Benchmarking and Evidence Human Resource Practises

Question: Discuss about the Benchmarking and Evidence for Human Resource Practises. Answer: Human Resource Management Employees are the primary stakeholders of every operational business institution, they form part of the organization that plays a key role in ensuring that the organizational objectives, mission, and vision are achieved. Competitive advantage between the retails institutions and the large firms are determined by the commitment of the employee to their job functions and responsibility, customer satisfaction is also one of the essential aspects that expresses the importance of employee in an organization. Consequently, retail organizations find it difficult to recruit qualified employee that they will ensure high performance. The solution on this arising issue affecting the retail industry is using the strategic management system which consists the essential elements of human resource management which will ensure that the organization is steering towards improving in production, growth and increasing in profit making. Benchmarking is a vital aspect of human resource management in an organization. It is the technique that that uses quantitative or qualitative, to measure the performance of an organization against the different human resource aspects. It is also defined to be the process of conducting a study and adoption of the best human resource practices, such as recruitment, motivation, and employee retention(Mathis, 2016). While evidence-Based Human resource management practices are also the fundamental component of human resource management, it refers to the process of using the existing evidence within the human resource department to make a decisive decision that has positive impact impressing the importance of human resource in the organization. Benchmarking as the human resource aspects could be used in HR department in generating evidence based on work history and the current evidence(Aveyard, 2009). Performance Improvement Retail organization in a business environment strive towards achieving their goals and objectives with less limiting factors, basically, this implies the application of strategic management system which when applied they positively affect the operation of the business, and thus promoting the performance of the retail industry in a business environment(Mello, 2014). According to the paper objectives, talented employees are considered to improve their performance and that of the organization, this is because of the passion they have for their job functions in the organization. Performance improvement state's talent as a factor which is used by management in job designing(Schultz, 2015). Benchmarking and evidence-based practices provide the assumption of improvement in the performance of both employee and business enterprise in general. Benchmarking has authenticated the evidence which gives rise to the functionality of the evidence-based human resource practices. The strategic management tool allows the top managers to evaluate their employee performance in the organization, thus enhance competitive advantage to the organization. The high-performance standard is also enhanced by the evidence-based human resource practices(Von Rosing, 2014). While recruiting, evaluating and retaining employees in the organization, the organization used the existing evidence to identify those employees who have to qualify for the top position in the organization. Motivation Motivation in human resource is embraced to be the key factor of benchmarking and evidence-based practices human resource practices. It is defined as the strategic management practices that the managers in an organization impose to the employee, this gives the reason as to why employee work in a particular manner that impresses increase in productivity. Benchmarking and evidence-based human resource practices act as the framework of promoting the motivation aspects in the organization. In the retail industry, motivation acts as the pillar of the organizational success in achieving the set goals and objectives(Aveyard, 2009). While conducting benchmarking, employee tends to be acting towards recognizing in relation to the expertise and skill which one has in relation to specific areas of specialization. The importance of evidence-based human resource practices relies on the data obtained during the process of benchmarking(Mathis, 2016). The organizational management in retail industry uses motivation as a factor which is vital in business process re-engineering, employees and top management take talent as an element which contributes motivation to their jobs in the organizations. Decision makings Benchmarking and evidence-based human resource practices are the fundamental strategic management tools which form part of the decision made by the organization while improving its performance. The human resource decision making requires that the managers and other top organization officials should consider taking the assumption of existing evidence in relation to the objectives of conducting benchmarking process(Dulebohn, 2013). The applications of Evidence practices in the retail industry increase the top management ability to make significance decision which has an impact on the organization operations. The decisions made by the top management in relation to employee performance and their decision towards the organization operation are based on the research conducted and the date obtained from the benchmarking process(Dulebohn, 2013). Implementation of evidence-based human resource and benchmarking practices play a pragmatic role while making the decision relating to the managemen t of the available resource. Management of an organization makes decision which takes into account the data obtained from auditing of asset and general organizational auditing(Marler, 2013). Lowering Labor Costs Labor cost comprises the expense that the organization in retail industry incur while embracing the staffing process. Strategic management tools form the foundation on how the organization can reduce and lower the cost to be incurred while recruiting and retaining qualified employees(Lange, 2013). Benchmarking and evidence-based human resource practices are the essential strategic human resource management system which is used by the organization to employee new and qualified employees and retaining the existing staff. Lowering labor cost implies the evaluation of employee performance based on their expertise and skills, an organization should consider the information the applicant is having as the recommendation from other organization. The recommendation provided by the other organizations explains the performance of an employee, this acts as the evidence which could be used during the recruitment process, this reduces the cost of labor and recruitment. The applicant will receive their wages and salaries based on the skill and expertise(Baron, 2007). The organization who evaluate and analyses applicant skills and expertise tends to reduce the labor cost which should have been incurred while training and conducting orientation programs. Better informed practitioners The strategic management system in the human resource are the main aspects which built professional employees in an organization. Business enterprise in the retail industry has the responsibility of using benchmarking as an aspect which will allow the employment of well-informed human resource professional who will deliver the objectives of an organization(Mathis, 2016). Competitive advantage in retail industry embraces the significance of evidence-based human resource practices, this is implied by the fact that the organization gets to employee staff members who realize their responsibility and function in the organization. Retail organization management has the obligation of making sure that employee the talented employee who will ensure that they work in accordance with the organizational frameworks. When employees are benchmarked and are identified to have qualified expertise in specific areas, the organizations are obligated in ensuring that they take advantage of business restr ucturing process and talented employees(Baron, 2007). Conclusion Development of retail industry in business environment takes the assumption of different essential aspects, where the strategic management tools are the primary aspects. Benchmarking and evidence human resource practices are the main strategic management tools used to impress the purpose of the paper. However, talent is a primary factor that operates in all aspect of human resource management in an organization, talent related to the passion which employee have towards their jobs and responsibilities in the organization. The significance of benchmarking and evidence-base practices is centralized around the talent that the employee has while performing their job functions. References Aveyard, H. a. (2009). A Beginners Guide to Evidence Based Practice in Business . Baron, A. (2007). Human capital management: achieving added value through people. Kogan Page Publishers. Dulebohn, J. H. (2013). Human resource metrics and decision support: A classification framework. (Vol. 1). Human Resource Management Review. Lange, T. (2013). Evidence-based HRM: a scholarship perspective with a difference. In Evidence-Based HRM: A Global Forum for Empirical Scholarship (Vol. 1 ). Emerald Group Publishing Limited. Marler, J. H. (2013). An evidence-based review of e-HRM and strategic human resource management. Human Resource Management Review,. Mathis, R. L. (2016). Human resource management. Nelson Education. McKenna, E. F. (2008). Human resource management: a concise analysis. Pearson Education. Mello, J. A. (2014). 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