redistributing the human resources

Of course we all know, formatting an organization involves structuring its internal components, roles and relations to achieve efficiency, effectiveness and alignment with its object. Organizations are complex entities composed of various interconnected components that work together to achieve their common goals and objectives. Their components can vary depends on the type, size and structure of the organization, but generally include structure, people, culture, process, technology, strategy, leadership, communication, customers and stakeholders, physical resources, financial resources and external environment. These components interact with and influence each other within the organizational ecosystem, shaping the culture, performance and their overall success.

Some of these names must be familiar in our efforts to study and managing the organizations. Weber was a German sociologist who introduced the concept of bureaucratic organization, emphasized the importance of hierarchy, division of labour, rules and regulations and impersonal relations in achieving organizational efficiency. His contributions is recognized and carried out up until today in several government sectors in many countries. Frederick Taylor is known as the father of scientific management that focused on optimizing productivity through systematic analysis of work process, standardization of tasks, and incentive systems to motivate employees. And many other organizational theories creator such as Henry Fayol, Elton Mayo, Chester Barnard whoproposed the importance of informal organizations, communication and the acceptance of authority in achieving organizational objectives, Duglas McGregor, Herbert Simon. Etc. these theories and creators have made significant contributionsto our understanding of organizational formation, structure, behaviour and management, laying the foundation for modern organizational theory and practice.

Today we dissect the HR management perspective, especially in redistribution HR.

Effective human resource management is crucial for organization success. In many situations, redistribution human resources within organizations becomes necessary to optimize efficiency, enhance productivity and adapt to changing circumstances. However this practice comes with its own set of advantages and disadvantages.

In advantages side, redistribution HR can be beneficiaries to:

Enhance flexibility. Redistributing HR allows organization to adapt quickly to change their needs and priorities. By reallocating talent to areas with higher demand or strategic division, organizations can maintain flexibility and respond promptly to market dynamics.

Optimal resource utilization. Redistributing HR ensures that talent is utilized efficiency across different departments or projects. This will help to prevent underutilization of skills and expertise while maximizing productivity and output.

Improve collaboration and innovation. Bringing diverse talents through redistribution encourage cross-functional collaboration and knowledge sharing. This fosters culture of innovation where employee from different background contribute to fresher perspective and ideas to problem solving and decision making process.

Talent development opportunities. Redistributing HR provide employees with the opportunities to broaden their skill sets and experiences. Exposure to new roles and responsibilities can contribute to their professional development and career advancement within the organization.

For some cases, redistribution of HR can lead to cost saving by optimizing staffs level and reducing the need for external recruitment. This particularly during the economic downturn or period budget constraints that make the organizations can’t afford to bring the new talents or skills.

On the other side, redistributing HR can have consequences to several disadvantage such as:

Disruption and resistance. The HR redistribution process may disrupt existing team dynamics and workflow, leading to resistance from employees who are accustomed to their current roles and responsibilities. But as the saying goes, there is no certainty except change, and who ever always in preparation and adapt will win the race.

Skills mismatch and training needs. Reassigning employees to unfamiliar roles or departments may result in skill mismatch and necessity to additional training or development program. This surely can increase the organizational costs and time investments, especially when the extensive and retraining is required.

Loss of institutional knowledge. Redistributing the HR especially the experienced ones to other department may lead a loss institutional knowledge and expertise within the original team. This loss can impact organizational performance and hinder decision making process in the long run.

Decrease morale and job satisfaction. Employees affected by HR redistribution may experience decreased morale and job satisfaction, especially if they perceive the changes as unfair or detrimental to their career aspirations. This can result in disengagement and high turnover rates and might impact to situations that employees will leave the company and move to another.

Short term disruptions in productivity. This happen when employees forced to adjust to their new roles and responsibilities. This period of transition can impact deliverables and deadlines, requiring careful management and support from leadership.

 Between the advantages and disadvantages of HR Redistribution, to effectively leverage advantages of redistribution while mitigating its drawbacks, organizations must carefully plan and communicate their strategies, prioritize employee development and support, and foster a culture of openness and collaboration throughout the process. By doing so, organisations can harness the full potential of their human capital to drive sustainable growth and success. More importantly, the organizations must be able to capture HR as an asset for the entire organization, not the unilateral ownership of each department. This relevant especially in an economic uncertainty situation and strategic environment that leaves no room for mass recruitment.  By implementing the right career path/pattern and potential development, as well as the ability to provide reliable knowledge sharing management, the organization can maintain their performance while capturing opportunities and preparing their selves to growth.