Strategic Human Resource Management

This report focuses on the different activities that impact strategic practices of human resource management. It analyzes current trends, developments, internal and external factors influencing HR strategy. It applies theories and concepts for strategic HRM and evaluates change management models. It also discusses how HR outcomes can be measured and monitored in an organizational situation.

STRATEGIC HUMAN
RESOURCE
MANAGEMENT

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
LO 1.................................................................................................................................................1
P 1 Current trends and developments that influence an organization’s HR strategy..................1
P 2 Ways in which both external and internal factors influence HR strategy and practice.........2
LO 2.................................................................................................................................................3
P 3 Apply theories and concepts relating to the growth and development of strategic HRM to
organization.................................................................................................................................3
LO 3.................................................................................................................................................5
P 4 Evaluation of appropriate change management models support HR strategy in application
to organization.............................................................................................................................5
LO 4.................................................................................................................................................6
P5 Discuss about that how HR outcome can be measured and monitored, apply this to
organizational situation................................................................................................................6
P6 Discuss and evaluate that how effective HR management, development can support
sustainable performance in term of growth.................................................................................7
CONCLUSION................................................................................................................................9
REREFENCES..............................................................................................................................10

INTRODUCTION
Strategic human resource is based on the foundation of enterprise that will manage in
context of getting efficient result or outcome. This report focus on the different activities that
will impact on the strategic practices of human resource management. The implication of
approach to HRM for managing the implementing the equal opportunities within organization.
This report will lay emphasis upon Human resource management of Hilton Hotel. Hilton is a
global brand that provides hotel and resort services. IT was founded in 1919 and have
approximately 590 hotels all around the world. The report will describe the different key current
trends, development which always influencing the organization’s HR strategy. It will analyse the
either internal as well as external factor influence better Human resource practices or strategy.
Furthermore, documentation will explain the relevant theories, concept that always supports for
strategic growth as well as development. However, it evaluates the appropriate change
management model to support the business application in relevant enterprises. At last, it will
identify the specific result, outcome within enterprise situations.
Hilton
LO 1
P 1 Current trends and developments that influence an organization’s HR strategy
There are various kinds of current trends and development that has influenced an
organization Human resource strategy. Some of the most important and common trends that has
influence GR strategies are as follows:
 Globalization is one of the biggest trends that has drastically impacted and influenced HR
strategies in many different ways. Globalization has helped organizations to expand their
business across border. This expansion of business has forced Human resource department to
bring changes within their strategies so that they can hire highly skilled employees who have
capability and knowledge of handling business operations and processes in a proper manner
so that desired goals and objectives can be achieved (Stewart and Brown, 2019). It further
helps in increasing overall organizational performance as well which further helps in gaining
competitive advantage
 Changes in Talent sourcing is another development that has taken place in hospitality
industry. Nowadays organizations are focusing more upon hiring remote workers or workers
who are ready to work upon a flexible schedule instead of hiring employees for full time
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employment. This development has influence recruitment and selection strategy of HR
department of Hilton hotel. HR department of Hilton Hotel are using advance technology for
recruiting employees or professional candidates who can work within flexible schedule for
them. Not only this they are using recruitment management systems so that they can
automatically segregate skilled and knowledgeable employees.
 Today most of the people or customers prefer using websites or applications for booking and
buying products and services especially in hospitality industry. It can also be said that most
of the people today have shifted towards using online tools and technologies which has
brought changes within knowledge and skill requirement which has further influenced HR
strategies of Hilton Hotel (Keegan, Huemann and Ringhofer, 2017). Due to this changing
trends HR department of Hilton not only needs to focus qualification, skills and knowledge
related to the field as well as candidate with hands on practise with online tools and
technology who can easily adopt and work upon advance technologies. For this HR
department has also brought changes within their training and development program so that
required skills and knowledge can be developed and enhanced for existing and new
employees in a better manner.
 Increasing usage of electronic or digital payroll is another development that has influenced
HR strategies in many ways. Increasing usage of electronic or digital payroll has automated
most of the functions of HR department of Hilton Hotel which has further helped them in
increasing transparency and cybersecurity and has also reduced chances of fraud within the
organization.
P 2 Ways in which both external and internal factors influence HR strategy and practice
There are various kinds of internal as well as external factors that can impact or influence
HR strategies and practises of an organization like Hilton.
Impact of internal factors upon HR strategy and practice are:
 Growth level: Difference in projected and current growth of the company can also influence
HR practises and strategies. If the organization’s current growth rate is much more then
expected growth then in such case HR department need to focus more upon recruitment,
selection and training practises more (Ngeche, 2017). But if current growth level of
organization is much less as compared to expected growth level then in such case HR
department need to focus more upon bringing improvement within organizational culture and
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working environment in order to enhance motivation and satisfaction level of employees
which will further help in enhancing their overall performance level as well.
 Technology usage: Willingness of the company as well as of HR department in terms of
adaptation of new and advance technology can directly impact or influence HR practises and
strategies. Adaptation of online tools can help HR department to focus more upon training
and development of their employees. Adaptation of new technology will also help the HR
department in effectively manage organizational resources in a much better manner and take
out more time for enhancement of workforce environment a culture for motivating
employees and increasing their performance.
Impact of external factors upon HR strategy and practice are:
 Availability of suitable candidates: One of the most important function of HR department is
to maintain adequate staffing level with suitable workforce planning. Availability of labour
market and suitable candidates for a job post is one of the main external factors that can
impact HR recruitment and selection strategy and practise (Ardito and Petruzzelli, 2017). It is
affected by numerous factors such as availability of qualified and skilled candidates,
unemployment rate, availability of candidates with required special skills. Due to this factor
Hilton hotel HR department can face lots of difficulty in attracting candidates with required
skills and knowledge.
 Government regulations is another external factor that can impact HR strategies and
practises. Government regulations can directly impact training, hiring, compensating and
disciplining practises of HR department of Hilton organization. It is important for HR
department of Hilton hotel to bring changes within their policies, procedures and regulations
as per the new and latest regulations of the government not doing so can result is lawsuits
against the company.
LO 2
P 3 Apply theories and concepts relating to the growth and development of strategic HRM to
organization
There are various kinds of theories and concepts that are directly/ indirectly related to
growth and development of strategic HRM. Some of them have been explained below:
Maslow’s motivational theory:
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Motivation is one of the most important factors which is required to be maintained by HR
department of an organization. It is important for HR department of an organization to maintain
competence and motivational level of their employees a it helps them in enhancing performance
level of employees (Boxall, 2018). There are various kinds of motivational theories that can be
used by HR department of Hilton Hotel for strategic development of HRM within organization.
Abraham Maslow motivational theory is kind of model that focuses upon fulfilment of needs of
employees in five hierarchical stages that can directly impact performance of employees. But this
theory has an assumption i.e. second stage demand cannot be fulfilled until and unless first stage
demand is not fulfilled. Only after this a person can be motivated. Five hierarchical levels of
motivation are: First is psychological level in which food, security, water and shelter requirement
of their employees is fulfilled that can be fulfilled by providing basic salary to the employees.
After this safety needs are required to be fulfilled that can be fulfilled by providing job security
and rental allowance for house. After this comes belongingness and love needs in which
organization can focus upon providing a culture to the employees so that they feel friendly
environment and can work with more dedication. Next stage need is self- esteem needs that can
be fulfilled by developing feeling of prestige and accomplishment within employees by
rewarding them or appraising their work. Last stage of hierarchical needs is self- actualization
need that can be fulfilled by providing promotion, salary hike etc.
Strategic Contingency theory:
This theory majorly focuses upon task that are required to be carried out or done in form of
problems that are required to be solved then this theory comes into picture. Contingency theory
also helps in defining relationship between various kinds of organizational variables such as
technology, location, ownership etc. This theory helps in explaining strong interaction and
relationship between HR department and organization. As per this theory power of an
organization lies within their dependent and independent variables (Jiang and Li, 2019).
According to this theory a leader of an organization like Hilton can become a central part of the
company if they have required and unique skills that are required in order to resolve issues or
problems that cannot be resolved properly. When an organization is too much dependent upon
their leader then in such case their leaders cannot be replaced easily. But there are few
assumptions related to this theory such as: HR department needs to develop several strategies in
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order to adopt positive organizational environment and choice of strategies chosen completely
depends upon organizational environment.
LO 3
P 4 Evaluation of appropriate change management models support HR strategy in application to
organization
There are various kinds of change management models that can be used or implement by
Hilton Hotel in order to provide a support to HR strategies in a proper and appropriate manner.
There are two most commonly used change management models that can help in supporting HR
strategies are:
Lewin’s change management model
It is most commonly used change management model that can be used by Hilton to bring
required and appropriate chances within the company in a proper manner. This model consist of
three stages in which change is brought within an organization. Those stages are:
 Unfreeze: At this step organization focus upon changing beliefs and values of people so that
organization can prepare their people about the upcoming changes by explaining issues
within current system or process and importance of change (Tang, 2019).
 Make chances: At this stage, change brought within organization is communicated to
everyone, each and very one is provided proper education related to the change.
 Refreeze: After deployment of the change organization refreeze the change so that HR can
bring changes within their practises and strategies in a much easier manner.
Kotter’s 8 step change model
It is another commonly used change management model that can be used for supporting HR
strategies and bringing changes within the organization in a much easier manner. It consists of
eight steps:
 Create urgency: First sense of urgency for change is created so that employees can be
motivated to adopt changes easily.
 Form powerful coalition: Leaders of the organizations try to inspire need of change within
the organization by bringing improvement within HR strategies (Galli, 2018).
 Create change vision: In this a strategic change vision is created in order to explain vision
and changes that organization is aiming for.
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 Communicate vision: though regular meetings Vision of change is communicated to
everyone.
 Remove obstacles: HR managers are required to take necessary actions so that all kinds of
obstacles and barriers can be removed.
 Create short- term wins: HR department should praise and encourage their workers so that
created short term goals can be achieved.
 Built on change: Changes within HR policies should be brought and should be based upon
new changes brought within the organization.
 Anchor changes within organizational culture: lastly new changes brought is implemented
within the organization.
LO 4
P5 Discuss about that how HR outcome can be measured and monitored, apply this to
organizational situation.
In Hilton hotel, HR manager will be conducting the ongoing interaction with staff members,
eliminating the current issue related business performance. In this way, it turn to achieve the
improved the result and drive more profitability. The manager always focused on the employee
performance in the organization and important to measure the significant result of outcome
(Delery and Roumpi, 2017). It can be possible when performing different technique to monitor
the activities of staff members effectively.
 Human resource manager within Hilton hotel, which are setting the goals and clear
expectations.
 Providing the better continual feedback and support to staff members in regards of their
goal related performance (Martin and et.al., 2016).
 It will implement the training program or event which help for identifying current
performance of employee. Moreover, it enhance the business capability or ability.
 It may use for recognising the performance which often to ensure expectation level of
guest within Hilton hotel.
In additional, it should be considered the common metric for identifying the human resource
outcome in Hilton hotel. Manager is responsible for selecting an appropriate way to find out the
accurate result.
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Employee Net Promoters score
It is based on the technique that mainly define the conceptual framework to measure the
staff member loyalty. In Hilton hotel, HR manager can use this method to measure that how
willing to staff members and recommend their workplace. Generally, it will be used as
benchmark to repeat it at sufficient intervals. In order to acquire score on the basis of
performance (Zehir, Gurol and Kole, 2016). This technique will help for measuring and
monitoring the human resource outcome in hospitality industry.
Employee satisfaction index
It is another type of indicator, which consider to measure the human resource outcome. It
provide the facility to target the Hilton business through existing staff members. In order to
provide the best quality of product as well as service. This indicator will collect or gather
measurement of employee satisfactions (Zehir, Gurol and Kole, 2016). It also supports for
developing an effective working environment or culture.
Average length of service
This approach will be used in Hilton hotel to calculate length of service that would be
provided by HR manager. It always focused on the business operation and function, estimating
the overall budget which require to complete the multiple tasks. Afterwards, it will be providing
the better services (Knies, Boselie and Vandenabeele, 2017). Usually, it gather turn over
statistics or measurement when HR manager launch various service and calculate that how much
gained the opportunities in marketplace. In this way, it can easily measure and monitor the
outcome of Human resource in Hilton hotel.
In above discussion, it has identified the different method or technique, which help for
measuring and monitoring the HR result. Another way, it may use these technique that can apply
in the different organizational situation.
P6 Discuss and evaluate that how effective HR management, development can support
sustainable performance in term of growth.
Hilton hotel can only succeed in the long-term growth and development, if HR manager
recruit or motivate their staff members who are able to respond and shape the business
objectives. There are different way in which individual with capacity to create or gain
competitive advantage, benefits from the changing markets (Zehir, Gurol and Kole, 2016). In
Hilton hotel, Human resource manager is focused on the recruitment process to demonstrate
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enterprise aspiration, highlighting the attitudes, skill which is automatically increase business
performance. Human resource management is the most critical part which always supporting the
Hilton to improve their effectiveness, manager corporate governance as well as ethical issues.
Furthermore, Human resource manager has improved the sustainable performance in
context of growth and development. Therefore, they can facilitate the better interaction between
employee and manger. In order to contribute towards organizational culture or environment
(Knies, Boselie and Vandenabeele, 2017). HR manager is also performed the strategic role to
improve sustainable performance whereas they will create map of sustainability, use an effective
panel as daily tools which support in growth as well as development.
 Engaging with modern technique, focused on the communication style which become
transparent.
 Acquire the motivational theories which adopting and also giving many option to staff
member within organization.
 Conducting as inspire regular meeting in accordance to better principles with respect to
the understanding.
 It may apply the better analytical ability to rethink about the business functionality.
Afterwards, it align them best way to find out the need or requirement of organization.
In additional, people-oriented skills that are consider as important in context of sustainable
enterprise. Therefore, it will be increasing overall business performance in global marketplace.
The primary aim of HR manager is to create harmonious sustainable culture and focus on the
business expansion in global world (Knies, Boselie and Vandenabeele, 2017). Sometimes, it is
an essential for promoting the transparent communication between manager and staff member in
organization. This will help for discussing with team members, stakeholder in term of
sustainable HR policy development. In regularly, it also reviews HR policies and procedures to
ensure better alignment with proper sustainability principles. It is important for considering an
essential principle that help for managing the business capabilities as well as abilities.
Moreover, HR manager and people team are focused on the sustainable performance so
that they can implement the various strategies to achieve the success of growth in marketplace.
Initially, it is defining the organizational social purpose where how staff member can achieve
specific business goal and objective.
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 HR manager can review all essential processes and work practices to ensure the
sustainable goal. In this way, it help for increasing the overall business productivity as
well as profitability in global marketplace (Zehir, Gurol and Kole, 2016).
 Ensuring the sustainable goal which consider as key factor in recruitment process.
Afterwards, it is also organising the right environment or culture for Hilton hotel.
 In Hilton hotel, HR manager enabled to promote the employee ideas and also dedicated
towards specific organizational goal or objective.
CONCLUSION
From above discussion, it concluded that Strategic human resource is consider as
foundation of business which help for managing and controlling the organizational situation. It
has summarised about the various key current trends, development, it help for influencing the
organization’s HR strategy in context of growth and development. It can be identified the both
internal as well as external factors in the organization, inspiring as Human resource practices or
strategy. Furthermore, documentation has identified the relevant motivational theories, concept
for providing the brief idea about the strategic HRM in context of growth and development.
However, it can be evaluating the effective opportunities through change management model to
handle the application in relevant enterprises. It can be determined the specific result or outcome
within enterprise to examine the current organizational situations.
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REREFENCES
Books and Journals
Ardito, L. and Petruzzelli, A.M., 2017. Breadth of external knowledge sourcing and product
innovation: the moderating role of strategic human resource practices. European
Management Journal. 35(2). pp.261-272.
Boxall, P., 2018. The development of strategic HRM: Reflections on a 30-year journey. Labour
& Industry: a journal of the social and economic relations of work. 28(1). pp.21-30.
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.
Galli, B.J., 2018. Change management models: A comparative analysis and concerns. IEEE
Engineering Management Review. 46(3). pp.124-132.
Jiang, K. and Li, P., 2019. Models of strategic human resource management. Sage handbook of
human resource management, pp.23-40.
Keegan, A.E., Huemann, M. and Ringhofer, C., 2017. Human resource management in
organizational project management: Current trends and future prospects. In Sankaran,
S., Müller, R., Drouin, N.(eds.). Cambridge Handbook of Organizational Project
Management. Cambridge University Press.
Knies, E., Boselie, P. and Vandenabeele, W., 2017. Strategic human resource management and
public sector performance: context matters.
Martin, G. and et.al., 2016. Corporate governance and strategic human resource management:
Four archetypes and proposals for a new approach to corporate sustainability. European
Management Journal, 34(1), pp.22-35.
Ngeche, J., 2017. Internal Factors Influencing Strategy Implementation in the Banking Sector: A
Case Study of the Chase Bank (Doctoral dissertation, United States International
University-Africa).
Stewart, G.L. and Brown, K.G., 2019. Human resource management. John Wiley & Sons.
Tang, K.N., 2019. Change management. In Leadership and Change Management (pp. 47-55).
Springer, Singapore.
Zehir, C., Gurol, Y. and Kole, M., 2016. Strategic human resource management and firm
performance: the mediating role of entrepreneurial orientation. Procedia-Social and
Behavioral Sciences. 235. pp.372-381.
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