1. Complete HR Management implementation special focus on SME sector
2. HR Policy framework
3. Induction Policy
4. Competency Mapping
5. Mentor and Mentee model
6. SAP ERP HCM Project Analysis
7. Exit Interview

Organisation Development is about improving the system’s ability to deliver its outcomes by focusing on the whole system. Human Resource Management is focused on ensuring that the people within the system are supposed to deliver sustainable performance.

HRM can also be performed by line managers. It can also be described as the organisational function that deals with issues related to people such as compensation, hiring, performance management, organisation development, safety, wellness, benefits, employee motivation, communication, administration, and training.

It is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization’s goals and objectives.

In modern times, HRM is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programmes impact the business in measurable ways, hence, the new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value.

As the professional function with overall responsibility for the people management within organisations, HRM’s own role is expanding rapidly to address these challenges. HR is expected to be the organisational prospector: to scan and interpret this changing business landscape, anticipate future workforce needs and create employee value propositions that attract and retain skilled employees. HR practitioners are increasingly expected to be organisational architects – to become the designers and enablers of organisational agility, taking the lead in ‘future proofing’ their organisations by developing flexible, self renewing organisation cultures, using HR levers to shift behaviours. HR is expected to develop individual and organisational capability – to grow people’s skills, create working conditions that stimulate people to release their discretionary effort and processes by which their efforts are translated into knowledge capital. And HR practitioners are expected to be change agents, able to initiate and bring about the shifts their organisations need to make.

This growing role will require HR practitioners to expand their skills and experience repertoire, to develop and apply new design and development capabilities with impact and agility. The strong line leadership (the real OD practitioners), OD and HRM experts working together to achieve both the short term requirements for aligning people and resources with business goals while also working towards the longer term goal of building future organisational capability.

Given today’s fast changing context, HR is increasingly urged to become more strategic, proactive, business driven and specialist. HRM has to balance a range of paradoxes such as the need to fulfil short term requirements and also meet longer term organisational needs, to focus on local activities and also on corporate integration. This both and strategic tension requires HR practitioners  to demonstrate pragmatism and a can-do approach to excellent short term delivery with a more strategic orientation and perspective on what will equip the organisation for future success.

Thus we Oak Management Consultants will contribute to our clients in the following strategic manner:

1. Strategic Workforce Planning
2. The ‘right’ deal
3. Building a compelling employer brand to attract, develop and retain talent, making the brand real through:
   1. Workforce development and career development
   2. Developing the line to be effective people managers
4. The ‘right’ employment relationship
5. Enhancing employee well being and morale
6. Creating open communications
7. Managing employee/industrial relations issues