Strategic Human Resource Management Essay
Added on 2021-04-21
14 Pages3470 Words121 Views
Running head: STRATEGIC HUMAN RESOURCE MANAGEMENTTopic: Strategic Human Resource ManagementName of the Student:Name of the University:Author’s Note:
STRATEGIC HUMAN RESOURCE MANAGEMENT1IntroductionGlobalization has resulted in accumulating pool of candidates from different backgroundand diversified culture to work under the same umbrella. Talent management and employeeretention has become the greatest challenges in this competitive environment as according toFesting and Schafer (2014), expectation of associates is not limited to fringe benefits. However,there has been some common problems such as managing current assets, poor operational cashflow and poor debt management due to which organizations are not able to invest more onhuman resource development.This essay will primarily focus on the common current problems that organization isfacing, which impacts on its performance and profitability. Later, strategic roles that the HR canplay in developing human resource base will be discussed. This will comprise of recruitment andselection complexities, employee training and development, performance management systemand succession planning.Common Problems faced by Organizations, their impacts and possible recommendationsAccording to Collings (2014), recruitment and selection is considered as one of thetoughest challenges faced by the organizations as finding candidates who are having the rightblend of personality, attitude, attire, behavior and talent are quite hard to filter. It has been foundthat getting candidates of right qualification is not an issue at present, however diffusion ofcorrect personality traits that would be suitable for organizational culture is extremely hard.Moreover, Cappelli and Keller (2014) pointed out that market competition has been the majorcause of selecting the most suitable candidates as their expectation is beyond salary andmonetary benefits, which organizations might not be able to bear.
STRATEGIC HUMAN RESOURCE MANAGEMENT2While considering the viewpoint of Stone and Deadrick (2015), it can be said thattraining and development is required in continuous basis for employees when working in thiscompetitive environment. Due to the change in operational procedure to meet customer demand,organizations change their service delivery pattern but for that adequate training is often notprovided to associates. The common reasons for the organization are lack of adequate fund andcapital for continuous training and development and unavailability of required number oftrainers. Such reasons are the common cause for poor performance and profitability oforganizations.Aruna and Anitha (2015) pointed out that employee retention is the toughest challengefor businesses in the 21st Century as HR needs to create the right balance between remuneration,incentives and company culture. Remuneration fulfils the basic requirement of employees,whereas incentives create a sense of motivation due to lucrative additional benefits that theymight get while outperforming. However, Nolan and Garavan (2016) highlighted that companiesfail to create the right balance between remuneration and incentives as compared to theircompetitors. Eventually, employees of the organization who are getting better remuneration andother fringe benefits are switching their existing employer. This has resulted in poor talentmanagement as employers of the organization are failing to retain experienced candidates.The above-mentioned reasons are the most common challenges faced by the organization,however some other problems are managing workplace diversity, lack of performancemanagement system and proper career planning. O’Reilly et al. (2014) pointed out organizationculture creates the comfortable place for employees to perform with satisfaction and mutualcooperation. However, often the employers are found to disrespect common objectives andorganizational values, due to which prevailing culture gets affected. Donnelly (2015) argued that
STRATEGIC HUMAN RESOURCE MANAGEMENT3managing workforce diversity is the most impactful challenge as associates with differentbehavior, attitude, class and background can never be expected to be driven towards commonorganizational objectives. Moreover, Men (2014) opined that lack of satisfaction amongemployees due to poor incentives, bonus and allowances is one of the main reasons for poorproductivity. Finally, Spurk et al. (2015) argued that organizations fail to develop careerplanning for employees, which would otherwise help in long-term employee retention.Furthermore, poor succession planning is the challenge as newly recruited employees fromdifferent background find it hard to accustom with organization culture.Strategic roles that HR needs to play must start right from the starting of employeerecruitment. Considering the common challenges that are discussed earlier, it has been evidentthat HR needs to focus on strategic role right from the time of recruitment and selection. In orderto reduce the complexities considering workforce diversity at the time of recruitment andselection, Burt (2015) pointed out that HR considers talent to be the prime theme for selection.This is because for selecting diversified workforce behavioral and psychological parameters willbe variable from candidate to candidate, whereas qualification and talent will be constant. On theother hand, Nabi et al. (2015) brought forward different recruitment process such as waysthrough which biasness can be reduced irrespective of various diversity. In such process, HRasks for past achievements and experiences, which helps in creating idea of the candidates’skills. Moreover, HR focus on the specific credential such as degree, diploma or degree. Finally,through the type of discussion with candidates the HR is able to get idea of communication skill,decision making ability and confidence among candidates through which selection process isfollowed. Therefore, it can be said that in order to reduce the recruitment challenges HR try to
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