Strategic Human Resource Management The role of Six Sigma in the Human Resources field.
For nearly three decades, the quality management philosophy known as Six Sigma has brought competitive advantage to organizations implementing it. The typical approach, however, has been to have leaders from operations, engineering, quality, and marketing manage this strategic initiative. Human resource’s role has been to default to the administrative tasks of organizing the required training, keeping records, and assisting in the selection of candidates for the program. Yet for the past two decades human resources has also been struggling to gain a seat at the executive table (Fazzari & Levitt, 2008, p.171).
HR is a service department with various services to provide, customers to satisfy, government regulations to comply with, production schedules to keep, budgets to meet, and a bottom line to protect and enhance. With these issues in mind, Six Sigma can be just as appropriate in HR as it would be in any other organizational department. These functions were the very reasons that Six Sigma was developed Application of Six Sigma to the HR functions could help improve quality of hire including training, reduce time and cost to hire, develop job description, reduce turn over and have faster response time to internal documentation (HR Focus, 2007. p.5-6). Demands for greater efficiency and competitiveness continue to force companies to improve levels of-quality in everything they do. As a result, human resources professionals are finding new and rewarding responsibilities. The value of the new HR function is increasing particularly in organizations that are committed to the advanced form of a revolutionary quality concept called Six Sigma (Defeo, 2000. p. 1). Committing to a Six Sigma initiative can be an expensive and complex action on the part of management, but its record of success makes exploring the option worthwhile (HR Focus, 2007. p.8)