Strategic Human Resource Management

This article discusses the strategic choices and consequences associated with talent attraction, rewards systems, and employee turnover in strategic human resource management. It explores the Harvard Model of HRM and its emphasis on strategic choices. The article also discusses the effects of political, economic, demographic, and technological changes on workforce expectations and skills. Additionally, it examines the challenges of talent management and the components of total reward management. HRM professionals can use these strategies to retain talented staff.

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

1STRATEGIC HUMAN RESOURCE MANAGEMENT
1. The ‘Harvard Model’ of strategic human resource management emphasises the need
for HRM professionals to make ‘strategic choices’ about HR functions. Analyse the
strategic choices and consequences associated with talent attraction, rewards systems
and employee turnover.
Introduction
The traditional forms of the HRM models mostly focuses on the consistency and
interrelated activities conceptualized within the Human Resource Management models. The
aspects of HRM that the traditional forms used to focus on to were the primary components
like Selection, Appraisal, Development and Rewards.
Discussion
Harvard Model of the Strategic HRM procedures emphasises the fact that strategic
choices should be the key aspect of emphasis for the HRM professionals regarding the HR
functioning (Lei 2015). It mostly focuses on six basic components, namely, Situation Factors,
Interest of the Stakeholders, HRM policy choices, Outcomes of the HR, Long-term
Consequences, and the feedback loop by which the output of the entire model is shared with
the stakeholders.
Link between theory and practise
This strategy emphasizes the implementation of a set pattern that would be utilized for
taking decisions in the particular HRM departments (Bailey et al. 2018). The strategic
choices and consequences following the aspects of Strategic HRM practises would be
described as follows:
 Talent Attraction: Previously, the talent acquisition system focused on the
recruiting of candidates, but in the Strategic HRM procedures, the focus was

2STRATEGIC HUMAN RESOURCE MANAGEMENT
given more to attracting the candidates to join the organization along with
implying strategies to make sure that the employers stand out.
 Rewards Systems: The long term approach of reward policies according to
the fulfilment of the business objectives makes an employee be motivated
during their tenure at the organization.
 Employee Turnover: For this the HR management department needs to
employ the right candidates, have proper rewards and recognition procedures,
offer flexibilities to the employees and pay attention to the employee
engagement procedures.
For example, the FedEx corporation has implemented the Harvard Model of strategic
implementations in their HR processes that has made the organization develop a philosophy
that has made the organization stands strong in Human Resource and provides the best
services possible.
Conclusions and Recommendations
In conclusion, it can be said that the theoretical Harvard Model of Strategic HRM
solutions should be followed by HR professionals in the real world as well. This would make
sure that the number of employees resigning from the organizations would be comparatively
low in comparison to the number of people turning the jobs over implying the previous
theories of HRM.

3STRATEGIC HUMAN RESOURCE MANAGEMENT
2. Human resource planners need to consider the effects of political, economic,
demographic and technological changes on their workforce expectations, skills and
future capabilities. Discuss these issues in relation to human resource planning in an
industry of your choice.
Introduction
There have been various implications considering the effects that Strategic Human
Resource Management on the political, economic, demographic and technological changes on
workforce expectations, skills and future capabilities of the Human Resource Planners,
especially in the case of Information Technology industries (Cascio 2015).
Discussion
The issues in the IT industries can be discussed as follows:
 Political changes: Absurd politicization in the managerial levels is often seen,
often making the functions of the systems be instable. This has a huge impact
on the workforce expectations, skills and future capabilities of the Human
Resource Planners.
 Economic changes: The strategic HRM procedures have been identified to
cut the use of organizational costings and resources that has resulted to
additional pressure on the Human Resource Managers to have an unexpected
and additional financial enlisting in their day to day job.
 Demographic changes: Demographic changes are the traits in the business
that often changes the perspectives of the services and the organization keeps
on changing the requirements for recruiting employees (Nankervis et al.
2016).

4STRATEGIC HUMAN RESOURCE MANAGEMENT
 Technological changes: Technological changes add positivity to the
capabilities, future and skills of the Human Resource planners. If good
planning and strategies are used in terms of the technological advancements
and changes implemented within the business processes, then the handling of
the human resource.
Example
AMX has been an organization that provided the utilization of all the changes, be it
technological or demographic changes, to make sure that the HR procedures are not affected
by the constant changes. They keep on implementing the changes to reorganize the HRM
policies as well as a strategy.
Conclusion
In conclusion, it can be said that public administration has also been susceptible to the
pressure owing to the stress in handling the processes like implementation and maintenance
of the strategies. The day to day generated information become much simpler, allowing the
planners to engage into more strategic thinking, which in turn affects their career graph in a
positive way.
3. Talent management is often regarded as the most important and most difficult of all
HRM strategies. Consider the nature of these difficulties and how HRM professionals
can address them.
Introduction
There are various issues regarding the Strategic HRM systems and there are ways to
mitigate them as well. Following would be the challenges in the situation as well as the way
by which the HRM professionals can address them:

5STRATEGIC HUMAN RESOURCE MANAGEMENT
Discussion
Higher compensation demands: Payment and compensations are considered to be
the most important factor for the job satisfaction of an employee (Analoui 2017). This is a
sensitive issue to talk about for the employees to the HR professionals and this is why the HR
professionals need to find out the proper compensation plans.
Tightened talent market: It is difficult for the employees to find new personnel at
the time of need given the tightened talent market of the latest times.
Increased Employee Turnover: There are situations where the companies find
employee turnovers to be comparatively high, where there has been any unavoidable issue
regarding the organization’s deteriorating environment and other discouraging factors
(Taylor, Doherty and McGraw 2015).
Example
The work culture at Bain is that of hard-working people which is a company for top
talent and employees who stay the course. Retention is low because, according to the human
resource department.
Conclusions and Recommendations
If needed, they can fire the employees who no longer contribute ably to the company.
For this, the HR professionals need to make the company be presented to the market with
suitable amenities and appealing job opportunities like flexible work hours, increased
compensations or remote positions.

6STRATEGIC HUMAN RESOURCE MANAGEMENT
4. What are the components of ‘total reward management’, and how can HRM
professionals use them to retain talented staff?
Introduction
Total rewards management are the ways by which the people within the organizations
try to engage the employees providing them with the amenities and make them be attracted to
the business process as a whole experience. This strategy is mostly used by the HR
professionals to keep the employees from leaving the organization at random.
Discussion
The main components of the ‘Total Reward Management’ are the components present
within the organizations and the aspects of the organization itself (Albrecht et al. 2015).
These can be listed as follows:
 Compensation
 Benefits
 Work-life Balance
 Performance Recognition
 Career Development
To make sure that the employees can retain the talented employees within the
organization, they need to implement holistic measures in order to attract the features
regarding compensation, benefits, work-life balance, performance recognition and career
development to the employees (Morschett, Schramm-Klein and Zentes 2015).

7STRATEGIC HUMAN RESOURCE MANAGEMENT
Example
LinkedIn has been ranked as an organization with the most feasible atmosphere for
people to work in based on the company’s policy developed for the total rewards
management. The staff members are seen to be encouraged by this implemented theory to the
HRM policies.
Conclusion and Recommendation
This should be done to make sure that the HR professionals develop the habit of
speaking about the total rewards system to the employees whenever possible, offering them
the window to see through the ways by which the employees would find it feasible, effective
and attractive to work within the organizational setup. This is the proper way by which an
employee would find it easy to retain their position within the organization for a longer
period of time.

8STRATEGIC HUMAN RESOURCE MANAGEMENT
References
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee
engagement, human resource management practices and competitive advantage: An
integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1),
pp.7-35.
Analoui, F., 2017. The changing patterns of human resource management. Routledge.
Bailey, C., Mankin, D., Kelliher, C. and Garavan, T., 2018. Strategic human resource
management. Oxford University Press.
Cascio, W.F., 2015. Managing human resources. McGraw-Hill.
Lei, D., 2015. Mergers and Acquisitions, Strategic Alliances, and their Impact on Human
Resource Management. Wiley Encyclopedia of Management, pp.1-5.
Morschett, D., Schramm-Klein, H. and Zentes, J., 2015. Strategic international
management (pp. 978-3658078836). Springer.
Nankervis, A.R., Baird, M., Coffey, J. and Shields, J., 2016. Human resource management:
strategy and practice. Cengage AU.
Taylor, T., Doherty, A. and McGraw, P., 2015. Managing people in sport organizations: A
strategic human resource management perspective. Routledge.