Strategic Human Resource Management: Roles, Significance, and Implementation

Running Head: MANAGEMENT 0
STRATEGIC HUMAN
RESOURCE MANAGEMENT

MANAGEMENT 1
Table of Contents
Strategic Human Resource Management...................................................................................2
Analyse the process of strategic human resource......................................................................3
Significance of HR management in Enterprises........................................................................4
SHRM Framework.....................................................................................................................5
Roles in strategic human resource management........................................................................5
HR Manager Job Responsibilities..........................................................................................5
Job Responsibilities of Human Resource Assistant...............................................................6
Job Responsibilities of Human Resource Director................................................................6
Job Responsibilities of HR Business Partner.........................................................................7
Development and Implementation of human resource strategies..............................................8
Range of HR strategies for an Enterprise...................................................................................8
Employee Performance Management....................................................................................9
Learning and Development of Employee..............................................................................9
Employee Reward Management............................................................................................9
Output and Quality Enhancement........................................................................................10
Controversy within SHRM......................................................................................................10
Contemporary issues affecting strategic human resource management..................................11
References 12

MANAGEMENT 2
Strategic Human Resource Management
In domain of management, strategic human resource management is considered to be an
influential and significant practice in the business. It includes various approaches and
structures that help government regulators and policymakers to reach upon various ideas
related to promotion of superior performance in management of human capital within an
enterprise. Considering attainment of competitive ground, managing employees in an
idealistic way becomes the most essential aspects in scope of business corporations. There are
various academics and some individual perceptions for defining SHRM so as to explore its
meaning and significance in the dynamic business environment.
Definition of strategic human resource management is not static, however, it is assumed that
it the key to enhancing the level of business performance in relation with future plan they
require to achieve. It consists many different and distinct phenomena accompanied from
models, theories, and prescriptions.
Comparison of Shrm Models
High-Performance Management Model High Commitment Management Model
It includes extensive systems for
recruitment, selection, coaching and
flawless job design
The growth of career ladders emphasis on
commitment and trainability as highly
valued characteristics of staffs at all levels
in the enterprise
Observing attitudes and performance
appraisal
Decline of hierarchies
Greater level participation processes. Greater level of functional flexibility
Scheme of compensation and promotion Mutual interest

MANAGEMENT 3
Analyse the process of strategic human resource
With the help of Strategic human resource management, administration plan the components
of an HRM system to be consistent with one another in aligning with organisation objectives
and strategy. The aim of strategic HRM is the progress of an HRM system that enhance
business quality, efficiency, innovation and responsiveness to consumers. There are four
distinct stages involved in strategic human resource planning –
 Environmental/Situation scanning and analysis
 Anticipating demand for HR.
 Examining the supply of HR.
 Building of necessary plans to fill the gap amid HR demand and supply.
In first level, the key consideration is related with HR planning which includes interaction of
both themes i.e. strategic planning and HR. Environment assessment assist HR planners to
recognise and predict sources of opportunities and threats and put necessary efforts towards
progress of the enterprise strategic planning. It must ensure that strategic planning must
adjust with environmental situations and HR planning is considered to be a prime mechanism
that a business firm uses to attain this adaption process.
The second level, anticipating demand, needs forecasting not only how many but also what
sort of employees will be required in an enterprise. It must closely be linked to the strategic
direction of the enterprise. It causes difficulty for the manager due to rapid changing
environment. Some of forecasting technique contains estimation of individuals, projections
trend, unit-demand forecasting and statistical modelling.
The third level comprises examining the types and numbers of existing employees in relation
to training and abilities important for the upcoming time. Moreover, it involves supply of
qualified individuals in the external labour markets. To evaluate employees supply internally,
skills inventory is a major tool which consists list of individual name, skills and
characteristics presently working for the firm. Considering external labour market, the entire
nation may be relevant labour market for highly skilled jobs. On the other hand, the local
community will be the significant labour market for unskilful employments.