Strategic Human Resource

This document discusses the trend of strategic human resource management and its impact on organizations. It explores the development, causes, and consequences of this trend, focusing on topics such as jobs to superjobs, leadership for the 21st century, rewards to close the gap, and talent mobility.

Running Head: STRATEGIC HUMAN RESOURCE 1
Strategic Human Resource
(Student Details)

STRATEGIC HUMAN RESOURCE 2
Contents
Part A...........................................................................................................................................................3
From jobs to superjobs................................................................................................................................3
Cause.......................................................................................................................................................3
Development of the trend.......................................................................................................................3
Consequences of the trend.....................................................................................................................4
Part B...........................................................................................................................................................6
Leadership for the 21st Century...................................................................................................................6
Cause.......................................................................................................................................................6
Development of the trend.......................................................................................................................6
Consequences of the trend.....................................................................................................................7
Part 3...........................................................................................................................................................9
Rewards- Closing the Gap............................................................................................................................9
Cause.......................................................................................................................................................9
Development of the trend.......................................................................................................................9
Consequences of the trend...................................................................................................................10
Part D.........................................................................................................................................................12
Talent Mobility: Winning the war on the home front................................................................................12
Cause.....................................................................................................................................................12
Development of the trend.....................................................................................................................12
Consequences of trend..........................................................................................................................13
References.................................................................................................................................................15

STRATEGIC HUMAN RESOURCE 3
Part A
From jobs to superjobs
Deloitte has introduced a new scenario in the human resource. The company saw that
many other organizations started increasing their efficiency due to the introduction of Artificial
Intelligence, cognitive technologies and automatic robot processes in the recent years. When
organizations use these advance technology they tend to realize that the entire job processes
should be reinvented as the future is fully digital. There will be more disciplinary movement in
an organization focusing more on relevant data and information. In order to take complete
advantage of technology organizations are redesigning job and focusing on looking for human
dimension of work. Superjobs refers to the new roles that will be created due to the combination
of different parts of traditional job into an integrated job that might bring significant efficiency
and productivity. Such positive development in an organization can be created only when people
work with technology.
Cause
The main reason behind transforming jobs into superjobs is the need for increased
productivity due to digital solutions. Many businesses adapt AI to reduce operational cost,
revenue growth and improve customer experience. Al saves time and money through automated
tasks and processes. It makes relevant business decisions and avoids mistake. Human workforce
tends to make a lot of human errors; this consumes a lot of time and money in the process.
Development of the trend
In the past few years, artificial intelligence has faced serious transformation. AI has
brought both fear and excitement. Initially it caused huge disappointment; there was rise and fall
of systems and statistical models were used to determine its reasoning. Some of the examples of
AI are Siri, self-driving car and IBM Watson etc. There is no such major difference between the
AI then and now, the only difference it counts is that earlier the techniques used to develop AI
did not receive the required foundation and surroundings for its successful launch (Ford, 2015).
In the present situation AI has better computational capacity, processing speed and relevant data

STRATEGIC HUMAN RESOURCE 4
to let the technology shine. Even though this transformation is successful but people are not very
much aware of its existence and usefulness. These days AI is successful in catching the attention
of new generation and youth but the elderly people still refuse to develop habit for utilizing the
facilities provided by AI. They still want to follow the traditional methods of doing work. Some
people find it very difficult to understand the benefits of AI in present and in the future.
The future of AI is assumed to be very bright as it will develop significant opportunities
and societal value for businesses. AI dependent machine and software are likely to start
untethering from human observation, therefore building their faithful ways as sentient beings
(Ubs, 2019).
Example showing development of Artificial Intelligence in Retail Sector
Walmart is the world’s largest retailer. It has engaged itself in finding processes to
transform retailing system and provide services in an improved way (Marr, Artificial Intelligence
in Practice: How 50 Successful Companies Used AI and Machine Learning to Solve Problems,
2019). The company uses big data, AI, machine learning and the IoT to ensure an absolute
experience for its online customers as well as in-store customers. It uses Scan and Go on the
application and Pick-up Towers (Marr, 2018). Recently company has developed a new feature
that helps to determine the mood of the customers, whether they are happy or sad through facial
recognition technology.
Consequences of the trend
Artificial Intelligence has transformed several sectors such as marketing, healthcare and
automotive in an economy; and retail is next. In a survey report it was stated that by 2022 the use
of AI will tremendously increase in the retail sector and the companies will be earning a huge
amount of profit as compared to previous years. AI will enable processes which will be more
efficient to carry out supply chains and returns. It will bring more customer satisfaction with the
introduction of self-services such as, self-checkouts and chatbots (Rouhiainen, 2018). The retail
industry is changing due to reinvent system and in the coming years it will be enjoying success.
AI will enhance promotion efficiency and reduce customer complaints by allowing automated ad
buying, providing users targeted suggestions and personalizing online experiences for customers.

STRATEGIC HUMAN RESOURCE 5
The sector will become more professional and systematic; the application of spot fraudulent
charges will soon be applied to ensure safety and better services.
The fashion retail industry will see a huge transformation due to AI application. An
automated platform has been designed to reinvent the future of fashion industries; known as
Vue.ai. Vue.ai will provide exceptional services such as,
 Styling and Outfitting
 Personalized Marketing
 Cross-channel Personalization
 Automated Catalog Tagging
 Product Tagging
It uses data science and image recognition to extract catalog information, analyze it with
customer behavior to enable marketing. These actions help in driving conversions, reducing costs
and improve customer experiences. Through this platform the retailers can map the products
DNA to provide great retail experience and translate information of the product into a language
that the employees can understand and therefore make business decisions (Luce, 2018) The
fashion retail using this platform is Levis, Macy’s, Diesel, Group Axo, Villoid and Forus.
It can be illustrated that few years ago we thought that DVDs are the biggest digital
invention that we have experienced. Due to rapid growth in technology and demographics, the
digital inventions has never seen a stop since then. Al in the retail industry is bringing revolution
by making it cost effective and optimized experience.
From the above changes and development it can be said that the HR professionals
everywhere are looking for introducing Al to reduce workload. The advantages of AI for HR and
workforce cannot be seen instantly, it has a long journey where one can initially experience
short-term advantages and finally the long-term advantages in the acceleration of human tasks
and activities. Most of the enterprises are already using AI and some are expecting to start it
soon. The employees expect that in the future will enjoy their job augmentation (Higginbottom,
2018). For example HR professionals are using AI to assist them in searching new candidates,
prepare FAQs and provide coaching and mentoring. This could help them to build more
seamless, more user-driven, and more flexible employee experience.

STRATEGIC HUMAN RESOURCE 6
Part B
Leadership for the 21st Century
This trend specifies the importance of intersection of traditional and new leadership.
Leaders all around the globe face challenge due to the economic change, social change and the
speed of technological change; and such changes calls for new types of leaders
(trendsapp.deloitte, 2019).
Cause
In a world where everything is dependent on digital business models, the organizations
keep challenging their leaders to start reinvent process in their leadership and to show the new
way of doing business (A & DePaul, 2015). The owners and CEOs of the company are under
pressure to take initiative to resolve social issues to give a new shape to leadership. While
dealing with this transformational change it came into notice that the new developing and
leadership capabilities were still dependent on traditional methods and mindsets. This caused
Deloitte to introduce the trend to bring transformational change in the leadership system. The
company felt a need for introducing leadership that has all traditional views but implemented
through modern ways.
Development of the trend
Development of new leadership took place when people where struggling to coordinate
with the traditional system of leadership and meet the dynamic requirements of the world. Years
after years the struggle increased and today it has become very important to find and develop
leaders who are ready to face the future. In a study people stated that they don’t think the leaders
are ready to face the dynamic requirements of internal and external organization. To solve this
problem the leadership pipelines and crossroads were invented at organization to keep the
traditional and new leadership together (Medcalf & Gilbert, 2015). A decade ago, topics such as
fairness, social responsibility, inclusion, and understanding the role of automation were also a

STRATEGIC HUMAN RESOURCE 7
part of leadership program but there have been certain developments due to which the
organizations fail to meet up the need.
Many retailers, whether global or local, are awakening to find solution to the leadership
problems in the present year. They face challenges due to competitive pressure, discriminating
consumers, pricing, and meeting dynamic requirements in order to survive. Retail CEOs all
around the world are finding it difficult to determine the right type of leadership so that they can
achieve organizational goals. There has been evidence that when a company applied traditional
approaches to retailing with the modern concept; the company has always done better.
Example showing development of leadership
Walmart experienced a tremendous success only after transforming its leadership. All the
managers and top authorities stated that initially they were not sure whether combining
traditional and modern methods would bring revolutionary change or not. But once the
transformation took place it brought profitable growth to the company. As a result the employees
where showing more interest in their work and gave high performances that they never achieved
in the old leadership period.
Consequences of the trend
Traditional leadership still has its important in today’s new work environment, but there
is a need to combine it with new competencies and identification of a new context to redefine
leadership. Transformational leaders have certain tools with themselves which will help them to
influence their employees and receive their commitment towards the goal of the organization.
This type of leadership also involves suggestions and involvement of employees which will
create a feeling of importance in the minds of the employees. New leadership will create a
healthy relationship between the leaders and employees so that both the parties have an
important role in considering each other’s actions and perceptions with great motivation and
morality (Wiltshire, Malhotra, & Axelsen, 2018). Transformational leadership will bring the
following benefits:
 Individualized Consideration
 Inspirational Motivation
 Idealized influence

STRATEGIC HUMAN RESOURCE 8
 Intellectual Stimulation
The following represents the tasks involved in the Strategic Human Resource
Management process:
 Selection
 Training
 Compensation
 Information Sharing
 Participation
 Performance Evaluation
Therefore, the above stated points when combined together, the firm enjoy success by
transforming its leadership.
The models of transformational leadership usually stresses more on personal charisma, it
acts as a role model for other organizations, and shows consideration towards the staffs. Such
leaders lead a positive effect on staff performance by enhancing their cohesiveness, motivation,
commitment and trust. When transformational leadership is compared to transactional leadership,
the transformational leaders create more positivity on the staff’s effectiveness. It is advisable that
all organizations should follow transformational leadership as it allows the company’s vision to
take quick formulation. This approach is very different from other concepts, it has the ability to
assess the company’s present situation and formulate the vision to enjoy growth and success.
From the success story of Netflix we can see that transformational leadership has done
wonders in the business world. Netflix is a subscription based video service offering its own TV
shows and movies with original content, as well as movies and films from other producers and
networks. Earlier when Netflix started, it was rental Company providing DVD’s on rent. But the
owner of the company was a transformational leader; he had a vision and brought this change to
fulfill his desired objective. Due to his exceptional leadership transformation he has been able to
make a reputation of his company worldwide. Therefore, it can be concluded by saying that
transformational leadership has brought success in many businesses.

STRATEGIC HUMAN RESOURCE 9
Part 3
Rewards- Closing the Gap
Another trend implemented by Deloitte is rewards to close the gap. Due to inflation the
wage growth is still lagging back, to help this situation many organizations are introducing non
cash perks and events to drive employee retention and increase their performance. When this
benefit was introduced it came into notice that these perks did not matter the most (Volini,
Schwartz, Roy, & H, 2019). The rewards programs did not bring any sense of happiness in the
lives of employees. For employees, rewards hold more importance and value then monetary
incentives. They are hoping to receive personalized rewards to satisfy their wants.
Cause
Organizations these days are occupied themselves to fulfill organizational purpose,
provide good workforce experience, growth and many development programs. All this while, the
company ignores how to make the employees feel that they are important to the organization and
their efforts are being positive results to the company.
Development of the trend
In the past ten years, since the financial crisis the economies have started to recover. The
corporations have started to report profits and the unemployment rate also fell to its lowest in
these years, in the United States. Not only United States, but other countries are also seeing a
downfall in the unemployment rate. The unemployment rate if falling but this has nothing to do
with the wages of the workers (Buckley, Wheeler, & R, 2018). The wages are not growing due to
high competitive market and also because some organizations are reluctant to increase wages. To
solve this issue the organizations introduced non cash benefits. Organizations have begun to
offer free lunches, flexible working hours and unlimited vacations in order to make the
workplace a better place for the workers. It seemed that the owners were willing to provide
anything possible to improve the working conditions for the workers. Earlier the organizations

STRATEGIC HUMAN RESOURCE 10
thought that the workers are a cost to them and not an asset, so they gave minimum facilities to
them. As time passed, the organizations started to realize their value and started treated them
differently. These days the organizations ask employees to fill up the feedback forms to know
what they want and whether they are satisfied with the facilities and leverages provided.
We can further discuss the reward benefits by stating the reward policies of Walmart. The
company provides intrinsic reward to its employees such as recognition to motivate their
workers. The company tried to benefit the employees by giving health care and financial
benefits. The company has allowed its workers and their families to get health insurance policies
at a very minimum price. The workers can buy products from Walmart at a lower or discounted
rate. Walmart provides both extrinsic and intrinsic benefits to motivate the employees. This has
built an exciting workplace environment where the employees are respected, valued and have
important value.
Consequences of the trend
These days the organizations are delivering a high degree of dedication towards
reinforcement of reward programs which are designed along with other HR practices to keep the
organizational goals a little more attractive. Rewards acts as a crucial motivator which
contributes to enhance the productivity if applied properly.
HR professionals are held responsible for creating an organizational architecture. They
are the one who decides and identifies the outline model of the company and the way according
to which the company should perform (Sparrow, Hird, Hesketh, & Cooper, 2016). Therefore, the
reward policies are also set up by the HR professionals according to the structure, system, staff
and skills. It is the role of HR to identify processes for recreating the parts of organization and its
architecture, they get the leads to propose, create and debate about the best practices that can be
introduced in the business such as, reward and appraisal system. Introducing reward system will
not only bring satisfaction to the employees it will also bring the following benefits to the
organization:
Motivation
A reward program will motivate employees to reach their targets within the deadlines.
The employees will always try their best to prove their credibility to the organization.

STRATEGIC HUMAN RESOURCE 11
Absenteeism
Another benefit is that such reward system will reduce absenteeism. Employees will like
to receive awards for their hard work and dedication shown towards the organization. Through
this system, the employees will be able to get a clear picture about what are their targets and how
they need to fulfill them.
Loyalty
Reward system will develop employee loyalty towards their workplace. Since they know
that their presence is valued in the organization, they will start giving their opinions regarding
how they feel about the organization and what else should be improved.
Teamwork
Reward system will create teamwork spirit among the employees. They will all work
together as a team to achieve the organizational goals
Retention
High staff turnover is a result of poor morale. Poor morale demands the employees to
look for another job elsewhere. The efforts put to find and train new employee increases cost.
Therefore, it should be the high priority of the employers to retain staff and provide them a
tangible meaning for their stay.
Therefore, introducing reward system in an organization will bring positive impact on
overall performance. The working scenario has totally changed, the people are looking for
something varied from their paycheck, insurance and a retirement policies. The workplace
should be more diverse, a happy place where employees can work and grow. The candidates,
these days look for the employers feedback provided by the current employees before joining an
organization. The expectations of the employees bring challenge to the HR managers; and hence
it becomes a duty of the manager to create organizational architecture in such a way that it
provides ways to face this challenge.

STRATEGIC HUMAN RESOURCE 12
Part D
Talent Mobility: Winning the war on the home front
The introduction of Globalization and demand for new talent has created a situation
where organizations are competing aggressively for new talent. The organizations want an
expertise who can handle all the necessary requirements of the internal environment. Now the
organizations are not in a position to hire and source talented people having all the necessary
capabilities that they need; particularly they will have to move and create people internally to
succeed. To manage internal mobility there should be certain set of norms. All the leading
organizations should consider mobility as a normal and natural progression rather than viewing it
as major shift of a person’s career. All the workers and employees should be offered an
opportunity to move followed by a proper streamline process. The workers and employees can
move from one place of work to another between functions, projects and jobs.
Cause
The main reason behind introducing the talent mobility trend is globalization and need of
expertise in different field. The employees and workers want to move from one place to another,
as this will ultimately bring better job opportunities for them; hence boosting their career.
Development of the trend
In the past, talent mobility was not very common. Only few managers and top authorities
got an opportunity to enjoy benefits of mobility, but slowly the way of conducting business
started facing revolutionary changes all around the globe. Every business is now focused on
taking their practices overseas. There is a lot of competition in the global market, and this
initiates a company to mobile the employees from different place who has the capacity to
perform the task better. In the earlier times, mobility was very rare and people were not confident
enough to leave their comfort zone and work in a different place. Whereas, the present scenario
is totally different; not only the talented managers and employees are willing to move but also
the workers look for such opportunities. Everyone wants a stamp of foreign country in their
passports.

STRATEGIC HUMAN RESOURCE 13
Talent Mobility has become an important aspect to bring maximum satisfaction at work.
This can be further discussed by taking an example showing mobility opportunity provided by
Walmart to its employees all over the world. It has also allowed special economic mobility
facilities for the women. This company has allowed workers and employees who promote local
manufacturing and supply chains to freely choose the area where they want to get placed.
The employers are more concerned about the growth and development of their employees
and workers. Person which exceptional talent and skills, are given an opportunity to mobile from
one place of work to another, to enhance their skills and provide great commitment to the
employers. Talent mobility is a way of providing career development path with an ongoing
mechanism to master in their present job. Earlier the employees were not confident to move
around due to work but nowadays it has become a trend. Young people usually look for job
opportunities that will let them travel due to work.
Consequences of trend
Talent mobility was an issue that has now taken a new frame as more and more
organizations are going global. Employees are usually asked to take assignments at a location
away from the home country. Such opportunities bring new cultural experience in the life of an
employee. The employees and HR professionals are together. It is not an easy task for the HR
professionals to hire talent both internally and externally. In a study it was found that the HR
manager hires talent internally for the business requirement, and later on gives preference to
external hiring. At present the companies are lacking talent to carry out all the required tasks
better than their competitors. This situation force managers to hire talent externally to carry out
essential tasks of an organization efficiently to accomplish its goals. The managers are still
looking ways to solve issues related to talent mobility. There has been an argument that hiring
and training the current employee for a specific post is more costly than hiring an employee from
outside who has sufficient skill to perform the task (Henderson, 2017).
The role of HR for this trend is quite vast. The HR department is no longer focused on
compliance and benefits, but is trying to initiate and manage strategies to develop, attract and
retain talent. Employee mobility can support managers in attaining the human talent that they
need. The HR managers focus on aligning talent data to develop their business strategies and
hiring process (Hoffman, Casnocha, & Yeh, 2014).

STRATEGIC HUMAN RESOURCE 14
Deloitte has introduced this trend recently because it has understood the importance of
talent mobility. This strategy will help the company to give tough competition to their
competitors. Since the economy is changing rapidly, organizations have to be more flexible and
agile to retain workforce. It demands for right people in the right place to enhance economic
growth. When an employee is moved to different position with different responsibilities, he
ultimately increases his efficiency. This trend will not only help in retaining talent in an
organization but it will also develop strong leadership, employee motivation and coordination.
Some organizations are still not able to understand that mobility is very important for
long term benefits. Introduction of artificial intelligence, robots and advanced technology has
brought positive impacts but we need humans also to run a business. Many employees leave their
job not because of money issues, but because they are not able find any personal growth and
development in their company.
References

STRATEGIC HUMAN RESOURCE 15
A, G., & DePaul. (2015). Nine Practices of 21st Century Leadership: A Guide for Inspiring
Creativity, Innovation, and Engagement. Florida: CRC Press.
Buckley, M. R., Wheeler, A. R., & R, J. (2018). Research in Personnel and Human Resources
Management. West Yorkshire: Emerald Group Publishing.
Deloitte. (2019). Deloitte. Retrieved 6 20, 2019, from Human Capital:
https://www2.deloitte.com/global/en/pages/human-capital/topics/human-capital.html
Ford, M. (2015). Rise of the Robots: Technology and the Threat of a Jobless Future. New York:
Basic Books.
Henderson, I. (2017). Human Resource Management for MBA and Business Masters. London:
Kogan Page Publishers.
Higginbottom, K. (2018). Forbes. Retrieved 6 21, 2019, from The Impact Of AI On The HR
Profession: https://www.forbes.com/sites/karenhigginbottom/2018/06/14/the-impact-of-
ai-on-the-hr-profession/#3d1a623591ca
Hoffman, R., Casnocha, B., & Yeh, C. (2014). The Alliance: Managing Talent in the Networked
Age. Massachusetts: Harvard Business Review Press.
Luce, L. (2018). Artificial Intelligence for Fashion: How AI is Revolutionizing the Fashion
Industry. New York: Apress.
Marr, B. (2018). Forbes. Retrieved 6 20, 2019, from 27 Incredible Examples Of AI And
Machine Learning In Practice: https://www.forbes.com/sites/bernardmarr/2018/04/30/27-
incredible-examples-of-ai-and-machine-learning-in-practice/#7a7bef007502
Marr, B. (2019). Artificial Intelligence in Practice: How 50 Successful Companies Used AI and
Machine Learning to Solve Problems. New Jersey: John Wiley & Sons .
Medcalf, J., & Gilbert, J. (2015). Transformational Leadership. California: CreateSpace
Independent Publishing Platform.
Rouhiainen, L. (2018). Artificial Intelligence: 101 Things You Must Know Today about Our
Future. California: CreateSpace Independent Publishing Platform.

STRATEGIC HUMAN RESOURCE 16
Sparrow, P., Hird, M., Hesketh, A., & Cooper, C. (2016). Leading HR. Springer.
trendsapp.deloitte. (2019). Retrieved 6 21, 2019, from Leadership for the 21st century:
https://trendsapp.deloitte.com/reports/2019/global-human-capital-trends/leadership-for-
the-21st-century.html
Ubs. (2019). AI's coming of age. Retrieved 6 21, 2019, from UBS:
https://www.ubs.com/microsites/artificial-intelligence/en/ai-coming-age.html
Volini, E., Schwartz, J., Roy, I., & H, M. (2019). Retrieved 6 21, 2019, from Rewards:
https://trendsapp.deloitte.com/reports/2019/global-human-capital-trends/rewards.html
Wiltshire, K., Malhotra, A., & Axelsen, M. (2018). Transformational Leadership and Not for
Profits and Social Enterprises. UK: Routledge.