Strategic Human Resource Management

This assignment delves into the critical aspects of Strategic Human Resource Management (SHRM). It examines key strategies and resources employed by organizations to attract, retain, and develop talent. The discussion encompasses topics such as open innovation, high-performance HRM practices, and the psychological contract in shaping employee engagement and organizational effectiveness.

Strategic Human Resource
Management

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
1.1 Analyse of internal and external environment .....................................................................3
TASK 2............................................................................................................................................6
2.1 appropriate concept and SHRM models in evaluating HRM policies and procedures.........6
TASK 3 ...........................................................................................................................................8
3.1 Recommendations relating to attraction and retention of talent and barriers for
implementation these recommendations ....................................................................................8
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12
Books and journals....................................................................................................................12
Online........................................................................................................................................13

INTRODUCTION
Strategic human resource management may be defined as to make and execute various
human resource policies in organisation in order to achieve all the strategic goals of the
organisation (Bratton, 2005). In order to do various kind of strategic planning in organisation
strategic human resource management is used. It is very important for organisation as there were
lot of changes in environment. These changes were related to competitors, demographic changes,
rising pressure from competitors, and effect of the globalization on the industry etc. This report
is based on the case study of Debenhams. It is a multinational company which do the retail
operations under a department store in the UK and Ireland. In first part of report an attempt is
made to understand the internal and external environment of Debenhams. In the second part of
report understanding of various strategic model has been made which is used for human resource
policies and practises. In final part of the report various recommendations were made for
attracting and retention of talent in the organisation.
TASK 1
1.1 Analyse of internal and external environment
Environment scanning may be defined as a collecting the various information
from the internal and external environment (Daley, 2006). This information is very much
necessary for making various tactical and strategic decisions for Debenhams. The scanning of
internal and external environment is much essential for Debenhams in order to make the strategic
planning in organisation. Analysis of internal and external environment of Debenhams is:
Internal environment analysis:
Internal environment analysis is done by Debenhams to know about various consumer
needs and latest trends which are running in market. They did the internal analysis by SWOT.
They also analysis internally in organisation where they find that there employee performance is
very good so they attain advantage in achieving all the goals at time. The quality control in
Debenhams also puts impact on their working. There investor confidence is also built because
they provide relevant information to their clients related to financial position. They also done the
analysis of internal environment by SWOT:

 Strength: Strength may be defined as strong point of Debenhams. Strength puts basically
a positive impact on the organisation (Schuler and Jackson, 2008). It basically gains the
competitive advantage over another. It is available always internally in organisation.
 Weakness: It basically defines as weak points of the organisation. These were the points
which were not done by any other organisation.
 Opportunities: opportunities may be defined as the growth factors which can be adopted
by company in the future. It also includes the innovation which company has too made.
 Threat: this basically deals with the problem which company has to face in the future. It
is basically deals with the competition in market.
Swot analysis of Debenhams:
Strength:
1. High brand value in fashion industry.
2. Large numbers of stores are present in UK
and Denmark.
3. Large number of employees are working in
store.
4. Dealing in large number of products related
to fashion industry (Boxall and Purcell, 2011).
Weakness:
1. Market capture share is very low.
2. There brand value is not covered by all the
segments of customers.
3. Geographic presence of company is also
very limited.
Opportunities:
1. Make there market in European territories.
2. Franchise model also gives them lot of
opportunity to expand there market.
3. Changing in the customer preference
towards fashion also create a huge opportunity
for Debenhams.
Threat:
1. Domestic company gives them high
competition.
2. Input costs of company will rise due to rose
in the price of raw materials.
3. Brand switching can be done because of
availability of high bran and specific product.
External environment analysis:

Analysis of external environment in Debenhams is done by the PESTLE. In this analysis
political, economical, social, technological, legal and environmental factors are included. They
all put impact on the working of Debenhams:
11 Political factors: Political factors include various regulations which was made by the
government of the country. These also include various restrictions regarding trade in
country. The political factors put impact on Debenhams were : the UK government
strictly follows the health and safety legislation (Becker and Huselid, 2006). So company
has to follow it. Another regulation which was followed in UK is minimum wage rate
also puts the impact. Some operations of company were accepted by Debenhams related
to recycling which puts impact on the Debenhams is saving cost in raw material.11 Economic factors: Another factors of external environment is economic factors. These
factors include interest rate, inflation, recession and various exchange rate in country. His
factors affects the purchasing power of customers and give effect to company.
Debenhams faces the difficulty in selling of product as there were lot of products which
was given by competitors at very cheap price. The company also relies on external source
of finance in rising of their capital. So different interest rate puts impact on financial
position of Debenhams.11 Social factors: These factors include demographics, preferences, growth of the customer.
These factors put impact on potential market of company (Sun, Aryee and Law, 2007).
Changes in the preference of customers towards fashion impacts a lot to company. The
company faces various declining trend because customers shift from one fashion brand to
another fashion brand. In order to launch any product in market the company must
ubder5stand the customs and traditions of customers.11 Technological factors: These factors were included in various kind of innovation in
related to technology. It puts effects on barrier of entry. The various advancement in
technology puts impact on the plant and machinery of Debenhams. There machines were
slow related to the latest technology (Dollinger, 2008).11 Environmental factors: These factors includes regarding the changes in environment.
These include flood, global warming, rise and decrease ion temperature etc. if any flood
occurs in the UK puts impact on working and selling of Debenhams.

11 Legal factors: In legal factors various kinds of bans, legal restrictions in country were
included. The factors affecting the working of Debenhams is various types of the legal
bans which was provided by the UK government in the country.
TASK 2
2.1 appropriate concept and SHRM models in evaluating HRM policies and procedures
In order to do effective strategic planning the Debenhams must use SHRM model in
evaluating various HR policies and practises. These models were:
11 Control based model : Control based model of SHRM is very helpful in forming various
kind of strategy related to HR in the Debenhams. This model relates to the managerial
behaviour in the organisation (Swayne, Duncan and Ginter, 2012) This model is also very
helpful in controlling the workplace of Debenhams. This model is always based on the
process and outcome. According to this model structure of management and various
kinds of HR strategy are very important tool that increases the labour productivity in the
Debenhams. According to this model the company makes various HR policies related to
the monitoring the performance of employee. They can adopt various methods which is
very helpful in measuring the performance of employee. They also decide the roles and
responsibilities of the employee by watching their performance. Control based model is
also very helpful in deciding the management structure of the company. This model ids
helpful in making HR policy related to divide and rule policies. This model also helps in
alternative HR policies related to monitor employee performance. This model is also very
helpful in deciding HR policies related to type of control is required in organisation.
According to this model the HR policies were made put emphasis on increasing the
labour productivity in organisation. All HR policies were made by keeping one factor in
mind that they have to crease the productivity in the Debenhams (Lichtenthaler, 2008).
The HR also made the policies relating to grievance handling in the organisation. The HR
also chooses the strategy related to form the organisation structure which were followed
in the Debenhams. They made the policies related to structure by keeping various factors
in mind related to size, structure, age, competitive pressures, labour market etc. this
model also focus on the individual behaviour in organisation so HR. made various kind
of policies related to performance. This model also refers on the industrial citizenship

which the help of this the HR made the strategy in which they decide about the various
rights and duties which were given to employee in organisation.11 Integrative model: This model focuses on the acquisition of development and locus of
control (Armstrong and Taylor, 2014). Acquisition of development relates to the
development of individual and employee in the organisation. Locus of control is related
to the degree of control which are very essential for the management in monitoring the
performance of employee. This model is very helpful for the HR in the Debenhams in
making the HR policies related to the training of employees. The management of the
company decides about the various kinds of training that is given to employee. As this
model also focuses on locus of control so they frame the policies related to kind of
training given to employee on the basis of monitoring their performance in company.
According to this model organisation decides about the investment they make in giving
various kinds of training to enhance the skill of employee. They form the policies of
training according to the development. This model helps HR in making effective training
policy which develop various kinds of competencies in employee. This model categorize
the human resource strategy in various parts like commitment HR strategy which give
there full emphasis on the internal development of the organisation. Another part is
traditional HR strategy which entirely focuses on the external recruitment which is based
on the various kinds of competencies. Apart from that collaborative HR strategy focuses
on the subcontracting with to the various kinds of experts that is available in external
organisation (Botha, 2012). Next strategy is paternalistic strategy in which various kinds
of opportunities was given to employee for learning and making the promotion of
employee internally in organisation. All the strategy helps the manager in making
effective policies regarding to employee. Overall this model is very helpful in deciding
various kinds of training i.e. on the job training and off the job training and at which time
this is given to employees.
This both the model is very helpful for the HR in Debenhams in making various kinds of
effective HR policies and practises in organisation (Kapferer, 2012.). These policies were related
to monitoring and watching the performance of employee and adopting various kinds of
measures related to performance. Another kinds of policy are made by both the model is training
and development policies in which they decide about giving the training to employee which

helps in making development. All the policies were made by keeping competencies of employee
in mind (Phillips and Edwards, 2008). Both the model also helps in deciding the management
structure which was very essential in effective working of the organisation.
TASK 3
3.1 Recommendations relating to attraction and retention of talent and barriers for
implementation these recommendations
To make the future growth and to achieve success in future the company must attract and
to keep various kind of employee in their organisation. Debenhams has to make various kinds of
changes and make various kinds of policies in their company. Various kinds of recommendation
were:
1. Good employment practises: In order to attract and retain staff in the organisation
Debenhams has to make good employment practises in their organisation. In these
practises they have to form various kinds of strategies related to family friendly work
policies. They also adopted various kinds of measures which create the employee
satisfaction so they remain with the company for long hours. They also adopted the
flexible communication among employee and employee in organisation. They also give
emphasis on the condition related to the employment in the organisation (Sotiriadou,
Shilbury and Quick, 2008).
2. Create a flexible work environment : The second strategy which company has to make
is related to work environment. The company must maintain the condition of the
workplace and do various kinds of creativity in their organisation so large number of
employees are attracted and retain towards company. These strategy covers lot many
points related to work environment. They must develop there vision, mission and
objectives. Their operating policies and procedures is also very much consistent related to
the latest trend. They also adopt various kinds of safety measures at their workplace.
There also must create a good value system in organisation. They always promote various
kinds of integrity in their organisation.
3. Improving employment relationship: The third kind of strategy which is very helpful
for the Debenhams in attracting and retain employees in their organisation (Festing and
Schäfer, 2014). The company must try to create an environment in which relationship

among employee and employer is very good. Company must adopt the democratic style
of leadership in which all the employees are invited to share their ideas and opinion
related to any management decisions. They always help the employees in deciding the
goals of their life. Their employment relationship is also improved if they celebrate the
achievement of their employee. In order to improve employment relationship in
organisation the company has to also adopt various kinds of strategies in it related to
inviting the family members of employee in the Debenhams. They also launch various
kinds of lunch and picnics with employee (Wright and Nishii, 2007). They also improve
employment relationship by following the strategy of celebrating the birthday of
employee in the organisation. This strategy puts impact on the sticking of the employees
for long time in organisation. It also attracts the large4 numbers of outside employee that
they work with their organisation.
4. Support strategy: Debenhams also attract and retain various kinds of employees by
adopting the support strategies in their organisation (Absher, 2009). Supports strategy
focuses on givi9ng support to individual in their work. The company has to provide
employee with various kinds of equipments, materials and tools which is very helpful in
completing the work of employee. The first element on support strategy is related to the
manager behaviour and attitude when employee want help from them. Manager attitude
is always good towards employee. Second element in support strategy is information. The
employee is provided with complete information which was helpful for them in making
there work complete on time. The management must provide the complete information
related to company and work to employee as this information is very valuable to
employee in completing there work. The company also define the job responsibility very
clear to employee. They have to adopt various kinds of measures in removing the
obstacles and problems which was faced by the employee related to their work. They also
encourage the employee that they take initiative in their work. This all the measures were
very helpful in providing support to individuals.
5. Compensation strategy: This strategy is very helpful in attracting the employee.
Company must offer the attractive package to employee which was not given by their
competitors in the market (Collings and Mellahi, 2009). They also want to announce
various kind of bonus scheme at regular intervals of time which was very different from

another company. The company has also to give various kinds reward to employee. They
effectively design the reward system in which they decide on which basis they give the
reward to employee. They also provide various kinds of insurance policies to their
employees related to childcare and elder care. They also give various kinds of
membership to employees related to club, gym etc. they also launch various kind of
employee assistance program from employee on regular basis and provide and give them
various kinds of discount coupons to employee which they use in purchasing (Andruss,
2012). As if company gives such type of the attractive package and bonus scheme then
large number of employees are attracted towards Debenhams.
Barriers:
Although this all the recommendations are very helpful for the organisation but there are
some barriers in implementing this strategy in company. Those barriers are:
1. Cultural difference : It is one of the most important that faces by any organisation in
implementing this strategy (Lepak and et.al., 2006). There were different kinds of culture
exists between different organisation. Apart from that the employee culture is also
different from the industry. This cultural; difference created a big problem in
implementing this recommendation as if company culture is different from that strategy.
2. Different working practises: The second barriers in implementing this strategy is related
to working practises adopted in the organisation. If all the recommendations were not
related to current working practises which was followed in organisation then this is the
biggest barrier.
3. Legislation: Legislation also plays an important barrier in implementing the those
recommendations in the organisation. As UK government follows different type of
legislation and give advice to follow that legislation (Berman and Evans, 2013.). If these
recommendations were not matched with the legislation that was adopted in Debenhams
then company faces the problem in implementing the recommendation relating to
employee retention and attraction.
4. Skills shortage: Skills shortage is also a big barrier for these recommendations. As if
company do not find the talented employee for retentions and attraction then there would
be no implication of this recommendation in Debenhams (Aragón‐Sánchez and Sánchez‐
Marín, 2005).

CONCLUSION
From the above report it concluded that strategic human resource management is very
important for the organisation in making the creation of value. Competition converts the
efficiency of business in innovation in organisation. So in order to make various kinds of
innovation in organisation the company must make the strategic planning. In order to follow the
strategic human resource management in organisation the company must do the analysis of the
internal and external environment. This report also throws light on the adoption of various kind
SHRM model in making of various kinds of HR policies in organisation and recommendations
were made in making strategic planning. SHRM enhances the productivity of employee in order
to attain the mission of Debenhams. Combining of the latest human resource practise with the
strategic planning is very helpful in attaining the objectives of the organisation and put effect on
the overall success of the company.

REFERENCES
Books and journals
Absher, B. M., 2009. Attraction and retention of females and minorities in Christian higher
education. Journal of Research on Christian Education. 18(2). pp.160-189.
Aragón‐Sánchez, A. and Sánchez‐Marín, G., 2005. Strategic orientation, management
characteristics, and performance: A study of Spanish SMEs. Journal of Small Business
Management. 43(3). pp.287-308.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Becker, B. E. and Huselid, M. A., 2006. Strategic human resources management: where do we
go from here?. Journal of management. 32(6). pp.898-925.
Berman, B. R. and Evans, J. R., 2013. Retail management: a strategic approach. Pearson Higher
Ed.
Botha, A., 2012. An employer brand predictive model for talent attraction and retention.
Boxall, P. and Purcell, J., 2011. Strategy and human resource management. Palgrave Macmillan.
Collings, D. G. and Mellahi, K., 2009. Strategic talent management: A review and research
agenda. Human Resource Management Review. 19(4).pp.304-313.
Daley, D. M., 2006. Strategic human resource management. Public Personnel Management.
Current concerns, future challenges. 5. pp.120-134.
Dollinger, M.J., 2008. Entrepreneurship: Strategies and resources. Marsh Publications.
Festing, M. and Schäfer, L., 2014. Generational challenges to talent management: A framework
for talent retention based on the psychological-contract perspective. Journal of World
Business, 49(2). pp.262-271.
Kapferer, J. N., 2012. The new strategic brand management: Advanced insights and strategic
thinking (New strategic brand management: Creating & sustaining brand equity).
Lepak, D. P., and et.al., 2006. A conceptual review of human resource management systems in
strategic human resource management research. Research in personnel and human
resources management, 25(1), pp.217-271.
Lichtenthaler, U., 2008. Open innovation in practice: an analysis of strategic approaches to
technology transactions. IEEE Transactions on engineering management. 55(1). pp.148-
157.
Phillips, J. J. and Edwards, L., 2008. Managing talent retention: An ROI approach. John Wiley
& Sons.
Schuler, R. S. and Jackson, S. E., 2008. Strategic human resource management. John Wiley &
Sons.
Sotiriadou, K., Shilbury, D. and Quick, S., 2008. The attraction, retention/transition, and
nurturing process of sport development: Some Australian evidence. Journal of sport
management. 22(3). pp.247-272.

Sun, L.Y., Aryee, S. and Law, K. S., 2007. High-performance human resource practices,
citizenship behavior, and organizational performance: A relational perspective. Academy
of management journal. 50(3). pp.558-577.
Swayne, L. E., Duncan, W. J. and Ginter, P.M., 2012. Strategic management of health care
organizations. John Wiley & Sons.
Wright, P. M. and Nishii, L. H., 2007. Strategic HRM and organizational behavior: Integrating
multiple levels of analysis. CAHRS Working Paper Series, p.468.
Online
Andruss, P., 2012. How to Attract -- And Retain -- Staff When You Can't Pay Big Bucks.
[Online]. Available through : <https://www.entrepreneur.com/article/223516>. [Accessed
on 2nd August 2016].
Bratton, J., 2005. Strategic human resource management. [Online]. Available through :
<http://www.otaru-uc.ac.jp/~js/downloads/SP2005-PDF/SP2005-Chapter2SHRM.pdf>.
[Accessed on 2nd August 2016].