Strategic Human Resource Management (SHRM) Study
Added on 2019-12-03
12 Pages3605 Words128 Views
STRATEGIC HUMANRESOURCEMANAGEMENT
TABLE OF CONTENTSINTRODUCTION ..........................................................................................................................3ASSESSMENT OF ROLE AND PRIORITIES OF HR FUNCTION............................................3Role of HR function ....................................................................................................................3Priorities of HR function .............................................................................................................4Analysis of internal and external influences ...................................................................................4CHANGES TO BE CREATED AT HARRODS OVER NEXT THREE YEARS ........................6CONCLUSION ...............................................................................................................................8...................................................................................................................................8REFERENCES................................................................................................................................9APPENDIX 1 ................................................................................................................................11APPENDIX 2.................................................................................................................................122
INTRODUCTION There are various approaches that are used by organizations for managing humanresources. Strategic human resource management (SHRM) is one such approach. It provides afirm with a strategic framework that supports the business with its long term business goals andoutcomes (Wright and McMahan, 2011). The intentions and plans of a business for achievinggoals through people are outlined by SHRM. With the help of strategic HRM, an organization isable to adopt a coherent approach to the design and management of personnel. The present reportexplores SHRM in the context of Harrods. In the report, the role and priorities of HR functionhave been assessed. Further, an analysis of internal and external influences has been carried out.The report also attempts to discuss changes to be brought about at Harrods in the next three yearsand their impact on the structure of HR function. In light of these points, some statements havebeen critically analysed within the report.ASSESSMENT OF ROLE AND PRIORITIES OF HR FUNCTIONRole of HR function HR function exists to assist and manage the human function of a company. The role ofHR function at Harrods can be assessed as follows. It plays an important role in recruitment ofthe employees. The HR function hires people and appoint them at appropriate positions in thecompany (Mello, 2014). For this, HR crucially considers the abilities and skills of the employeeswhich are critical to success and efficiency of the organization. By recruiting and interviewingthe prospective employees, HR function plays an important role in this process (Stringer, 2015).Performance evaluation is another area where HR plays a significant role at Harrods. Assistanceis provided by HR personnel to the supervisors and managers in conducting performanceevaluation of the employees (About Us, 2015). These affect promotions, compensations or eventerminations within the retail organization.HR function at Harrods plays the role of a motivator by coordinating benefits,compensations and other wage- related items. The HR functions carefully explains the insurancecoverage and wage information to the employees. They are also responsible for smooth runningof payroll system (Armstrong and Taylor, 2014). Moreover, HR function plays the role of a3
facilitator for managing the grievances of the employees. It functions as a haven for employeeswho suffer any type of work related issues at the company. In this regard, the following statement can be critically evaluated. “Approximately 4 in10 HR functions saw themselves as a single HR team with a mix of expertise and that only 27percent saw themselves as using “The Ulrich's Model”. However, it can be critically analysedthat at Harrods, the HR function majorly believes that it is a mix of expertise where the HRpersonnel look after multiple areas of organization. According to Ulrich's model, HR shouldmatch the business strategy and structure (Ulrich, 2015). As per the statement, only 27 per centof HR functions use Ulrich's model. However, it can be critically analysed that in largemultinational organizations like Harrods, the business strategy has a divisional, networked orhybrid structure. These organizations use HR operating Model where centres of expertise havedeep specialized HR knowledge and insight. Priorities of HR function At Harrods, HR function has various priorities to be performed. The first priority is toattract and retain “Enterprise contributors”. These are those employees who not only performwell individually but are also efficient at working with others and getting the tasks done throughthem. It is a priority for HR to look beyond individual performance evaluation and develop acadre of enterprise contributors. The second priority is to teach the employees how to learnalong with what to learn (Martin, 2015). In response to this, HR function at Harrods beepsimproving its learning and developmental activities. This makes the employees aware about thenecessity of constant development. Te retailer ponders upon the sufficiency of learning anddevelopment that is provided to the employees. The next priority for HR function is to make the HR team more valuable (Lengnick-Hall, Beck and Lengnick-Hall, 2011). At Harrods, the HR team strives to become an effectivebusiness partner. This is done in the best way by removing the barriers which prevent HR fromdoing their job effectively. It is another priority for HR to not consider High performingemployees as the ones with high potential. ANALYSIS OF INTERNAL AND EXTERNAL INFLUENCES There are various internal and external influences which bring HR roles and priorities.External influences which impact HR roles and priorities comprise of competition, legislation,4
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