Implementation of Strategic Human Resource Development

This document discusses the implementation of strategic human resource development for an organization, considering the increasing presence of millennials. It explores the strategies for recruitment, training, and motivation of employees, as well as the need for flexibility to accommodate environmental changes. The case study of Standard Bank Group is used to illustrate these concepts.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author Note

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Strategic HRD plans must be flexible enough to accommodate changes in the
environment. Keeping this in mind, discuss the implementation of strategic human resource
development for our organisation (or an organisation of mine choice), factoring in the
increasing presence of millennials, as inferred in the article.
The human resource department of an organization must be well-acquainted with
current management trends, and have to stay up to date in terms of upcoming strategic
orientations. The entire process of strategic human resource development is based on what
the executives, managers, or employees perform on daily basis and maintain a level of
eagerness among the workforce. Strategic human resource development includes the
strategies to recruit and provide training to the new employees as well as to motivate the
existing employees of the organization. A strategic training prepares a person to perform
more efficiently, which may be done through seminars, events and programs (Noe Et al
2017).
Standard Bank Group, a South African financial service provider group headquartered
in Johannesburg and 156 years old, wants to strategize the human resource developments in
such a manner that they are flexible enough to accommodate environmental changes. The
increasing presence of millennials, also known as Generation Y or the Net Gen, is a major
factor to strategize the policies of human resources. Millennials are the people who have
reached adulthood around the turn of the 21st century, born between the early 1980s to the
early 2000s.
Millennials are an aggressive generation, full of power and multitasking and most
importantly, flexible. Relocating millennials can cost less, so the human resource department
can strategize their plans accordingly, like creating a flexible organizational culture. They are
more willing to take an opportunity when offered to move to some other place and this can

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result in lowering the cost and good return on investment. In terms of mobility, they will need
less support for home-related needs as they are not yet homeowners. They will also use
public transports, which will save the organization’s travelling allowances as well. As an
additional value, their attitude may also fit in with company’s corporate social responsibility
as they are more environmentally conscious. The balance between work and personal life
have an importance for the millennials and they look for a business-like work place
environment. Usage of technology is a major factor that separates them from their previous
generation. So, the strategy that HRD should apply is to select and train the right people in a
technically advanced way, like using the online recruiting tools such as social media
platforms. They have to create a workplace which will help the millennials to attract and
retain, so they have to create strategies accordingly, as the millennials want their work to be
appreciated as well as stay in a cool place (Marler and Fisher, 2013).
Millennials are quick learners, performance-oriented and highly educated, and these
features ride to their workplace preferences. So, the strategic HRD have to give priorities in
time sources to access the knowledge, as the millennials are the tech-savvy and relies on real
time information through internet and social networks. Technology based learning activities
should be introduced. Mentoring approaches can also be introduced to attract the millennials.
Performance review and feedbacks must be taken on a continuous basis, maybe once in a
month.

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Reference
Budhwar, P.S. and Debrah, Y.A. eds., 2013. Human resource management in developing
countries. Routledge.
Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic
human resource management. The Academy of Management Annals, 8(1), pp.1-56.
Marler, J.H. and Fisher, S.L., 2013. An evidence-based review of e-HRM and strategic
human resource management. Human Resource Management Review, 23(1), pp.18-36.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.