HUMAN RESOURCE- AVALUE AADITION TO BUSINESS CASE STUDY -TRIFORCE

HUMAN RESOURCE- AVALUE AADITION TO BUSINESS CASE STUDY -TRIFORCE

PROFESSOR SHIKHA GOYAL , KAUSHAL KRISHNA

INTRODUCTION

This thesis is a study of the extent to which the expectations of middle and senior managers in my current company, Triforce is consistent with the existing human resources management (HRM) from a strategic point of view.

This thesis is also a complementary study that has its origin of interest in an analysis done regarding the HR department ́s work load and the consistency of the work done by HR. The analysis also included a smaller scale view on HR ́s work by board of leaders. The analysis showed that HR worked extra hours covering a half-time job and this resulted in employing one more HR Manager in the current group. It also measured the thoughts of top leader ́s view on HR in different HR related tasks. It became clear that HR is not seen as very top strategic player in the company, which actually became the starting point for the need of this study.

Human resources have for years been fighting for their strategic position in Triforce. In theory, HR ́s role has become more of a business partner than just an operative administrator, which was the case for many years ago. That is not fully implemented view in Triforce. In my opinion, HR should have at least as important role in adding value to the business as all the other business areas in companies.

The strategic role of HR is still not understood and accepted in many companies and a company called Triforce is used as an example in this thesis. Triforce has seen the value of HR in many ways, but mostly from the operational point of view. There are some questions yet to find out answers to when it comes to achieving the position of a strategic business partner for HR in Triforce. How to define HR ́s position in the company? Who owns the processes, managers or HR? What are the expectations from both sides? Is HR part of the business strategy planning? Which role does HR want to achieve? How to make the managers aware of the importance of strategic HR work? I hope to find answers to some of these questions throughout the study.

It is very common that HR processes are seen important for HR to have and not always as something that actually adds value to the company. There is a constant struggle with defining, explaining and justifying HR processes to managers. Triforce is no exception in this. There has been understanding for the need of some of the processes, such as recruitment, performance management and salary review, but they are often seen as time-consuming, too controlled and not very proactive processes from the manager ́s point of view.

There is a long road ahead for HR representatives in Triforce by trying to convince that HR both has the qualities, competencies and knowledge to help the business gain their goals. This struggle is ongoing on daily basis and the fact that all HR are women in very male dominated field does not make the road less rocky, so to say. It is hard to diminish the operational and administrative role, when the company has not have HR services function.