Both Strategy Formulation And Strategy Implementation Are Aspects Of What is Strategic Human Resource Management?

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What is Strategic Human Resource Management?

In Human Resource (HR) and management circles these days there is a lot of talk about Human Resource Management and many expensive books can be seen on the bookstore shelves. But what exactly is SHRM (Strategy of Personnel Development), what are its main features and how does it differ from traditional personnel management?

SHRM or Strategic Human Resource Management is a branch of Human Resource Management or HRM. It is a new field, which has emerged from the parent training of human resources management. Much of the earlier or so-called traditional HRM literature has taken the strategic concept seriously, rather than as a practical matter, whose results trickle down to the entire organization. There was a sort of undefined geographical divide between the people-centered value of HR and the business values ​​to which business strategies belonged. HR professionals feel uncomfortable in the war cabinet as a place where business strategies are formulated.

Definition of SHRM

Strategic human resource management can be defined as combining employees with strategic goals and objectives to improve business performance and develop an organizational culture that promotes innovation, flexibility and competition. In an organization SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of company strategies through HR functions such as recruiting, selecting, training and rewarding employees.

How SHRM differs from HRM

Over the past two decades there has been a growing realization that HR functions have been like an island with soft people-oriented values ​​away from the hard world of real business. In order to justify its existence HR functions had to be seen more closely with the planning and day-to-day management of the business side of the business. Many writers at the end of the 1980s, began to look for a more creative approach to people management than traditional people management methods or the business relationship model. Strategic human resource management focuses on human resources processes with long-term goals. Instead of focusing on internal personnel issues, the focus is on addressing and solving problems that affect people management processes over time and on a global basis. Therefore the main objective of human resource planning is to increase employee productivity by focusing on business constraints that occur outside of human resources. The main actions of the HR manager are to identify key areas of HR where strategies can be implemented over time to improve employee motivation and productivity. Communication between HR and the top management of the company is important as without active participation no collaboration is possible.

Key Features of a Human Resource Management Plan

Key features of SHRM are:

  • There is a clear link between HR policy and practices and the overall strategic objectives and context of the department.
  • There is a coordinating scheme that links each HR intervention so that they support each other
  • Most of the personnel management responsibilities are transferred to the line

Systematic Human Resource Management Techniques

Human Resource Management professionals increasingly deal with issues of employee participation, workflow, performance management, reward systems and high commitment systems in a global context. The old solutions and recipes that worked in the local context do not work in the international context. Multicultural factors play a big role here. These are some of the key issues HR professionals and senior managers involved in SHRM are facing in the first decade of the 21st century:

  • International market integration.
  • Increased competition, which may not be local or national in a free market sense
  • Rapid technological change.
  • New concepts of line and general management.
  • Frequent changes in ownership and business climate results.
  • Cross-cultural issues
  • Economic complexity shifting from ‘developed’ to ‘developing’ countries

SHRM also presents some of the main current challenges facing Human Resources Management: Aligning HR with the core business strategy, demographic trends and the labor market, integrating soft skills into HRD and finally Knowledge Management.

References

  1. Armstrong, M (ed.) 192a) Human Resource Management Skills: A Holistic Business Approach. London: Kogan Paper
  2. Beer, M and Spector,B (eds) (1985) Studies in Human Resource Management. New York: Free Press
  3. Boxall, P (1992) ‘Strategic Human Resource Management: An Introduction to a New Theoretical Approach?’ Journal of Human Resource Management, Vol.2 No.3 Spring.
  4. Fombrun, CJ, Tichy, N,M, and Devanna, MA (1984). Strategic Human Resource Management. New York: Wiley
  5. Mintzberg, H, Quinn, JB, Ghoshal, S (198) Strategic Plan, Prentice Hall.
  6. Truss, C and Gratton, L (1994) ‘Strategic Human Resource Management: A Concept’International Journal of Human Resource Management, Vol.5 No.3

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