DEVELOPING HR STRATEGIES

Vorex Inc. by Kaseya (2017).

What Is HR Strategies

Nowadays, it is a common belief in the business world that the human resources of an organization can be a source competitive advantage, provided that the policies and practices for managing people are integrated with strategic goals and objectives. Strategic human resource management emphasizes the importance of establishing congruence between human resource policies and organizational strategic goals.

The HR Strategies is helping to the developing and implementing approaches to people management that take into the changing context in which the firm operates and its longer-term requirements.

David (2003) defines strategic management as the art and science of formulating, implementing and evaluating cross-functional decisions that enable an organization to achieve its objectives.

Significant features of strategic HRM

The Strategic HRM is affected to the Organization in many ways, however, that helps to achieve Organization goal and objectives as far,

• Human capital management – obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions.

• Learning and development – providing an environment in which employees are encouraged to learn and develop.

• Organization development – the planning and implementation of programmes designed to enhance the effectiveness with which an organization functions and response to change.

• Knowledge management – creating, acquiring, capturing, sharing and using knowledge to enhance learning and performance.

• Resourcing – attracting and retaining high-quality people.

• Employee well-being – meeting the needs of employees for a healthy, safe and supportive work environment.

Issues in developing HR strategies

According to Becker and Huselid (1998), they have been posted five major questions pertaining to the Developing HR Strategies as follows,

• What are the firm’s strategic objectives?

• How are these translated into unit objectives?

• What do unit managers consider are the ‘performance drivers’ of those objectives?

• How do the skills, motivation and structure of the firm’s workforce influence this performance?

• How does the HR system influence the skills, motivation and structure of the workforce?

Regarding the above questions, there are many and different ways to solve above matters. According to the Tyson and Witcher (1994), "The different approaches to strategy formation reflect different ways to manage change and different ways to bring the people part of the business into line with business goals." In developing HR strategies, the process may be as important as content.

As per the Tyson and Witcher (1994), this content is a most important thing in the HRM for the 21st century. If we going through this Strategic HRM we can achieve to our Organization Goals and also Organization can develop the employee-employer relationship. As well as this concept affecting the organization in many good ways.

References

Becker. B. E. and Huselid, M. A. (1998). High-performance work systems and firm performance: a synthesis of research and managerial implications, Research on Personnel and Human Resource Management, JAI Press, Stamford.

Armstrong. M. (2014) Armstrong's Handbook of Human Resource Management Practice, London, Kogan Page.

Tyson. S. and Witcher. M. (1994). Human resource strategy emerging from the recession, Personnel

Management, August.