Strategic Human Resource Management: Key Trends and Influencing Factors

This report discusses the importance of aligning human resources with strategic goals to increase performance. It defines key trends and developments affecting HR strategy, examines how internal and external factors influence HR strategy and practice, and discusses models, strategies, and sustainable growth. The report focuses on Reckitt Benckiser Group PLC, a global consumer goods corporation.

Strategic
human
resource
management

Contents
Introduction.........................................................................................................................................3
P1 Define key current trends as well as developments which affect an association's HR strategy.. . .3
P2 Examine exactly how together external as well as internal issues influence HR strategy as well
as practice..........................................................................................................................................4
REFERENCES....................................................................................................................................6

Introduction
Strategic human resource management is the practise of aligning the human alignment
with strategic goals of the company in order to increase performance. One of the most critical
problems that businesses confront in today's changing business environment is attracting and
retaining bright and competent personnel (Iacobuță, 2020). No plan, no matter how well
conceived, will succeed unless the company does have the correct individuals, with both the
right skills and behaviours, inside the right positions, motivated appropriately, and backed by
the right leaders. A company's people's abilities and competences can help it gain a
competitive edge. For this report Reckitt Benckiser Group PLC is consider which is a is a
global consumer goods corporation that manufactures healthcare, sanitation, as well as
household goods. RB, which dates back to the nineteenth century, has developed to become a
multinational corporation with well-known big brands.
In this report information regarding developments along with trends which affect HR
strategy. Internal as well as external factors that influence HR strategy as well as theories are
also mentioned. Further this report contains models, strategies along with sustainable growth
are discussed.
Main Body
Strategic Human Resource Management combines planning with human resource
management (HRM). As per Storey (1995), human resource management (HRM) is a
subsequently revised to workforce planning that strives to obtain a competitive edge through
all the effective deployment of a superior workforce, utilising an incorporated array of
cultural, structural, and personnel techniques. This is a lengthy and detailed definition. It
claims that Human Resource Planning entails the application of several approaches.
P1 Define key current trends as well as developments which affect an association's HR
strategy.
For each and every organisation it is very important to survive in the competition hence they
are require to follow the current trends along with development which might influence the
firms HR strategy. In this regard Reckitt Benckiser should consider the followings:-
Corporate downsizing: Whenever an organization attempts to delayer, it is
attempting to create greater efficiency. The pressure to remain cost effective has also
compelled many a firm to go lean, cutting down extra fat at each managerial level. The
premise of downsizing is to reduce the number of workers employed by the organization.
HRM people of Reckitt Benckiser must ensure that proper communication must take place
during this time. They must minimize the negative effects of rumours and ensure that
individuals are kept informed with factual data.
Adapting skill sets: Hiring and training skilled workers is critical for any organisation
concerned with competition, efficiency, reliability, as well as effectively managing a

multicultural workplace. Skill deficits result in substantial losses for the company related to
bad work including decreased production, a rise in staff mishaps, as well as a higher level of
customer complaints. Because an increasing number of occupations will demand more
knowledge and elevated numbers of language than currently available, HRM professionals
and experts of Reckitt Benckiser will need to convey this to schools, local leaders, and others.
Strategic human resource planning will have to seriously reconsider skill gaps as well as
shortfalls (Yasin Ar, and Carlos, 2020).
Employee Preferences: Workers today are much more informed, extra ambitious, as
well as willing to stage large, aggressive, as well as coordinated demonstrations if their hopes
are not satisfied. A range of financial as well as non requirements is constantly growing and
developing. In rapidly changing sectors such as software, telecommunications, entertainment,
including healthcare, turnover rates are rapidly increasing, and if Hr professionals of Reckitt
Benckiser do not respond favourably to employee engagement, the procurement as well as
training expenses of recruits will continue to rise. An effective system must thus predict as
well as control attrition via workforce planning, skills training, including suitable
compensation.
Globalization as well as its consequences: Today's business transcends geographical
boundaries and extends all the way around the world. As global businesses grow in size, hr
professionals face additional challenges. The rise of global corporations, including use of
broadband connections, and the liberalisation of cross-border commerce are unlikely to slow.
Keeping up with new techniques for discovering and recruiting global talent is essential for
bringing international talent. The hr department of Reckitt Benckiser must guarantee that the
right mix of workers with the right expertise, abilities, and cultural adaptation is available to
undertake worldwide projects. Companies must educate personnel in order to achieve this
aim (Madzimure, and Mashishi, 2021)
P2 Examine exactly how together external as well as internal issues influence HR strategy as
well as practice.
Within businesses, human resources departments play an important role in manpower
planning, employee as well as labour relations, training and development and legal
compliance. HR may be seen as a separate function from the day-to-day operations of the
business as it is not immediately engaged with in production of goods and services. The
factors which affect Reckitt Benckiser strategy are as follows:-
External Factors: The external environment may have an influence on every corporate
operation, and these changes are constantly influencing human resource policy. Regardless of
whether they are internal or external to the company, such factors have an impact on core
workings. The following are some of the causes that HR professionals should be aware of
these factors:
Pool of Available Labour: Human resources departments' primary role may be to maintain
adequate employee levels via manpower planning. One external source influencing the ways
to hire qualified applicants is labour force availability, which would be influenced by
unemployment levels, the amount of skilled workers within a sensible commutable distance,
and, in certain cases, the availability of candidates with specialised skills like nursing or new
tech. Reckitt Benckiser may have difficulties discovering and recruiting qualified individuals,

particularly whether the same key skills are really in great supply all through the sector
(Kurniawan and Galushasti, 2021).
 Government Rules and Regulations: State and federal workplaces policies and
guidelines comprise external variables impacting human capital that need the use of
human capital to guarantee compliance. Laws can have an impact on how a firm hires,
trains, compensates, and perhaps even discipline its personnel, as well as a blunder
might result in fines against Reckitt Benckiser or even lawsuits made by staff,
prospective employees, suppliers, or consumers.
Internal Factors: Clients, buyers, distributors, remuneration, newcomers, as well as rivals
comprise the internal environment that affects human capital practitioners. HR experts should
do an inner environmental scan for the following reasons:
Level of Development: The company's specific as well as planned growth rates are an inside
element that influences human capital. Businesses that are undergoing fast development and
quick enlargement may need to emphasize their human resources on recruiting and personnel
(Ahmadi Moghadam and Salari, 2020). Organizations that are more static may place a higher
emphasis on attempts to improve employee loyalty as well as the firm's ethos overall
workplace atmosphere by updating job titles and boosting remuneration plus perks packages.
Firms that are shrinking may have to make the difficult choice to let off some of its
employees; a signal that is frequently left to HR to convey.
Application of Technology: One of the most important internal variables influencing
workforce planning is the HR department's as well as corporate top management readiness to
employ technology can assist in some critical human resource activities. Companies that
utilise additional technologies, such as digital payroll processing, whereby workers may fix
things to their benefit plans on their own, for example, give human resources personnel
additional time to concentrate on some other areas such as recruitment, retraining, including
development of employees. This may free up a significant effort and resources within the
Reckitt Benckiser (Kicová and Poniščiaková, 2021).
Legislation Affecting Staffing: Legal provisions might have had an influence on a firm's
staffing procedure. Several labour rules, like recruiting, termination, remuneration, working
time, as well as medical insurance, must be followed by businesses. Failing to observe such
standards may lead to huge penalties as well as possibly the industry's closure. Reckitt
Benckiser need to see the policies relating to the welfare of its labours (Kubiniy, Marhitich
and Kosovilka, 2021).

REFERENCES
Books and Journals
Iacobuță, G. G., 2020. DEFINING THE CONCEPT OF “CORE COMPETENCIES” IN
RELATION TO STRATEGIC MANAGEMENT AND INNOVATION MANAGEMENT.
REVISTA ECONOMIA CONTEMPORANĂ, 5(4), pp.91-95.
Kubiniy, N., Marhitich, V. and Kosovilka, T., 2019. Potential of strategic development of
regional economy.
Kicová, E. and Poniščiaková, O., 2021. Specifics in strategic management of non-profit
organizations in the globalization process. In SHS Web of Conferences (Vol. 92). EDP
Sciences.
Ahmadi Moghadam, E. and Salari, A. M., 2020. Strategic Model of Human Resources
Education Tailored to the Agility and Professionalism of NAJA. Strategic Management
Studies of National Defence Studies, 9(37), pp.279-304.
Kurniawan, B. P. Y. and Galushasti, A., 2021. Effectiveness of Fine-Moving Value In
Developing Theoretical Model of Organizational Performance: A Perspective of The Theory
of Planned Behavior. Academy of Strategic Management Journal, 20(3), pp.1-13.
Madzimure, J. and Mashishi, P., 2021. Evaluating the Significance of Strategic Management
on the Monitoring and Evaluation of Secondary Schools in Gauteng Province, South Africa.
EuroEconomica, 40(1).