Strategic HRM Analysis and Planning for Business Objectives

This report delves into the realm of Strategic Human Resource Management (SHRM), examining its significance and impact on business objectives. It begins by defining HRM and SHRM, highlighting the importance of SHRM, particularly in the context of Marks and Spencer, and differentiating it from traditional HRM. The report explores how SHRM assists in achieving various business objectives, such as performance management, labor relations, and training & development. Furthermore, the report analyzes the development of human resource plans, focusing on the expansion of Tesco and outlining the HR requirements for various roles like Finance Manager, Marketing Manager, Research & Development Manager, and Production Manager. Finally, the report addresses the impact of culture on HRM and how HR activities are evaluated, offering a comprehensive overview of SHRM principles and practices.

Human Resource
Management
1

Table of Contents
INTRODUCTION...........................................................................................................................3
LO 1.................................................................................................................................................3
1.1 Significant of SHRM.............................................................................................................3
1.3 How SHRM assist in achievement of business objectives....................................................5
LO 2.................................................................................................................................................6
2.3 Development of human resource plan...................................................................................6
LO 4.................................................................................................................................................8
4.1 Ways in which culture will affect HRM................................................................................8
4.2 How HR activities are evaluated by using model..................................................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11
2

INTRODUCTION
Human Resource Management is defined as procedure of managing people in an
organisation which includes firing, hiring, motivating and training employees (Abu-Hussein
Sweis and et. al., 2016). It is the important part of organisation that helps in selecting suitable
employees for business to conduct activities and operations in an effective manner for positive
outcomes. The given report is based on three scenarios which includes HRM strategy, HR
planning and reviewing HRM which has four outcomes.
LO 1
Being the newly HR manager in Marks and Spencer which is retail sector established in
1884 at United Kingdom (Andresen, Biemann and Pattie, 2015). This deals in providing different
of products such as food, clothing and luxury and so on. This section covers importance of
strategic human resource management and help of SHRM in achieving business objectives.
1.1 Significant of SHRM
Strategic Human Resource Management (SHRM) is defined as practice of retaining,
developing, rewarding and attracting employees to provide benefits to organisation as well as
workforce. This mainly focuses on solving and addressing problem about what effect people
management issue in long term aspect. Some of the importance of SHRM in context of Marks
and Spencer are as follows:
Motivating Employees- It is very important for M&S to boost level of motivation among
employees in most effective manner (Why You Need A Strategic Human Resource Management,
2020). The appreciation, employee of mouth, annual increment, bonus, incentives and so on
leads towards motivating employees at workplace. These helps in building strong relationship
and motivating for better work performance.
Development of Flexible Workforce- SHRM plans should possess activities which makes
flexible workforce development. This includes plans and policies for converting work into
flexible one. Respective organisation focus on development of flexibility where they allow
employee to work as per their location, shifts according to their requirement. Such benefits will
produce more quality in performance as well as work.
Employees’ Empowerment- SHRM helps in creating more enthusiasm in behaviour of
employees in proper way. Development of employees includes training sessions, short course
3

and short lectures which will change them towards high skills and development. Such set skills
will lead towards bright future against competitors. In case of M&S, they should allows include
employee’s empowerment in their business for attainment of positive outcomes.
Positive Working Environment- SHRM encourage positive work environment at Marks
and Spencer (Aryanto, Fontana and Afiff, 2015). Such environment will focus on bringing
progressive and productive employees at workplace. In addition to this, positive work
environment leads towards benefits to business.
In current scenario, there is change in approach adopted to manage people from HRM to
SHRM. In case of HRM, there is management of people and activities related to them like
training, development, hiring, retention, selecting and so on. On other hand, SHRM focus on
conducting need assessment for industry, labour market, economic supply and demand trends.
This also address about issues which impact employees working in organisation. There is
difference both aspects as HRM focus on managing people and SHMR focus on making strategic
to manage people or workforce of organisation in an effective manner.
The difference between SHRM and Traditional HR are described below:
Basis of Differences SHRM Traditional HR
Meaning It is defined as managerial
functions that apply HR
strategies in proper way so
that employees are directed
towards achievement of goal
(Aviso and et. al., 2019).
It is defined as personnel
functions of HR such as
performance appraisals,
recruitment, payroll
administration, motivation and
so on.
Objective Objectives are advancing
flexibility, competitive
advantages and innovation.
Main objective is assisting to
achieve goals of organisation
(Bratton and Gold, 2017).
The benefits of adopting SHRM for Marks and Spencer are mentioned below:
 It allow for prioritisation, identification and exploitation of opportunities
 This minimises effects of adverse changes as well as conditions
 It provide benefits in creating framework for internal communication among personnel
 This provide encouragement for forward thinking
4

 It leads to create favourable attitude towards change.
1.3 How SHRM assist in achievement of business objectives
SHRM play an effective role in achievement of business goal and objectives in appropriate
manner (Brewster and Hegewisch, 2017). It is the new concept which should be implementing
by each and every organisation for positive outcomes. This will leads towards success and
growth at competitive market. There are different objectives of business which should be
achieved by it in particular time period. In context of HRM, different objectives are listed below
where SHMR assist to attain them. They are as follows:
Performance Management- This is very important objective of Marks and Spencer to be
achieved by making different plans and policies. The performance of employees has to be raised
through different ways such as listening to their problems, providing them adequate resources
and facilities. Here, SHRM has to play role where they have to strategy for their employees so
they work in most diligent manner for best outcomes.
Labour Relations- It is the defined as way in which organisation has to create relation with
their employees, workforce and staffs (Costa and et. al., 2016). In case of M&S, it has to
maintain labour relation by adopting SHRM which provide guidance to work with employees
and solve their issues and problems. This relations leads towards attainment of business goal and
objective in given time period. In organisation, employees are person who need to perform
several role and responsibility to reach to final outcomes.
Compensation & Benefit- Each and every employees working in respective organisation
has to be provided with compensation and benefits to feel them motivated and encouraged
towards their work and business. It is also the objectives of organisation which will be
accomplished by SHRM by making different schemes for high performer and low performed
along with various incentives, bonus and so on. This is regarded as important aspects which
should be followed at workplace to motivate and encourage staffs and employees.
Training and Development- In order to accomplish business objectives, it is important for
respective organisation to conduct training and development session for their workforce (Delery
and Roumpi, 2017). This helps in enhancement of their skills, knowledge and experience of
employee working at place. For this, SHRM has to view different training as per required in
organisation to provide to their staff and employees for better outcomes.
5

Managerial Relations- Each and every person at high level such as manager, CEO, board
of directors has to maintain relations with each other so that work is carried out in effective
manner (Hollenbeck and Jamieson, 2015). This managerial relation is made stronger by
conducting meeting, making plans and policies by SHMR for their people at respective
organisation. In order to attain set objective, it is essential to possess relationship with different
people and society so that set results are attained.
Therefore, Marks and Spencer has made different objectives for their business which are
achieved with help of strategic human resource management in most effective and efficient
manner. This will lead towards success and growth of business at competitive marketplace.
LO 2
Being human resource manager in expanding organisation that is Tesco which is retail
industry that was established in 1919 at United Kingdom. This deals in different types of
products and services and serving all over world. This section described about human resource
plans for business.
2.3 Development of human resource plan
Human resource plan is defined as continuous procedure of systematic planning in order to
achieve optimum utilisation of resources at organisation (Jabbour and de Sousa Jabbour, 2016).
HR plan helps in fitting suitable employees as well as jobs to avoid surplus and shortage of
manpower at organisation. In order to expand business, Tesco requires large number of
employees for work performance in terms of finance manager, marketing, production, research
and development and so on. They are described along with skills such as:
Finance Manager
They are highly responsible for success and growth of business. They are liable to make
different plans and policies in terms of finance such as budgeting, allocation of funds, managing
them to different department in most effective manner (Jamali, El Dirani and Harwood, 2015). It
is very important for respective organisation to have skilled, capable and experienced person to
handle such department and attain set outcomes. For finance manager skills required are
technical, communication, problem solving, knowledge of planning tools, numerical abilities.
Marketing Manager
6

They are the person, who is responsible for marketing work in terms of analysis,
evaluation of scenario of market to conduct business activities and operations in most effective
manner. It is important for Tesco to hire skilled and capable person who can easily handle
marketing department. This also includes advertising activities to be conducted by business for
creating awareness and brand value in their mind so that they will buy products and avail
services. The marketing manager required skills such as adaptability, communication skills,
networking ability, strong attention, creativity and writing skills, commercial awareness, good
teamwork.
Research and Development Manager
For business expansion, organisation has to hire research and development manager for
doing market research, using of technology, analysing competitors along with their using of
strategy and policy (Marchington and et. al., 2016). This person should be specialised in research
and development work so that they can easily conduct it in respective organisation. In order to
work as research and development manager, skills required are ingenuity, creativity, innovative,
presentation, budgeting.
Production Manager
In order to expand business at competitive market by Tesco, they need skilled and
capable manpower. As it is retail organisation which focus on manufacturing different products
for their user so they need skilled as well as experienced production manager who can easily
handle such department and work as per need and value of business (Markoulli and et. al., 2017).
The production manager should possess different skills such as problem solving, technical,
confidence, project management, interpersonal and so on.
In order to fulfil vacant position for business expansion, human resource plan is made
with help of table which is given below:
Human Resource Plan
Manager Roles Responsibility Time Period
Finance Manager Making budget
Allocation of funds
Direct investment
activities
Developing strategies
Carrying each and
every activities
Helps in making
financial decisions.
6 months
7

Marketing Manager Developing pricing
strategy
Identifying new
customers
Supporting sales team
Tracking and
analysing
performance
Managing marketing
budgets
1 months
Research and
Development
Manager
Planning
Implementing new
programs
Proper research
Proper analysing of
market (Noe and et.
al., 2015)
Researching about
each and every factors
3 months
Production Manager Using equipments
Overseeing
production process
Determining quality
standards
Technical
management
Supervision
controlling
2 months
LO 4
According to scenario, being human resource consultants, review of human resource
management has performed for Marks and Spencer to improve HRM system in most effective
and efficient manner. It is very important to analyse each and every factors in proper manner.
This sections covers affect of culture on HRM and activities of HR to be evaluated.
4.1 Ways in which culture will affect HRM
The culture of each and every people is different from one other as they belongs to different
country and place where several types of culture are followed. In case of organisation, all types
of employee work together to achieve common goal and objectives (4 Types of Organizational
Culture, 2020). Organisation has different culture in business which impacts their work force.
The different ways where culture affects HRM are described below:
Clan- This is defined as culture which focus on mentoring, doing things and nurturing. The
employees working in such types of culture should be guided properly so that they will focus to
8

attain business goal and objectives. It will impact HRM if they are not provided with such
aspects for positive outcomes.
Adhocracy- This defines about oriented cultures which are dynamic and entrepreneurial that
focuses on risk taking, doing innovation and so on (Shen, Chen and Wang, 2016). Employees
working in respective organisation should be provided with such opportunity so that they will
work in better work. They will follow such culture which leads to enhance brand value and
goodwill. Lack of following of adhocracy leads towards failure of business.
Market- These are the culture which focus on result oriented which focus on achievement,
getting things done and competition (Woods and et. al., 2016). This should be followed at
workplace for positive results. It is very important for employee to follow such culture to avoid
HRM issues at workplace in effective and efficient manner.
Hierarchy- This culture represents work to be done in controlled and structured manner by
focusing on efficiency and stability (Yalçındağ and et. al. 2016). Employees performing
activities at business need to adopt such culture for positive results. If they fail to adopt such
culture then they will harm HRM policies and plans of business.
4.2 How HR activities are evaluated by using model
There are different types of activities which are performed at organisation which should be
evaluated by using Kirkpatrick Model. It was founded in 1955 by Donald Kirkpatrick which is
regarded as mostly used in order to evaluate effectiveness of learning solutions (The Best Way to
Use the Kirkpatrick Model, 2020). The activities of business are learned through four levels
which are described below:
Reaction- This is defined as first level where employee react to training which they have
received from organisation and workplace (Nwachukwu and Chladková, 2017). This is measured
through survey where several questions are asked to them in terms of their participants, training
they received and whether it is useful or not.
Learning- This is the second phase of model which describes about what actually employee
has learned from their training. It is measured through hand on assignments, post tests which
demonstrate about person learned from new skill.
Behaviour- It is third phase in which they discover about what participants actually used for
getting new skills at their jobs and incorporated into their behaviour (Samolejová and et. al.,
9

2015). It is measured with help of in filed inspections as well as evaluations from participants’
managers.
Results- It is last stage which described about what did changed behaviour resulted into
whether positive or negative. For instance, if employee had attend management training then
what they have improved this shows their level of effectiveness and so on.
Therefore, in this way, activities of human resource are evaluated so that they attain business
goal and objectives in most effective and efficient manner so that goal and objective are attained.
This model will guide and evaluate activities in proper sequence to get better outcomes.
CONCLUSION
From the presented report, it has concluded that human resource management and strategic
human resource management are important for business to reach to final goal and objectives. The
SHRM is important for organisation in terms of motivating employees, development of staff and
so on. In order to achieve objectives of business such as training and development, employee
relations, human relations, SHRM plays an effective role to accomplish set outcomes. For
business expansion, different positions should be hired to successfully expand organisation at
competitive marketplace. Moreover, culture and activities of people affect HRM.
10

REFERENCES
Books and Journals
Abu-Hussein, R., Hyassat, M., Sweis, R., Alawneh, A. and Al-Debei, M., 2016. Project
management factors affecting the enterprise resource planning projects’ performance in
Jordan. Journal of Systems and Information Technology.
Andresen, M., Biemann, T. and Pattie, M. W., 2015. What makes them move abroad? Reviewing
and exploring differences between self-initiated and assigned expatriation. The
International Journal of Human Resource Management. 26(7). pp.932-947.
Aryanto, R., Fontana, A. and Afiff, A. Z., 2015. Strategic human resource management,
innovation capability and performance: An empirical study in Indonesia software
industry. Procedia-Social and Behavioral Sciences. 211. pp.874-879.
Aviso, K. B., Chiu, A. S., Demeterio III, F. P., Lucas, R. I. G., Tseng, M. L. and Tan, R. R.,
2019. Optimal human resource planning with P-graph for universities undergoing
transition. Journal of cleaner production. 224. pp.811-822.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Brewster, C. and Hegewisch, A. eds., 2017. Policy and practice in european human resource
management: The Price Waterhouse Cranfield survey. Taylor & Francis.
Costa, C. J., Ferreira, E., Bento, F. and Aparicio, M., 2016. Enterprise resource planning
adoption and satisfaction determinants. Computers in Human Behavior. 63. pp.659-671.
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.
Hollenbeck, J. R. and Jamieson, B. B., 2015. Human capital, social capital, and social network
analysis: Implications for strategic human resource management. Academy of
Management Perspectives. 29(3). pp.370-385.
Jabbour, C. J. C. and de Sousa Jabbour, A. B. L., 2016. Green human resource management and
green supply chain management: Linking two emerging agendas. Journal of Cleaner
Production. 112. pp.1824-1833.
Jamali, D. R., El Dirani, A. M. and Harwood, I. A., 2015. Exploring human resource
management roles in corporate social responsibility: The CSR‐HRM co‐creation
model. Business Ethics: A European Review. 24(2). pp.125-143.
Marchington, M., Kynighou, A., Wilkinson, A. and Donnelly, R., 2016. Human resource
management at work. Kogan Page Publishers.
Markoulli, M. P., Lee, C. I., Byington, E. and Felps, W. A., 2017. Mapping Human Resource
Management: Reviewing the field and charting future directions. Human Resource
Management Review. 27(3). pp.367-396.
Noe, R. A., Hollenbeck, J. R., Gerhart, B. and Wright, P. M., 2015. Human resource
management. Gaining a Competitive.
Nwachukwu, C. E. and Chladková, H., 2017. Human resource management practices and
employee satisfaction in microfinance banks in Nigeria. Trends Economics and
Management. 11(28). pp.23-35.
Samolejová, A., Wicher, P., Lampa, M., Lenort, R., Kutáč, J. and Sikorová, A., 2015. Factors of
human resource planning in metallurgical company. Metalurgija. 54(1). pp.243-246.
11

Shen, Y.C., Chen, P.S. and Wang, C.H., 2016. A study of enterprise resource planning (ERP)
system performance measurement using the quantitative balanced scorecard
approach. Computers in Industry, 75, pp.127-139.
Woods, M., Paulus, T., Atkins, D.P. and Macklin, R., 2016. Advancing qualitative research using
qualitative data analysis software (QDAS)? Reviewing potential versus practice in
published studies using ATLAS. ti and NVivo, 1994–2013. Social Science Computer
Review, 34(5), pp.597-617.
Yalçındağ, S., Cappanera, P., Scutellà, M.G., Şahin, E. and Matta, A., 2016. Pattern-based
decompositions for human resource planning in home health care services. Computers &
Operations Research, 73, pp.12-26.
Online
4 Types of Organizational Culture. 2020. [Online]. Available through:
<https://www.artsfwd.org/4-types-org-culture/>.
The Best Way to Use the Kirkpatrick Model. 2020. [Online]. Available through: <
https://learning.linkedin.com/blog/learning-thought-leadership/the-best-way-to-use-the-
kirkpatrick-model--the-most-common-way-t >.
Why You Need A Strategic Human Resource Management. 2020. [Online]. Available through: <
https://solutiondots.com/blog/strategic-human-resource-management/ >.
12