Strategic HR Management

The study revolves around the strategic human resource management and its impact on organizations. It highlights the importance of HR departments in understanding company goals and creating necessary strategies. The discussion focuses on the role of strategic human resources in improving employee performance, measuring human capital, and facilitating strategic workforce planning.

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Strategic Management
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Abstract
The whole study will revolve around the strategic human resource and its impact on the
organizations. It is one of the important human resource tools that are used by a lot of companies
currently. The HR departments of a company use the strategic human resource for interacting
with the other divisions of the company for understanding goals and accordingly creating
necessary strategies that coordinate with their objectives as well as the organizations objective.
Additionally, the strategic human resource is also considered one of the important elements in
the success of an organization.
Introduction
Strategic human resource management is one of the most widely used tools that are used
by different types of organization across the world. It is mainly the process of retaining,
attracting, rewarding and developing the employees of a company.
Discussion
Strategic human resource management is one of the most vital components of an
organization in the recent times. It is the tool that is used by the companies for achieving their
long-term objectives/goals. Throwing light on the above-mentioned discussion it can be said that
there are different types of models with regards to strategic human resources that are used by a
lot of organizations (Jackson, Schuler and Jiang, 2014). Furthermore, strategic human resource
management is the process by which the business performance, flexibility, and the culture of a
firm are improved at an alarming rate. Moreover, the strategic human resource management has
a positive impact on an organization if it is applied in an effective manner (Buller and McEvoy,
2012). It has been observed that a firm tends to apply strategic human resources principles when

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they are in a critical condition. The following are the some of the benefits with regards to apply
strategic human resource that is enjoyed by the company. Firstly, one of the main roles of the
strategic human resource is to improve the performance of the employees by gaining a
competitive advantage in the marketplace (Truss, Mankin and Kelliher, 2012). Secondly, the
human capital of an organization is also measured by the strategic human resource. It tends to
compare the employees with the assets in the firm which is also a part of the strategic planning.
Better business is built on the strategic human resource when strategic human resource
evaluation is made in terms of competencies, jobs, and skills. Lastly, one of the main benefits
that an organization receives through the strategic human resource is strategic workforce
planning. It helps the human resource manager of a firm to think more strategically about the
day-to-day issues with regards to the business development (Kramar, 2014).
Conclusion
In the above-mentioned study, the role of the strategic human resource in an organization
has been highlighted. Strategic human resource management is also quite successful in
developing plans for the compensation, recruitment, and training based objectives of the firm.

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References
Buller, P. F., and McEvoy, G. M. (2012). Strategy, human resource management and
performance: Sharpening line of sight. Human Resource Management Review, 22(1), 43-
56.
Jackson, S. E., Schuler, R. S., and Jiang, K. (2014). An aspirational framework for strategic
human resource management. Academy of Management Annals, 8(1), 1-56.
Kramar, R. (2014). Beyond strategic human resource management: is sustainable human
resource management the next approach?. The International Journal of Human Resource
Management, 25(8), 1069-1089.
Truss, C., Mankin, D., and Kelliher, C. (2012). Strategic human resource management. New
York: Oxford University Press.

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