultimately achieve success when implemented. In the problem solver role, the HR professional lends its specialist support to assist managers with issues such as; administrative support and provide legal advice as is practiced at GTM aimed at improving performance to gain competitive advantage “the ability of a firm to win consistently in the longer-term in a competitive situation” ABE Handbook (2017).
Storey’s strategic/tactical model identified four categories of roles, which operate in a framework which is either tactical or strategic and interventionist or non-interventionist. The change makers role aligns strategies with organisational needs and change making is the main concern towards adding value to the company and less attention is paid to administrative policies.
Regulators operate largely at the interventionist level with minimal tactical influence and its main focus is on communicating and implementing HR policies with managers. Hanmaiden in HR operate on a transactional level which is implementing the activities and have little contribution in the policy implementation stage. In contrast, HR professionals who operate as advisors will focus solely on strategic policies not engaging in implementing activities.
GTM’s HR system emulates more of Ulrich and Broackbank’s five segment champion model. The human capital developer ensures that every employee is adequately trained and developed to adapt to organizational change. Human capital is defined as “the collective knowledge, skills and abilities of an organisation’s employees” ABE Handbook (2017). The strategic partner role is similar to Storey’s regulators role such that they work closely with managers in the implementation of strategic activities, putting measures in place to support strategic objectives.
The functional expert role is essentially ensuring that company policies are effectively implemented. They engage in reengineering of HR functions to obtain efficiency in work programmes. The employee advocate role ensures that employees are properly utilised and attain employee satisfaction to gain employee commitment and promotes; employee engagement, work life balance etc. the leader is tasked with implementing best practices in the organisation to achieve growth and development.
Organisations operate in an intensely competitive global economy and are constantly affected by external factors. As a result, the HR role is vital and must add tangible value towards effectiveness and efficiency in order to achieve Corporate social responsibility (CSR) “actions taken to deliver economic, social and environmental benefits for all stakeholders” ABE Handbook (2017).