Strategic Human Resource Management

This document discusses the trends and developments that influence HR strategy in strategic human resource management. It also explores the internal and external factors that impact HR strategy and practice. Additionally, it covers concepts for strategic HRM growth and development, the role of change management in supporting HR strategy, and modes for monitoring HR outcomes. The subject is Strategic Human Resource Management, and the course code is not mentioned. The document type is not mentioned, and there is no mention of a specific assignment type. The content is relevant for students studying HRM or related courses in any college or university.

Strategic Human Resource
Management

Table of Contents
INTRODUCTION...........................................................................................................................1
LO1 .................................................................................................................................................1
P1 Trends and development that influence HR strategy of organisation....................................1
P2 Internal and external factor that influence HR strategy and practice ....................................2
LO2..................................................................................................................................................4
P3 Concepts for strategic HRM growth and development..........................................................4
LO3..................................................................................................................................................6
P4 Manner in which change management offer support to HR strategy....................................6
LO4..................................................................................................................................................7
P5 Modes that help in monitoring HR outcomes........................................................................7
P6 HR management effectiveness ..............................................................................................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................11

INTRODUCTION
Strategic human resource management is defined as a connection between entity's
strategies, goals, objectives and its human resources. Main motive behind executing strategic
human resource management is to effectively utilize talent of individuals to fulfil company goals
in effective manner (Al-Qudah, Obeidat and Shrouf, 2020). For this, human resource department
plays crucial role as this unit efficiently applies management principles to manage workforce of
organisation to accomplish entity strategic goals. With the implementation of strategic human
resource in organisational workplace structure company can reduce labour turnover, absentees,
while increasing employee commitment and job satisfaction.
Present report has been conducted on Thomas Cook Group plc, entity is operating their
business functioning in hospitality, tourism sector and was founded in the year 1841. Company is
dealing in charter and schedules passenger airlines, resorts, cruise lines and package holidays. In
this, report formative discussions has been conducted on, external and contextual developments
which is influencing HR strategy. Along with this, application of practical and theoretical
knowledge of HR development is also included in this report. In addition to this, report also
include contribution of HR development and management to sustainable business growth and
performance.
LO1
P1 Trends and development that influence HR strategy of organisation
There are different types of factors or trends that are having significant influence upon
organisation strategy. This makes HR of an entity to emphasise upon implementation of
strategies and policies on continuous basis as to enhance company productivity (Wassell and
Bouchard, 2020). In terms with Thomas Cook Group, HR department of company by making
strategies against changing trends and development can undertake advantage of more growth
opportunities to assure long term sustainability:
Workforce Diversity:
It is one of the most important factor which is having significant influence upon HR
strategy, in this factor individuals from various geographical locations or regions perform their
business roles and responsibilities within an organisation towards same objectives. Thus, it is
essential for an HR to make sure that workplace structure of organisation is equipped with
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effective strategies and policies of diversity, as with having diversified workforce Thomas Cook
Group can increase creativity and productivity of employees that further lead towards higher
brand performance in marketplace.
Process for improving productivity:
In order to assure higher growth and development it respective industrial sector, it is
essential for HR to provide learning business environment to employees. As learning is having
significant tendency to increase productivity of employees. This factor is having great impact on
strategy of HR. Thus, it is essential for Thomas Cook Group HR to identify current trends
prevailing in industry environment and recognise need for talent development in order to provide
training to employees accordingly.
Impact of globalisation:
There are number of trends in modern business environment that are required to be
consider by an organisation. HR strategy is being influenced by different types of external
factors. For this, it is essential for HR department of Thomas Cook Group to have proper
understanding and knowledge of global business environment in order to assure business
success.
Changing skill requirements:
Due to continuous change in trends need of skill is also changing for employees in order
to perform business goals effectively. It is essential for HR of an entity to identify skill
requirement of workforce as this factor can have negative and positive influence upon HR
strategy. HR unit of Thomas Cook Group is responsible to develop strong relationship with
workforce in order to evaluate their skill requirement for operating business role. This will allow
company to assure high profitability, productivity and long term sustainability in respective
industry.
P2 Internal and external factor that influence HR strategy and practice
There are wide range of internal as well as external factors that are influencing HR
strategy and practice. This makes HR of company to have proper understanding of elements that
are prevailing in internal and external business environment in order to formulate effective
strategies against them:
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External Factors:
It includes factors that are affecting operations and activities of organisation negatively or
positively. Elements like legal changes, technological changes, economic, social and political
changes are having influence upon entity operations and HR strategy and practice:
Market Trends:
Trends that are prevailing in market are uncontrollable which is affecting operations and
activities of organisation is various ways. Trends like change in perceptions of consumers,
technology, political environment and legislation and laws are some of the trends that affects
organisation in direct and indirect manner. This has been evaluated that, regular changes in
technology makes services and products outdated in faster manner, it affects company sales and
lower down its overall profitability. For this, HR manager of Thomas Cook Group must assure
that they properly identifies various factors along with its impact upon organisational functioning
in order to develop strategies against them to undertake advantage of opportunities in order to
assure higher competitive advancements in hospitality sector.
Laws:
Rules, regulations and laws of government authorities have major impact upon activities
of organisation. Thus, HR department of Thomas Cook Group is required to have knowledge of
all the essential and necessary rules, laws and obligations that are enforced by government of
respective industry. Along with this, HR manager of company must also ensure that all the
required regulations are implied in organisational workplace structure. Negligence of this may
affect safety and security of both company and employees which automatically influence HR
practices and strategies. Thus, proper adherence of all the essential legal obligations will allows
company towards smooth functioning.
Internal Factors:
This factor include elements that are prevailing within organisation and affect its
profitability and productivity on daily basis. All these factors are required to be effectively
analysed by HR in order to assure efficient utilization of company human resource:
Available Funding:
Finance acts as lifeblood of any organisation irrespective of its size and scope. Thus, it is
essential for an organisation to satisfy satisfaction level of employees by offering them regular
training as to fill their skills gap. With this, Thomas Cook Group HR can increase talent and
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knowledge of employees those who are operating their functioning in finance department. With
the help of this, Thomas Cook Group can assure efficient performance of employees those who
can effectively contribute in financial stability of entity.
Employee relation:
Employees are key personnels of a company those who fulfil entity goals and objectives
effectively with their hard work and effective performance. Dis-satisfied employees can lead
towards lower productivity of entity which have significant tendency to influence HR strategies.
Thus, it is essential for HR manager of Thomas Cook Group to maintain positive, strong and
healthy relationship with workforce. Along with this, HR manager also required to assure that
they offer efficient training and development courses opportunities to their employees. It will aid
company to increase satisfaction and loyalty of employees towards company through which
company can ensure higher growth and profitability.
LO2
P3 Concepts for strategic HRM growth and development
Concepts and theories assist an organisation to strengthen their strategic HRM
development and growth. With the assistance of effective theories and concepts HR manager of
entity can not only allow employees to work in a positive environment but can also facilitate
entity towards higher growth (Shaheen and Almohtaseb, 2020). Mentioned below there some
effective methodologies being defined that will assist HR manager to fulfil organisational goals
with great effectiveness:
Performance Management:
Employees are crucial element for an organisation those who have significant
contribution in company goals and objectives. It is essential for an organisation to enhance
performance ability of employees by identifying skills and knowledge required by them to
perform roles and responsibilities. It has been evaluated that Thomas Cook Group is operating
their business functioning in hospitality sector in this employees are directly connected to
customers (Kehoe and Han, 2020). Thus, it is essential for entity HR department to evaluate
knowledge and skills required by workforce and provide training to them to fill the skill gap.
This will allow company to not only increase performance of their workers but they can also
assure more competitive advancements and satisfaction of consumers.
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E-Recruitment:
E-recruitment, also known as online recruitment, is the practice of using technology and
in particular Web-based resources for tasks involved with finding, attracting,
assessing,interviewing and hiring new personnel. The purpose of e-recruitment is to make the
processes involved more efficient and effective, as well as less expensive. Online recruitment
can reach a larger pool of potential employees and facilitate the selection process. The online
promotion of an organization as a desirable place to work, through the corporate website or other
venues, is one element of e-recruitment. E-recruitment software and systems are available as
standalone applications, product suites and services. A recruitment management system is an
integrated product suite or portal that streamlines and automates the processes involved. The use
of websites such as LinkedIn, Facebook and Twitter for some aspects of recruitment is
sometimes referred to as social recruiting. With the assistance of different types of e-recruitment
platforms Thomas Cook Group can effectively recruit potential, skilled and talented employees
from diverse geographical locations. It will increase innovation and creativity within
organisational workplace structure.
540 Performance Appraisals:
It is essential for an organisation to increase motivation and satisfaction level of
employees within workplace structure in order to align their work according to company
objectives. By appraising employees Thomas Cook Group can effectively maximise motivation
level among employees. It has been evaluated that, A 540 degree appraisal adds an external
element as feedback is also collected from customers or clients (VARDARLIER, 2020). It has 5
dimensions: appraiser/manager, the appraisee (self-appraisal), peers, subordinates and
customer/clients. With the implementation of this appraisals method in company workplace
premises Thomas Cook Group HR manager can effectively contribute talent and capabilities of
employees in organisation objectives .
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LO3
P4 Manner in which change management offer support to HR strategy
There are diverse range of models through which organisation can maximise
effectiveness of its HR strategy (Zehir, Karaboğa and Başar, 2020). It is essential for an
organisation to evaluate negative and positive aspects in order to conduct their operations with
great effectiveness. Mentioned below there are some certain form of models through which
Thomas Cook Group can assure higher profitability and effectiveness:
Lewin Three Step Model:
This model was coined by Kurt Lewin, it mainly include different types of steps that are
being defined below in context with Thomas Cook Group:
Unfreeze Stage: At this stage, Thomas Cook Group is required to emphasise upon
offering new changes in organisation. It mainly include preparing entity to adopt change. With
the use of this stage HR manager of respective company can effectively manage change in
organisation (Bui, 2020). With the use of this model company can bring change effectively in
organisation. It has been evaluated that, it is essential for Thomas Cook Group HR to determine
need for the change and gather support form employees by unfreezing individuals current
behaviours and further convince them to adopt changes effectively.
Change Stage: At this stage, each and every individual have an idea and understand
change along the reason of its implementation in organisational workplace premises. In this, it is
essential for HR manager of Thomas Cook Group to address any form of misinformation in time
effective manner in order to keep every individual on track (Doz, 2020). Along with this, in
order to drive change successfully it is essential for HR of respective company to engage
employees in change plan and have their feedback in order to incorporate change effectively.
Refreeze Stage: This stage is also one of the most important stage of Kurt Lewin change
management model, it is essential for HR of an entity to provide effectively training as well as
support to employees in order to promote the ways to sustain the change. With the help of this
entity can assure that employees are successfully sustaining to the change. In this, Thomas Cook
Group HR manager must also ensure that they reward employees with he help of effective
reward system and celebrate success.
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Kotter's 8-Step Change Model:
Create Urgency:
It is an essential stage, in which HR manager of Thomas Cook Group is required to
communicate and motivate and employees about the need of change of organisational growth. In
this HR manager must openly discuss about the requirement of change of employees and
communicate them about the possible threats and opportunities.
Form a powerful coalition:
In this HR manager must bring together a team with talented, skilled and qualified
workforce. In this every individual must have clear understanding of the purpose and mission of
entity by applying change. In this HR manager must have clear and effective communication
channels.
Create vision for change:
At this stage, HR of Thomas Cook Group must develop a picture of what company looks
when change is implemented. For this HR is required to develop formative strategies with
realistic targets.
Communicate the vision:
It is essential for HR manager of Thomas Cook Group to communicate strategies and
vision effectively to employees in order to encourage them towards company goals. In this HR
can undertake advantage of problem solving, decision-making and more (Kim, 2020). It is also
essential for HR to have feedbacks from employees in order to address their concerns, problems,
anxieties, anger or any doubt or confusion.
Remove obstacles:
It is essential for HR manager of Thomas Cook Group to remove any form of obstacles
in order to guide employees. In this, reward and recognition is required to be provided on regular
basis.
Create short term wins:
Within this, HR manager of Thomas Cook Group is required to acknowledge and reward
those employees are responsible for the win.
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LO4
P5 Modes that help in monitoring HR outcomes
HR outcomes can be effectively monitored with the assistance of various approaches and
techniques. It will effectively aid entity to conduct their business operations with great
effectiveness. Mentioned below there are some certain for of techniques through which Thomas
Cook Group HR can efficiently monitor HR outcomes:
The Best Fit Approach:
This approach mainly focus upon importance of ensuring that HR strategies are effective
to circumstances of organisation such as external environment, culture and operational processes.
It is essential for Thomas Cook Group HR to focus upon both individuals and organisation need
while framing HR strategies (Wilson and Bretón, 2020). With the application of this method
entity can assure maximum competitive advancements comparatively to other rivals in industry.
In addition to this, it has been evaluated that HR of Thomas Cook Group with the use of this
approach can systematically monitor employees percentage and can keep track on them on
regular basis.
Resource based view:
It is mainly defined as a managerial framework through which entity can underline the
strategic resources through which entity can assure more competitive advancements and
sustainable growth (Hamid, Muzamil and Shah, 2020). With the assistance of this theory, HR of
Thomas Cook Group can identify the resources as they acts as primary element for company
superior performance. For example, Thomas Cook Group is facing issue which is related to dis-
satisfied employees. Thus, in order to overcome this issue effectively it is essential for HR
manager of organisation to develop strategies to offer regular training, seminars and
development courses to employees in order to identify the actual cause of their dis-satisfaction
and further remove them with effective training. This will allow entity to overcome this issue can
assure higher competitiveness in hospitality industry.
P6 HR management effectiveness
Key Performance Indicator ( KPI )
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It is a strategic model with the help of which Thomas Cook Group can effectively
evaluate task and process. Mentioned below key performance model along with its various
characteristic is being defined in context with Thomas Cook Group:
Concrete:
Thomas Cook Group HR manager is required to develop KPI in tangible manner along
with measurable objectives and goals (Kasekende, Nasiima and Otengei, 2020). Further it has
been evaluated that it is essential for Thomas Cook Group to monitor day to day process as to
ensure successful outcomes.
Measurable:
Organisation must measure key performance indicators in order to undertake advantage
of opportunities for effective end outcomes.
Reachable:
Within this, Thomas Cook Group HR manager is required to define KPU is realistic
manner in order to fulfil goals in effortless manner.
Relevant:
In this, it is essential for HR manager of Thomas Cook Group to identify necessary and
effective factors which will further provide benefits to company rather than focusing upon those
that lead towards wasting time and resources of company.
10-C Model of HRM: This model allows Thomas Cook Group to perform their roles and
responsibilities effectively. Mentioned below 10C's model is being defined in context with
Thomas Cook Group:
Comprehensiveness:
It mainly include overall aspect of management.
Credibility:
It is essential for employees to have trust on entity top management and their policies and
strategies.
Communication:
Thomas Cook Group HR manager must assure that they provide employees with open
culture and also ensure that there is two way communication prevails in entity for better flow of
ideas and informations.
Cost-Effectiveness:
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In this, it is essential for company to make sure that there is fair and effective reward and
promotional culture prevails in entity.
Creativity:
In order to acquire maximum competitiveness, entity must frame various forms of
strategies through which they can ensure higher profitability.
Coherence:
It is essential of an entity to make sure that strategies of HRM is meaningful and local.
Competence:
Entity must develop effective strategies and policies as to fulfil entity goals with great
effectiveness.
Change:
Change is an essential element of an organisation which allows entity to acquire more
competitive advancements comparatively to other rivals. In this, it is essential for Thomas Cook
Group HR manager to bring change in order to facilitate innovation and creativity in company
(Laužikas and Miliūtė, 2020).
Commitment:
In this stage, it is essential for entity to regularly motivate their employees in order to
make sure that they are dedicated towards company goals. It will allow Thomas Cook Group to
accomplish entity objectives with great effectiveness.
CONCLUSION
According to the above mentioned report it has been concluded that, strategic human
resource management acts as an effective process through which HR department of an
organisation can strength their workforce. With the help of this, company can identify skill and
knowledge that are required by them to fulfil organisational goals. In this, with the help of
different models as well as practices like 540 performance appraisals and the best fit approach
HR manager of company can effectively increase performance of their employees while assuring
long term sustainability and growth.
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REFERENCES
Books and Journals
Al-Qudah, S., Obeidat, A.M. and Shrouf, H., 2020. The impact of strategic human resources
planning on the organizational performance of public shareholding companies in
Jordan. Problems and Perspectives in Management, 18(1), p.219.
Wassell, S. and Bouchard, M., 2020. Rebooting strategic human resource management:
integrating technology to drive talent management. International Journal of Human
Resources Development and Management, 20(2), pp.93-113.
Kasekende, F., Nasiima, S. and Otengei, S.O., 2020. Strategic human resource practices,
emotional exhaustion and OCB: the mediator role of person-organization fit. Journal of
Organizational Effectiveness: People and Performance.
Hamid, Z., Muzamil, M. and Shah, S.A., 2020. Strategic Human Resource Management.
In Handbook of Research on Positive Organizational Behavior for Improved Workplace
Performance (pp. 260-275). IGI Global.
Doz, Y., 2020. Fostering strategic agility: How individual executives and human resource
practices contribute. Human Resource Management Review, 30(1), p.100693.
Bui, M.A.C., 2020. The Influence of Strategic Orientation and Strategic Human Resource
Management on Organizational Innovation at Non-profit Organizations: A Realist
Synthesis(Doctoral dissertation, University of Maryland University College).
Shaheen, H.A.K. and Almohtaseb, A.A., 2020. Framework for Exploring Fit and Flexibility in
Strategic Human Resource Management in Jordanian Telecommunication
Companies. European Journal of Business and Management Research, 5(1).
Kehoe, R.R. and Han, J.H., 2020. An expanded conceptualization of line managers’ involvement
in human resource management. Journal of Applied Psychology, 105(2), p.111.
Wilson, M.L. and Bretón, S.J., 2020. Strategic human resource management and work
transition. Strategy, Technology & Society, 10(1).
Zehir, C., Karaboğa, T. and Başar, D., 2020. The Transformation of Human Resource
Management and Its Impact on Overall Business Performance: Big Data Analytics and
AI Technologies in Strategic HRM. In Digital Business Strategies in Blockchain
Ecosystems (pp. 265-279). Springer, Cham.
Kim, M.J., 2020. A Study on the Effect of Strategic Human Resource Management on
Innovation Behavior and Organizational Performance. Industry Promotion
Research, 5(1), pp.21-33.
Laužikas, M. and Miliūtė, A., 2020. Human resource management effects on sustainability of
high-tech companies: what Lithuania and South Korea can learn from each
other. Insights into Regional Development.
VARDARLIER, P., 2020. Digital transformation of human resource management: digital
applications and strategic tools in HRM. In Digital Business Strategies in Blockchain
Ecosystems (pp. 239-264). Springer, Cham.
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