Strategic Human Resource

STRATEGIC HUMAN RESOURCE 10

StrategicHuman Resource

4220Human Resource Management, Section 01-I

SubmissionDate

StrategicHuman Resource

Section1

Thecurrent business environment is marred with rapid changes and highdegrees of uncertainty such that it has become difficult forbusinesses to survive. On the other hand, those organizations thathave developed a strategic approach that includes assessing theirenterprises against the external environment and the adoption ofbusiness models, such as SWOT analysis, have been able to maintaintheir success levels. As such, it becomes irrational to assume thatorganizations that were formerly big brands in the industry yesterdaywill continue to carry on with the status quo (Ruggieri, 2014). Inthis light, to encounter levels of organizational success in thecoming decades, it would be crucial to consider foresightedness inthe process of navigating landscapes that are shifting rapidly interms of human resource strategy (NewYork Times, 2017).Consequently, rational firms are those that continually reassesstheir internal environment (skills, organizational structure, companyculture, and sundry) and immediately shift the right resourcestowards updating and developing them. This analysis aims to carry outan in-depthanalysis of strategic management in the human resource function andhow it informs the subsequent success of the other departments. Assuch, the paper will use the case study technique to explore therelationship between an organization’s human resource strategicmanagement and its future success.

Background

TheNew York Times Company is the producer and distributorof TheTimes and New York Timesever since its establishment in 1851. It is regarded as the secondbiggest print media firm, slightly below the Wall Street Journal(Neu, 2013). The first print in its various editions was The Timesthat used objective fashion and restraint to report the dailyhappenings while strongly avoiding sensationalism. It`searly and consistent success is based on its strategic editorialapproach of adopting a writing style that targeted the intellectualand culture readers, instead of the typical mass audience (Ruggieri,2014). With time, the entry of other players changed the readingtrend and eliminated the liking for the high moral tone kind ofeditorial approach, and the end result was a lifelong and heatedpattern of external competition. It led to the lossof $980 per week before Adolph Simon bought it in the late1890s(Glowik,2016).

Withthe assistance of an editor he poached from the New York Sun, calledAnda Van Carr, he built the New York Times into an internationallyrespected brand. The professional was so experienced andknowledgeable in media affairs. One of his strategic plans was tostrongly emphasize on non-stop reporting of the daily events. He alsodid away with fiction articles in newspapers, sufficient coverage ofinternational matters, and introduced a special magazine for Sundayreaders. The prices of the various sub-brands were also reviewed andreduced to promote demand and gain additional market share (NewYork Times, 2017).

SWOTAnalysis

Toconstruct an effective and efficient human resource strategic planfor The New York Times, it is imperative to understand the internaland external environments, including the nature of its current humanresource function and how it is prepared to meet eventualities anduncertainties (Rugieri, 2014).

Strengths

Oneof the major strengths that the New York Times benefits from is itshistorical existence in America’s print media industry. The companywas formed in the 1850s and it accords it a rich experience ofexpertise and knowledge in reporting and corporate affairs (Glowik,2016).The company has a strong global presence and is regarded as one ofthe leaders in the industry. This places it strategically to attractand retain top talent who promote innovation and creativity (EbscoPublishing, 2012).

Thefact that it does not indulge in fiction ensures that it retains itsintellectual and routine readers who have developed a culture ofgoing through The New York times on a daily basis. As such, they aresure buyers who greatly reduce the company’s business risk since itknows that a certain number of people will purchase its product(Glowik,2016).It has an editorial excellence that has earned it major awards, andthis is positive publicity that works to attract new customers andenhance the loyalty of existing ones (NewYork Times, 2017).

Weaknesses

Thereare some weak points associated with the company, such as theintellectual and conservative style of its human resource is not sopopular in the contemporary society that is marred bya multi-cultural quality. It explains why it’s annual sales droppedby a massive 1 million copies in 2009 (Glowik,2016).

Thehigh international presence associated with the New York Timesdisrupts the focus of its human resource from local affairs. What ismore, a lot of editorial time and space is spent on global issues atthe expense of their local customers who might be delighted withfiction material intertwined with factual information (NewYork Times, 2017).

Opportunities

TheNew York Times is a renowned brand that has still not attained thelevel of exploiting its full potential. Since it is a top company inthe media circle, there are a lot of talented and inspirationalwriters who would want to work for it. This is based on the company’scompetitive remuneration rate that makes it attractive for workersand potential applicants. Secondly, the company is equipped with someof the most talented media personalities who command a massive numberof readers (Rugieri, 2014).

Anothernotable opportunity is in the form of unexploited capital when itcomes to the internet presence of the New York Times. Since thecompany is vested with huge financial resources that are attributedto its long presence in the business, it has not sufficientlyinvested in the Internet (HrCouncil). Thisis based on the fact that there is worldwide behavioral changeamongst consumers who whose reliance on the internet and automatedmedia content is on a steady rise. In this light, the managementshould contract an Information Technology firm to enhance thefunctioning of its website and make it more user-friendly(Glowik,2016).There are also popular social media sites that the company could useto make itself more public on a consistent basis. Another option isto design newspaper applications that would target the technologysavvy consumers who spend typically half of their day on the WorldWide Web (WWW) (NewYork Times, 2017).

Threats

Thereis wide competition from other popular newspaper companies, such asthe Wall Street Journal, who are giving the firm a run for its money.The paper is ranked 20^thin the world and does not enjoy the benefit of recent ISO and otherquality assurance rankings. The presence of bigger players means thatthey are well furnished to poach the workers of New York Times as itis a popular move in the media community. The situation could lead tothe loss of reliable and long-serving employees who also form itspillars (Rugieri, 2014).

TheNew York Times over indulgence in political affairs by taking sidesand failure to avoid being neutral in election matters poses a directthreat to the sustainability of the company. Currently, the companydoes not support the administration of Trump and its editors areopenly castigating his moves and Trump is also firing back.

Thereis also the threat of external competition from other metropolitannewspapers, such as the York Times, the USA Today, Los Angeles Ties,Street Journal, and others. What is more, the dominant brand, theWall Street Journal, seeks to increase its market share according toits 2017 strategic plan and this is a direct threat to the futuremarket share and revenues of the New York Times as they will not beable to realize their future growth plans (Glowik, 2016).

Section2: Human Resource Strategy

ThreeHuman Resource Scenarios

Fromthe SWOT analysis discussion, there are a number of scenarios thatare regarded as a direct threat in relation to the future of thecompany. Firstly, the issue of external competition from both majorand minor newspaper players, including magazines, is a threat to itstop talent because of employee poaching. They could decide to expandoperations by investing more funds, some of which could be used tobuy staff members from the New York Times. This is s direct threatwith regards to the sustainability and/or future growth of thecompany and it could discourage job security of workers making themwant to leave for greener pastures.

Second,the failure to upgrade Information Technology components is nothealthy in the current world that is internet-based. From driving tomanufacturing, everything in the 21^stcentury is dependent on the internet and computer software. Theadvent of Smartphones has also altered the behavior of currentconsumers, who would rather conduct everything, including newsreading, from the comfort of their seats (in their Smartphones).These are mostly comprised of the young generation in the age bracketof 16 to 35 years, who are also regarded as cultured readers. Workersare also de-motivated and the organization suffers a low retentioncapacity when the organization fails to adopt itself with the changesin the external environment.

Thethird human resource scenario is attributed to the negativereputation that the NewspaperCompany acquired from the concluded America’s Presidentialcampaigns. When a corporate body gets into a heated interaction orassociations with political bodies, various parameters that fosterthe success of an organization are adversely affected (TheHuffington Post, 2017).Though there is the benefit of media freedom of expression andconveying news content to the public, its writers should not take apersonal approach while reporting political matter and events. A sourrelationship with the authorities could undermine the progress andreturns of the company, thereby lead to low compensation of its humanresource. What is more, fines and penalties, including legal suitsare a threat to its financial stability, thus, the security of itsmembers of staff (Neu, 2013).

Strategies

Theproblem of increase competition in the external environment could behandled by investing more capital to increase operations in the localand international market. The New York Times should purchaseadditional machines and equipment, including the hiring of additionalmembers of staff to help increase its influence. This should befollowed with a massive media campaign, especially in social media asa way of targeting more clients to beat the competition.This will create the image of sustainability, thus promote a highworker retention capacity because workers will be guaranteed of jobsecurity (Sharma&amp Chakrabarti, 2012).

Thelow internet presence should be solved by hiring a competent ITexpert to make the website more user-friendlyand manipulate the search engines so that the New York Times becomesmore visibleonthe Internet. This is based on the fact that the majority ofconsumers rely on their computers and Smartphones to access news, andthe numbers are rising (Sharma&amp Chakrabarti, 2012).

Thirdly,the management of the New York Times should focus on changing theirnature of political reporting and adopt the style of maintainingneutrality, especially at the current moment when politicaltemperatures are still high. It could also oblige a group of itsstaff to handle its public relations, especially while dealing withthe spoilt relationship with Donald Trump. This is based on thenotion that it is always beneficial to nurture lucrativerelationships with authorities (Sharma&amp Chakrabarti, 2012).

Conclusion

Thepaper has fulfilled its objective of evaluating the relationshipbetween the strategic human resource management of the New York Timesand its future success, provided it implements the three strategiesthat are assessed deeply in the second section. They are designed(the strategies) to combat the three threats that are faced by thenewspaper company, and which threaten its existence in the long run.As such, the underlying human resource problem that is faced with TheNew York Times is the problem of uncertainty when it comes to thefuturesustainability of its business. It should implement the threerecommendations in order to deal with the problem.

References

EbscoPublishing (Firm). (2012). BernsteinBlack Book – Hon Hai Precision (Foxconn): A Black Book on a BlackBox.[S.L.], Sanford C. Bernstein &amp Co., Llc.

Glowik,M. (2016). MarketEntry Strategies Internationalization Theories, Concepts and Cases ofAsian High-Technology Firms: Haier, Hon Hai Precision, Lenovo, LgElectronics, Panasonic, Samsung, Sharp, Sony, Tcl, Xiaomi.Berlin, De Gruyter Oldenbourg.

HrCouncil. HR. (n.d.). HRPlanning.Retrieved April 4, 2017, from Hr Council. HR:http://hrcouncil.ca/hr-toolkit/planning-strategic.cfm

Neu,F. H. (2013). CuttingCosts: Successful Strategies for Improving Productivity.

NewYork Times. (2017, March 3). InTwitter attack on New York Times, Trump floats changing libel laws.Retrieved April 4, 2017, from The NewYork:http://www.politico.com/news/new-york-times

Ruggieri,P. (2014). TheCost Of Cutting: A Surgeon Reveals The Truth Behind aMultibillion-Dollar Industry.

Sharma,A., &amp Chakrabarti, S. (2012). TaiwanToday.London, Anthem Press.

TheHuffington Post. (2017, April 4). HumanResources.Retrieved April 4, 2017, from The Huffington Post:http://www.huffingtonpost.com/news/human-resources/