Strategic Human Resource Management: Role, Strategies, and Benefits

This essay explores the role, strategies, and benefits of strategic human resource management. It discusses the importance of proactive thinking, attracting and retaining employees, and the application of balance scorecard to determine employee performance. The essay also focuses on the HRM strategies related to wider management practices and organization capabilities. The case study of University Hospitals of North Midland's is used to illustrate these concepts.

Strategic human resource
management

ASSIGNMENT
Strategic human resource management is the management practice that involve
proactive thinking ability of a company in order to effectively meet the essential needs of
an employee in desirable manner. It involves attracting and retaining the existing
employees through training and appraisal programmes in order to enhance the
functioning of both employees as well as organisation Aguinis, Edwards and Bradley,
(2017). Such process assists the management to deal with the different aspect of the
management such as divergent thinking, taking risk, efficient decision making as well as
problem perception for organisational success. For the better understanding of report
University Hospitals of North Midland’s has been selected which extremely focuses on
recruitment cycle, retain as well as develop staff in order to provide leading services to
the patients. This essay cover topics like role of strategic human resource management
along with application of balance score to determine employee performance. Further,
determine the essential HRM strategies which are related to wider management
strategies and organisation capabilities.
Human resource management is concerned to maintain the employee employer
relationship by leveraging the skills as well as capabilities which are required to support
the sound strategy of an organisation. The company design the organisation policy in
such a manner it maximises the productivity to gain the competitive advantage within
external market. The HR manager of University Hospitals of North Midland’s
concentrate on each and every process of HR which starts from recruitment and
functions till the development of an employee. This finally leads to delivering efficient
health care services to the public by building the team ODF committed workforce.
Strategic human resource management is the process under which the
company concentrate to enhance the performance of their manpower by linking their
activity with the organisation's objective. Developing adequate working culture leads to
innovation, competitive advantage as well as flexibility (Bailey and et.al., 2018). The
manager of University Hospitals of North Midland’s adopts the SHRM to plan out and
implement the business strategies in order to enhance the overall productivity and
profitability. Along with that the existing resources of an organisation are utilised in an
optimum manner so that the purpose of organisation is attained in effective and efficient

way. There are certain scheme or programme like performance appraisal or positive
reinforcement which is conducted by the respected hospital as it led win situation for
employee and company.
The role of strategic human resource management is to retain as well as
develop the quality staff of an organisation. Here the manager of University Hospitals of
North Midland’s makes sure that the workforce must consider them as an essential
entity which need to be valued by internal management. As it generates the motivation
and create synergy that help to link the HR policies or practices with the specific
attainable target. Along with this for the success of SHRM the role of HR personnel is to
articulate both long term as well as short term objective to the staff. Ensuring desirable
and fair communication leads to the proper formulation of management strategy.
Moreover, it even capitalises the opportunity by maximising the skills of employee which
are required to carry out forecasted demand as well as supply of potential market. The
other role is to liaison the relationship between different department of an organisation
to maintain the collaboration (Delery and Roumpi, 2017). Within University Hospitals of
North Midland’s all the internal department such as finance, marketing and human
resource jointly function together in order to identify the gap and facilitate the
performance of staff accordingly. For instance, the hospital can manage the workforce
through the centralised software on the basis of which they can schedule the holidays
and conduct management of sick leaves. Finally, on the basis of SHRM, the HR
personnel's role is to review or track the performance of the employees. This throw the
light on the areas which require the scope of improvement. It helps the firm to determine
whether the changes or dynamic environment are helpful for an organisation to attain
the overall goal. Hence, it ensures the corrective measures which are taken to mitigate
the chances of deviation and meet the organisational objective.
Balance score card refers to performance metrics which is used by the
companies for strategic management that mean to enhance the internal as well as
external functioning of the business. The primary purpose of the score card is to monitor
the performance of employees by prioritising the routine work and communicating
effectively (Gelfand, Harrington and Jackson, 2017). It is an effective exercise by
analysing the performance of each and every employee by offering feedback or

outcome to the personnel based on their task. The managers of University Hospitals of
North Midland’s collect the data via relevant information and interpret the same within
the internal department to offer the required guidelines for effective decision-making
process. It include both financial as well as non-financial information on the basis of
which employees activities are adequately aligned. Apart from this, on the basis of
balance score card metrics several benefits are offered to the staff in form of reward or
incentives. This exclusively offer advantage to the employees to gain the better position
and lead job satisfaction by working within University Hospitals of North Midland’s.
The vital concern of balance scorecard is to empower the existing performance
of the internal staff by contributing their actions in favour of an organisation. As it
focuses on the overall transformation of the organisation for which it focuses on the four
essential aspects. The first element is financial perspective that deals with the revenue
or profit generated by company. Here, University Hospitals of North Midland’s focuses
to enhance the performance by managing the cost associated with the products or
services of company. The second element involves customer perspective that function
to fulfil the need of customer by delivering them quality services in order to expand the
market share. Along with this the other perspective include internal process within
which the company is already aware about the financial objective as well as
requirement of customer. So here the manager focuses on the actions that need to be
implemented wisely. The fourth base that is learning and growth perspective is
concerned with the skill, knowledge, infrastructure investment, team work and so on that
is the intangible driver of the organisation (Jha and Singh, 2017). Hence, it helps to
cover the different aspects of business top groom the current skill of employee and
objective of an organisation.
HRM strategies consist of suitable course of action which are the crucial part of
an organisation as it helps to attain the vision. These strategies are linked with the wider
organisation processes to carry out different business activities suitably. To conduct the
organisational process the HR department set the suitable goals or objective which are
linked with the strategies of business. These objectives are prepared either for both
short and long tenure which need to be clearly defined to the employee in order to
maintain transparency and follow suitable path. Then to attain the feasible target the HR

department is responsible to identify the existing skill or capability of the employee
(McCracken and et. al., 2017). On the based on which training and development
session are provided to enrich the capabilities of staff required to achieve the objective
effectively. In context to University Hospitals of North Midland’s the HR personnel
prepare the strategy after analysing the internal structure or capabilities of business and
external trend in order to gain sustainable advantage.
Thus, these strategies help the organisation to gain core competencies which act as a
strength of business and assist to perform the roles and responsibilities suitably. Thus,
effective leadership style as well as flexibility help the firm to perform the business
actions smoothly.
Thus, the HR strategy is related to both individual performance as well as
organisation objective to improve the current position of the overall business. The core
strategies comprise of various activities to ensure the sustainable performance and
capability of business. Some of the HRM strategies that are related to wider
management practices are defined below:
The HR personnel conduct the workforce planning which is the crucial structure
as it is useful to analyse the personnel structure to ensure the adequate amount
workforce to meet the organisational objective (Paillé and et. al., 2014). This is related
with the wider organisation context as it defines or deeply describe the job details along
with the specification to perform different tasks suitable. It even helps to enhance the
existing capability or performance of the staff by observing the forecasted requirement.
The HR personnel are also responsible for the strategic planning on the basis of
which they recruit the pool of desirable candidate and selected the potential ones. The
best candidate gets the right position to positively function in order to meet the
expectation of business. It even involves the training programme on the basis of which
employees improve their capabilities or performance to reach out the wider organisation
career path.
Main function of human resource management is to recruit, manage, develop
strategies, motivate people and provide effective training which required to improve
operational performances. Furthermore, the other function of the HR is not also
confined to enhance or keep the staff updated. But also, their duty is to retain the

potential staff which are essential to meet the standard of an organisation. For this
University Hospitals of North Midlands can use the positive reinforcement method within
which the financial or non-financial benefit is offered to the staff. It comprises of salary
hike, incentives, promotion, appreciation, recognition and so on to maintain consistency
and manage the expectation of personnel. This generate the trust amongst employees
due to which they remain satisfied by working in the same organisation rather than
switching to the other company (Stewart and Brown, 2019).
The HR strategies need to be devised and implemented in such a manner it
functions for the welfare of employee, society as well as external environment. To
maintain the desirable bond between the manager and employee the company need to
abide by the employment legislation like health and safety law so that everyone
considers themselves privileged working in the given organisation. Moreover, there are
certain CSR activities which need to be implemented by company in order to maintain
the potential image of company and gain the long-term sustainable development. So,
these strategies help the organisation to retain the trust and loyalty of employee due to
which they on the continuous basis enhances their capability to gain the better position.
This is the essential practice which is suitable for the wider organisation to potentially
manage the job expectation.
The wider perspective of a firm allows to exploit the opportunity available in the
external market to address the management problem effectively. By building suitable
management strategies the manager analyses the dynamic environment and
accordingly takes the decision for the welfare of company. These strategies are
basically formulated to perform the task of an organisation and attain long term success.
This helps the employee to explore the opportunity and get the chance to enrich their
qualities for the welfare of an organisation. Further, there comprises different areas on
the basis of which strategies are built for the success of wider organisation objective
and employees’ productivity.
CONCLUSION
From the above report it has been determined that strategic human resource
management is an essential part of business that focuses on different aspect of the
business by maintaining the productivity as well as profitability. It helps to maintain the

sound relationship between the personal and organisational goal in order to again the
core competencies and attain better place within the society. Additionally, balance
score is an effective practice that help the company to gain the better position by
collaborating the efforts of an organisation. Hence, there are different organisation
strategy that help the company as well as sustain and enrich their capabilities and work
for the betterment of an organisation.

REFRENCES
Books and Journal
Aguinis, H., Edwards, J. R. and Bradley, K.J., 2017. Improving our understanding of
moderation and mediation in strategic management research. Organizational
Research Methods. 20(4). pp.665-685.
Bailey, C. and et.al., 2018. Strategic human resource management. Oxford University
Press.
Delery, J. E. and Roumpi, D., 2017. Strategic human resource management, human
capital and competitive advantage: is the field going in circles?. Human
Resource Management Journal. 27(1). pp.1-21.
Gelfand, M. J., Harrington, J. R. and Jackson, J. C., 2017. The strength of social norms
across human groups. Perspectives on Psychological Science. 12(5). pp.800-
809.
Jha, J. K. and Singh, M., 2017. Human Resource Planning as a Strategic Function:
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McCracken, M., and et. al., 2017. Human resource business partner lifecycle model:
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Paillé, P. and et.al., 2014. The impact of human resource management on
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Stewart, G. L. and Brown, K. G., 2019. Human resource management. Wiley.