Strategic HRM in NHS: Models, Influences, and Recommendations

This report provides a detailed analysis of Strategic Human Resource Management (SHRM) within the National Health Service (NHS), focusing on the year 2018. It begins with an introduction to SHRM and its importance, followed by a review of key models, including corporate and business strategies, and HR-specific strategies like staffing, training, and compensation. The report assesses the role, structure, and priorities of the HR function in the NHS, highlighting the importance of addressing challenges and managing change. It then analyzes the internal and external influences on the SHRM model, such as government regulations, economic conditions, technological advancements, employee interests, and reward systems. The report concludes with recommendations to mitigate these influences, suggesting improvements in training, reward policies, and adaptation to technological changes, with the ultimate goal of enhancing employee engagement and organizational performance within the NHS.

Strategic Human Resource
Management

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK ..............................................................................................................................................1
Review key models of strategic human resource management..................................................1
Assesses the role, structure and priorities of the HR function in the NHS against the identified
models.........................................................................................................................................2
Analyse the different internal and external influences on the Strategic HRM model ................3
Recommendations.......................................................................................................................5
CONCLUSION ...............................................................................................................................6
REFERENCES................................................................................................................................7

INTRODUCTION
Human resource management is a major thing in an association through which better and
concern objectives could be accomplish (Boselie, 2010). In a firm, there is a need to strategies
which facilitate effective and better working of HRM so that all define goals and targets get
accomplish in a desire frame which further assist in managing various operations and activities.
This project is based on NHS in the year 2018 when they turned up to 70. NHS could going to
modify their structure and working which enable them in facing challenges by NHS HR
department. This, strategies enable them in managing their work properly by applying relevant
and suitable models. In this project, key models of strategic human resource management will
going to conclude better so that HR manager could perform their working better and appropriate
in frame. It will also going to describe about the internal and external influences on strategic
model of HRM so that better and signified work could get done. Thus, all essential consideration
facilitate an option for NHS to made their work easy and bring out positive change towards
them.
TASK
Review key models of strategic human resource management
There are several number of key models of strategic human resource management that
can be adopted by NHS are described below:
 Corporate strategy: This type of strategy is formulated by top level of management by
considering several factors that are present in internal and external environment (Chuang
and Liao, 2010). Hence, the management of NHS have to draft strategies while
considering various elements
 Internal environment: It include number of factors that are present in NHS and pose
impact in order to formulate corporate strategy.
 External environment: It involve those factors that are beyond control of the business
organisation. Therefore, NHS have to examine all these elements and draft strategy
accordingly.
 Business strategy: Strategies are formulated in order to accomplish number of future task
in effective manner. It also involve organisation aims and objectives while carrying out
certain tasks.
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 Human resource strategy: this type of strategy is formulated in order to manage the
human resources or employees that are consider most important asset of any business
organisation.
 Employee Separation: It include the turn over rates of employees that are faced by the
company (Daley, 2012). Hence, it is known as important issue that has to be faced by the
management system.
 Laws and roles governing employees: If there are some changes that take place in
employment related policies that its effect is directly shown on SHRM activities of the
organisation.
 HRIS: It is a system that mainly focuses on enhancing the effectiveness of HR system of
business organization.
 Staffing: It is the important decision that is taken in regards of acquiring effective
employees in the organisation.
 Training: It is a important step that is taken to enhance the current skills and knowledge
of the employees of the NHS.
 Performance management: It is devised to manage the overall performance of employees.
 Compensation: It is performed to manage the overall compensation of workers that are
present in the company.
 labour Relations: It refers to establishing conducive relationship between labours of
business organisation.
Assesses the role, structure and priorities of the HR function in the NHS against the identified
models
Whenever, strategies get crafted for business person it is really essential to implement
and utilise certain models and aspects which enable in managing things better (Brewster, 2017).
Thus, at such course of time, few number of priorities get crafted for the HR function of NHS so
that they could become able to manage and deal out with various challenges and problems used
to face by them. Certain priorities which crafted in respect to NHS are define as follow:
 HR manager of NHS need to determine the potential problem or challenge in frame in a
better and signified manner. This will result in and enable in crafting strategies and
implement them better. Thus, a major thing which need to understand by NHS HR
manager is to craft such strategies which facilitate in performing things better so that
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beneficial gain could be opt. This get done under the model of corporate strategy which
facilitate in managing things better and effective in frame.
 Another thing which need to understand and done by HR manager of NHS is to manage
change or culture at workplace (Guest, 2011). Whenever any kind of change arise into
business, HR manager of a company required to manage it better. This get done through
assessing and analysing internal and external environment so that change could get
evaluated better and effective in frame through which beneficial gain could be opt for
long period of course.
 Employee engagement define as another priority function of HR division so that they
could reflect and gain better working option. To manage this working at NHS, they could
utilise performance management, training, compensation and labour management. All of
these enable and support in managing things so that HR could done their performance
and working in better frame.
Analyse the different internal and external influences on the Strategic HRM model
One might say that there are various variables which tend to influence HR approaches
and hones which are attempted in an association (Huselid, and Becker, 2011). There are
assortment of elements in the outer condition which conveys coordinate effect upon the business
tasks are to a great extent out of hand of a venture. In this manner it is fundamental for proficient
in HR area to consider outer factors as they tend to impact shaped human asset methodologies. A
short specify of the elements in the outside condition factors are as per the following: Government Regulation: The administration is known to frame and adjust compliances
which identifies with working environment in a continuous way. These rotation
pressurize human asset office to conform to the enactment reflected through their
strategies and practices. The impact can be seen on the approach in which an association
initiates, creates, repays etc. The association who have been neglected to agree to
adjusted enactment welcomes legitimate inconvenience and fined broadly. Economical condition: The another significant impact which can be distinguished is that
present state of the economy decides human asset practices and arrangements. The
economy straightforwardly impacts the capacity of an association to procure ability and
hold ability with the business. Along these lines it has turned out to be vital for human
asset group to learn financial conditions in which this general store retailer is working
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with the goal that alternate course of action could be created (Jackson, Schuler and Jiang,
2014). The planning for financial downturn ought to be conveyed with the goal that
correct systems identifying with human asset administration and improvement could be
done and ominous condition could be countered in the perfect way.
 Technological consideration: Technology assumes a urgent part in the in persuasive
human asset rehearses in an association. In this contemporary business condition, new
apparatuses and innovations are presented on the general premise. The joining of
innovation, for example, home conveyance, clients examination and brilliant machines
and up-degree of inventory network guarantees that cutting back exercises are done. The
redesigned innovation ensures that less number of individuals are required to achieve a
similar errand. The presentation of cost-sparing measures ensure that required level of
workforce is held.
These all are certain number of external factors which need to understand by managers of
human resource of NHS so that they could work in a better and definite course of frame (Jiang
and et. al., 2012). Along with this, certain influences also belong to internal aspects of NHS
which need to understand better so that effective and better working decision could be take as
well as all associated challenges and problems get resolve: Employees interest: One of a major thing which associated with internal consideration of
NHS and influence on model of SHRM is employees interest or wants. Every associate
have their won interest and demand which need to understand better by managers and try
to fulfil them. This will result in deriving beneficial and suitable gain in nature so that
chances of inappropriate gain could be reduce. Thus, managers of NHS need to
understand this aspect in frame for gaining effective outcome otherwise lack of fulfilment
create hurdle in order to satisfy employees and work as major influence of internal
element.
 Rewards: Another thing of internal aspects is reward because this will also create
problem while working and taking any SHRM model in account. Employees have to gain
appropriate rewards against their working otherwise chances of influence are more in
tenure. This need to understand properly by NHS HR managers so that they could
improve their rewards policies and system which further enable and support in managing
working. This will result in reflecting and providing beneficial gain in account so that
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effective assessment of outcome get done which further enable in maximising revenue
and remuneration in frame.
Recommendations
Every business or firm when they used to face certain challenges and problems need
effective and beneficial solution to deal with them in better manner. All things need to address
properly and in beneficial frame so that chances of deriving beneficial gain could become
possible (Kramar, 2014). Certain suggestions which have to consider by NHS in order to reduce
influences of external and internal factors are describe and depicts as follow in a suitable and
appropriate frame. Thus, below are certain recommendations and suggestions regarding such
aspect for deriving effective and beneficial responsive in gain so that services could be improved
in long period of course:
 One of a major external influence is government regulations which could impacted the
overall working of NHS (Lengnick-Hall, Beck and Lengnick-Hall, 2011) . Sometimes,
few number of legislations could modify by government from which HR managers of
NHS not aware so much in frame. Thus, such modifications have to determine by them
properly which further enable them to control external influences in a better manner and
aid in providing beneficial gain in response as well.
 Another factor is technological advancement. This aspect influence HR practices because
sometimes, company implement suitable technologies at workplace and not providing
training to them. If employees would not get better and signified training in frame then
they would going to face so much issues and problems while working. Thus, to deal with
this issue or problem, management need to provide and define clear training to all
employees which further enable them to manage problem like training and development.
Moreover, certain internal influences also required to manage and implement better through
which effective and justified working get done in a beneficial manner. Although, for NHS,
certain internal influences which need to control and manage in an appropriate and effective
manner are describe as follow:
 Internal influence get evaluated when employees needs and wants not get fulfil in a
define manner. It is important for NHS managers to understand the needs and
requirement of each and every employee better and in a signified frame so that they could
motivate them towards working and providing beneficial services as well. For this,
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various motivational theories and practices could get done in order to gain determined
outcome.
 Another factor or consideration which have to understand by managers of NHS is related
with reward scheme and policies (Marler and Fisher, 2013). Business need to improve
and modify their reward policies properly so that they could maintain and reflect better
services to all individual and further made them motivate towards working and concern
objectives.
CONCLUSION
It get concluded from the project that strategies are a core part of business which need to
understand and assess by managers at each and every level through which better working get
done. Human resource manager sometime facing so many problems and challenges while
performing and working in an association whom need to address properly for deriving beneficial
gain. There are various models could be opt by manager of HR matching model, control based
model etc. All of them have to better understand by an individual so that they could implement
better in working. Thus, HR manager have to craft certain policies and priorities which enable
them in defining things better. Along with all these aspects, internal and external environment
influences required to better understand by HR manager of a company so that they could craft
better strategies in order to deal with them in a beneficial frame of practices.
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REFERENCES
Books and Journals
Boselie, P., 2010. Strategic human resource management: A balanced approach. Tata McGraw-
Hill Education.
Brewster, C., 2017. The integration of human resource management and corporate strategy.
In Policy and practice in European human resource management (pp. 22-35).
Routledge.
Chuang, C. H. and Liao, H. U. I., 2010. Strategic human resource management in service
context: Taking care of business by taking care of employees and customers. Personnel
psychology. 63(1). pp.153-196.
Daley, D. M., 2012. Strategic human resources management. Public Personnel Management,
pp.120-125.
Guest, D. E., 2011. Human resource management and performance: still searching for some
answers. Human resource management journal. 21(1). pp.3-13.
Huselid, M. A. and Becker, B. E., 2011. Bridging micro and macro domains: Workforce
differentiation and strategic human resource management.
Jackson, S. E., Schuler, R. S. and Jiang, K., 2014. An aspirational framework for strategic human
resource management. The Academy of Management Annals. 8(1). pp.1-56.
Jiang, K. and et. al., 2012. How does human resource management influence organizational
outcomes? A meta-analytic investigation of mediating mechanisms. Academy of
management Journal. 55(6). pp.1264-1294.
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). pp.1069-1089.
Lengnick-Hall, C. A., Beck, T. E. and Lengnick-Hall, M. L., 2011. Developing a capacity for
organizational resilience through strategic human resource management. Human
Resource Management Review. 21(3). pp.243-255.
Marler, J. H. and Fisher, S. L., 2013. An evidence-based review of e-HRM and strategic human
resource management. Human Resource Management Review. 23(1). pp.18-36.
Online
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