Strategic Human Resource Management

This article discusses Deloitte's global operations excellence, future HR resources, competencies required for COO for Apple Ireland, and recruitment, selection, and induction for COO position.

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Introduction
Deloitte, known as one of the world's top management consulting organisations
recognised for its executable strategy business operations expertise along with human capital
consultative services. The business processes of the company are essentially established
concerning incorporated major capabilities-people, process, technical advancement and industry
expertise. The skills and competencies however are required in order to help clients to
successfully deal with their most complex challenges (Rojo et al. 2018). Deloitte’s global
network of strategy and operations department draws on the competencies of the company’s
wide-ranging suite of specialised services and industry experience in order to focus on solutions
related to real issues which are impacting the business processes in recent times (Deloitte Ireland
2018).
Deloitte operations transformation practice facilitates its clients to successfully
implemented a corporate strategy and further attain their business objectives (Deloitte Ireland
2018). The operation department essentially transforms their clients’ major business and
operations in order to develop them to efficiently adopt the digital schema and capitalize on
operational productivity.
Discussion
Global operations excellence
Deloitte serves its clients and stakeholders across multiple factors for sourcing strategy
with significant prominence in consumer and industrial services, product, healthcare and energy
markets. The company's extent of specialised work force across geographies and industries offers
exceptional understanding of supplier markets (De Vries 2017). Deloitte efficiently leverage its
vital knowledge and benchmarking date with sophisticated digital tools in order to assist its

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clientele in rapidly evaluating their current state and further focusing on the transformations
which can most effectively result in desired outcomes (Tracey 2016). Deloitte’s global strategy
applies ‘cutting-edge’ approaches which are integrated with comprehensive industry knowledge
and experience in order to develop as well as execute integrated specialised strategies to attain
the future business operations with utmost confidence (Deloitte Ireland 2018).
Global operations excellence
Source: (Deloitte Ireland 2018)
Description of Deloitte’s Future HR Resources
The world's social and economic centre of gravity is consistently shifting from west to
east. Several developing nations thus have been encountering a new trend that is significant by
the incessant economic volatility, persistent underemployment along with inactive consumer
demand (Armstrong et al. 2015).In the past HR transformation essentially emphasized on
creating current HR Services into more productive, efficient, lucrative and yielding manner.
However the underlying assumption lied on the factors that Human Resource was functioning in
a way to generate effective hurried and cheaper outcomes. Furthermore in order to develop HR
competencies and capacities which can facilitate the business strategy of Deloitte, it is important
for the company to recognise the important determinants which are decisive to the company's

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business strategy (De Vries 2017). These factors are identified due to the propensity to put
significant impact on the business environment of Deloitte for the foreseeable future which other
companies can also take into consideration (Navimipour et al. 2015).
Growth- Revenue and market development are vital for competitiveness and sustainable
shareholder value. However in recent times, businesses are essentially developed by employing
additional in-house recruits. As the principle for business development has become highly
demanding, incorporating acquisitions, improved staffing models, advanced technologies along
with enhanced approaches for seeking magnetizing developing and sustaining talent have
become critical determinants for globalised companies (De Vries 2017). Deloitte not only
seeking for growth but has been essentially looking for cost-effective and lucrative growth which
significantly increases the challenge. For the HR department of Deloitte Ireland the core factor is
to develop improve capabilities which can facilitate its business as timely and efficiently as
possible (Owen and Mason 2017).
Deloitte’s Future HR Resources
Source: (Owen and Mason 2017)

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Globalisation and emerging markets-With increase globalisation, companies should enhance
their competence in order to efficiently build and sustain a global workforce. Several companies
like Deloitte are considering the global footprint shift from west to east as they practice
significant avenues for increased growth in emerging markets. Navimipour et al. (2015) reveal
that by 2050 the global populace is anticipated to rise by 50% which will primarily be given by
India and China. However 70 % of the world corporate management is currently located in
Europe and North America. Thus to sustain in this new competitive environment, Deloitte HR
department would hire HR talents and capacities which can facilitate them to competently
realign their work forces with the shifting global footprint (Tracey 2016). The company further
should take into consideration creating an operating environment whereby international as well
as virtual teams can successfully thrive (Deloitte Ireland 2018).
Risk and compliance-Risk and Compliance tend to impact the human resource operations in
several ways. On one level it must essentially delivery services which are considered as a
challenge way by the business expands its global footprint. However on the other level, Human
Resource Department of Deloitte Ireland must conform to the range of business policies such as
the ones related to data privacy and security (Rojo et al. 2018). Furthermore the human resource
unit of Deloitte Ireland can serve as a contributor role in helping its workforce deal with change
associated with developing a risk intelligence and complaint culture. It is important to note that
such culture employees tend to understand the comprehensive impact of the actions and execute
smart risks which are reliable to the company's policies, regulations and objectives (De Vries
2017).
Competencies required for Chief Operations Officer for Apple Ireland
The position of chief operations officer (COO) for Apple Ireland will primarily entail the

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execution of daily business operations of the company and clean up the CEO, Tim Cook in order
to accomplish tasks as directed by the board of directors of Apple Inc. in relation to the
functionality of COO position he or she will play a vital role and work with collaboration with
the CEO in order to develop as well as employ Apple’s long-term business strategy (Perkins
2017). Chief Operations Officer must possess exceptional relationship building as well as
interpersonal competencies since driver functionality would primarily report to them and the and
undemanding smooth networking is decisive. As Apple Inc relentlessly pursues utmost
exceptionality and delivers exceptional business outcomes, COO must be flexible enough to
develop strong work ethics along with an entrepreneurial enthusiasm in order to accommodate
greater degree of responsibility and multiple priorities (Apple Ireland 2018).
The COO of Apple Inc must comprise certain activities related to proposing ideas to the
CEO on strategic business expansion and core business forecast issues and makes further
suggestions on major business decisions. COO must comprise general oversight of all
operational as well as business functions that includes the manufacturing assembling (R&D)
research and development along with regulatory affairs operations and administration of the
company (Nieves and Haller 2014). In addition to this the COO must support managers to
efficiently assess and execute performance which are reliable to the company's overall business
strategy and will lead to excellent performance. Furthermore it should challenge the usual
suppositions fundamental to each of the department’s operational process. The COO must further
efficiently supervise the departmental activities aligned with performance goals in order to
guarantee that sufficient progress is being executed and cooperative action is taken for areas
where it is necessary (Singh and Hess 2017). Thus it is important for this role to lead the
program in order to build organisational capabilities and develop an association of well-

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grounded, competent managers in each department of the company.
Recruitment, selection and induction for COO position
Hiring an executive search agency- in order to recruit a competent so who is suitable for
the role companies must consider employing and executive search agency. An executive search
agency will essentially find recruiters who can easily comprehend and analyse the job market
and no strategies to find potential candidates (Perkins 2017). Understanding companies areas of
demands- it is important to analyse companies needs and demands before recruiting the chief
operations officer. Prior to the recruitment process the company must efficiently evaluate the
work experience and previous records along with individualistic attributes of this COO and post
a detailed job description to avoid any kind of misinterpretations.
The new COO is required to attain Rapid understanding of the way to company
executives’ business operations. Consequentially using efficient induction process is essentially
important while recruiting new coo. In the current competitive not get the newly recruited COO
primarily as around 12 to 15 months to produce effective outcomes for the company.
Consequently both the management team and the company must be focused on the operations
after the selection procedure (Armstrong et al. 2015). COO induction process primary Indian
shows that decision making documents for both strategic decisions as well as operational
evaluations are accessible before the first day on the job. Furthermore the COO-organisation
logon procedure is made significantly and demanding as the knowledge of the organisation along
with its perceptions of the operation and its outcomes are easily available. In addition to this, the
current areas of challenges and problems within different sectors of the organisation are
essentially focused upon and can be resolve with comprehensive decisions (Nieves and Haller
2014). Induction procedures can be divided into four stages announcement, survey, strategy and

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the initial hundred days
At the earliest stage of the selection of the new COO and his joining date has been
announced the surgery procedure must be initiated during that time. This procedure however
primarily takes the form of interview sessions with the Board of directors along with the senior
management team and union representatives (Tracey 2016). The summary and analysis of the
interview is then presented in the report which forms the foundation for the next stage.
Furthermore the report is documented and available to the newly appointed COO and forms the
basis for the strategic discussion with the areas of improvement which is needed to be executed
(Armstrong et al. 2015). Lastly a strategic plan is formulated in the new job and the COO of
employment on the introductory responsibilities during the initial hundred days. In this phase, a
sense of urgency is identified to be essential determinants for the induction process.

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References
Apple (Ireland) 2018. Apple (Ireland). [online] Apple (Ireland). Available at:
https://www.apple.com/ie/ [Accessed 16 Oct. 2018].
Armstrong, C., Guay, W.R., Mehran, H. and Weber, J., 2015. The role of information and
financial reporting in corporate governance: A review of the evidence and the implications for
banking firms and the financial services industry.
De Vries, F., 2017. Personality profiling and project success factors: a study in the
transportation and operations department of an organisation (Doctoral dissertation, University
of Cape Town).
Deloitte Ireland 2018. About Deloitte Ireland. [online] Deloitte Ireland. Available at:
https://www2.deloitte.com/ie/en/legal/about-deloitte-ie.html [Accessed 16 Oct. 2018].
Navimipour, N.J., Rahmani, A.M., Navin, A.H. and Hosseinzadeh, M., 2015. Expert Cloud: A
Cloud-based framework to share the knowledge and skills of human resources. Computers in
Human Behavior, 46, pp.57-74.
Nieves, J. and Haller, S., 2014. Building dynamic capabilities through knowledge
resources. Tourism Management, 40, pp.224-232.
Owen, R. and Mason, C., 2017. The role of government co-investment funds in the supply of
entrepreneurial finance: An assessment of the early operation of the UK Angel Co-investment
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Perkins, J.G., 2017. The role of the chief operating officer in a law firm–A personal case
study. Rise of the Legal COO, p.45.
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Singh, A. and Hess, T., 2017. How Chief Digital Officers Promote the Digital Transformation of
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