Strategic HRM: Key Trends, Factors, Theories, and Change Management Models

Strategic HRM

TABLE OF CONTENT
INTRODUCTION.....................................................................................................................................3
Overview of company........................................................................................................................3
LO1........................................................................................................................................................4
P1 Key current trends and developments influencing company HR strategies..................................4
P2 External and internal factors influencing HR strategies and practices..........................................5
LO2........................................................................................................................................................6
P3 Theories and concepts related to growth and development of strategic HRM ...........................6
LO3........................................................................................................................................................8
P4 Change management models support HR strategy in application to company............................8
LO4........................................................................................................................................................9
P5 Monitoring of HR outcomes..........................................................................................................9
P6 Evaluation of HR management and development which supports sustainable performance and
growth working company objectives...............................................................................................10
CONCLUSION ......................................................................................................................................11
REFRENCES..........................................................................................................................................12

INTRODUCTION
Strategic management involves formulation and implementation of major organisation
goals and implementation of various new initiatives which are taken by top management.
Aim of strategic human resource management can be understood as to potentially form
advance flexibility with strong innovation and wider competitive advantage goals which
enhances purposes of cultural working paradigm within company goals. Hilton hotel is one of
the biggest brand having wide number of branches in world, having advanced focus on
providing customers luxurious stay and stronger working evolving services. It has developed
best customer oriented services and to evolve onto various dynamic competitiveness. The
report will be explaining key current trends within internal and external business environment
which influences HR strategies, theories and concepts related to growth and overall
development with focus on change management parameters. It will further discuss
monitoring of HR outcomes and evaluation of various new strategies which support
sustainable performance and growth working company objectives by bringing forward in
depth analysis onto how strategic HRM practices are the key criteria to be understood among
company scenarios (Colakoglu., Erhardt and Martin-Rios, 2019).
Overview of company
Hilton hotel is one of the best hospitality company within world having high
advanced functional metrics for continuous focus on evolving advanced target growth, larger
determinants and new active synergy where targets for consumers satisfaction are focused on.
The hotel has various number of branches in various top positions within world and also there
is active focus on diversified overall growth, which keenly also productively enhances larger
goals on stronger horizons. Hilton hotel has achieved brand goodwill due to its best luxurious
services of spas and hotel room amenities have been widely heading towards functional
diversified goals. The overview enables us to yield focus towards various metrics of Hitlon
hotel strategic planning, resource upliftment and also for functional segments of best
hospitality stanadards.
(Madera, Dawson and Belarmino, 2017).

LO1
P1 Key current trends and developments influencing company HR strategies
There are various new key trends and developments influencing HR strategies within
working parameters and to evolve varied functional synergy among new governing scenarios
while employing people based on their skills to evolve within demands of changing Travel
and tourism industry. Hilton hotel has been focusing to indulge in various new HBR
development trends which are as follows for generating stronger stable turnover and higher
satisfaction among employees (Akter, Ali and Chang, 2018) :
 Workforce diversity and demographics: This is one of the biggest trend where all
employees are recruited based on their varied learning potentialities, skills and
working efficiency diversity and there is also productive enhancement based on their
demographics working synergy. Hilton hotel focuses on keeping innovation diversity
at workforce where main role is to work on demographics' development, for best
HRM strategies and also larger morale boosting among employees. By focusing onto
building diversity and new technical goals of wider development employees will be
able to keep motivated. This also focuses for gaining stronger HR strategies at
organisation environment, for leveraging stronger fundamental quest goals which
motivates employees.
 Continuous training and development parameters: This significantly explains
importance within continuous training and development scenarios, such as best
customers services based on customization preferences within company levels for
determining various new future potentialities for more diverse efficiency and to be
emphasising onto wider domains. Continuous training and development also
prominently enables management of all employees to be worked on with high
motivation standards, higher functional focused synergy among working goals and to
develop longer working governance within employees.
 Technology advancement: This is also one of the major parameter where technology
advancement shall be competitively taught to all employees within management
among working paradigms where there is vitally high demand among scenarios for
gaining functional innovation (Pasha, Ab Hamid and Shahzad, 2017). Technology
advancement enables to develop various new skills among employees and also train