The business environment has been changing and transforming with the social one over the past decades, and it is important for companies to adjust to new circumstances to achieve success and stay competitive. These developments caused people to once again discuss the goals of commercial enterprises and their role in society. According to Bamber and Borchers (2020), the aims of business have always been about making services, goods, and livelihood, as well as a higher purpose for every individual wishing to address their calling. Thus, today, it is important for CEOs to take into consideration these factors and, based on them, implement HR practices which are both strategically and theologically relevant.
As it was stated earlier, the modern world forces organizations to constantly innovate, change their processes, and be forward-looking in order to be useful for clients. Therefore, corporate training and human resource development must become a priority for modern businesses, yet they have to be conducted in an efficient manner. Managers should develop a proper instructional design and ensure that employees have an opportunity to apply their skills when they return to their jobs (Valentine et al., 2020). Moreover, trainees must be exposed to educational materials only applicable to their line of work; otherwise, training will not be effective. Additionally, companies have to conduct after-training procedures, which will be targeted at providing employees with the support of supervisors and peers. Businesses can also adopt the Participatory Communication approach, which seeks to strengthen the connection between the workers and top management and improve organizational performance as a result (Mutyala, 2019). This method allows firms to engage in dialogue and grants workers a right to be involved in decision-making. Such interactions will facilitate the work of HR managers and will assist them in determining existing human resource management issues and developing reliable strategies to resolve them.
The idea here is that every employee possesses an invaluable insight which can contribute to attaining larger strategic goals of the company. As taught by Luther, work is a divine vocation, and people spend a lot of time perfecting their skills and acquiring knowledge to become better at it (Hardy, 1990). Thus, the task of every employer is to help employees realize their potential and increase their competence to serve others through their work, as ordered by God. That is why companies have to invest not only in the training of the workers but also in talent management programs. Integrated talent management (ITM) is one of the most effective approaches to ensuring the successful building of human capital and the one which integrates numerous processes, including training, performance management, and succession planning (Valentine et al., 2020). ITM is a powerful tool for optimizing HR practices and providing value to all stakeholders.
Nevertheless, the fast pace of current business and social developments will make some workers redundant, and the obligation of every employer is to announce their departure in a humanistic way. All people are created in the image of God, and it is everyone’s moral task to treat others with dignity and respect (Keller, 2012). Therefore, employers have to be able to answer all questions of the departing professional and motivate their decision.
CEOs of companies which are oriented towards the future must recognize the purpose of their business, go beyond mere profits and make their HR practices correspond to the needs of their employees. God created all people equal and worthy of dignity, and their jobs constitute their divine vocations. Employers have to invest in training and talent development to ensure that workers improve their skills and thus deliver better services to other people and especially customers.
References
Bamber, J., & Borchers, A. (2020). Revisiting the purpose of business. The Journal of Biblical Integration in Business, 23(1), 47–57.
Hardy, L. (1990). The fabric of this world: Inquiries into calling, career choice, and the design of human work. Wm. B. Eerdmans Publishing.
Keller, T. (2012). Every Good Endeavor. [VitalSource Bookshelf]. Web.
Mutyala, P. (2019). Revisiting the purpose of business. The Journal of Strategic Human Resource Management, 8(2), 37–40.
Valentine S. R., Meglich P., & Mathis R. L. (2019). Human Resource Management. VitalSource Bookshelf. Web.