Strategic Human Resource Management Report for Take Solutions

This report provides a detailed analysis of Strategic Human Resource Management (SHRM) within the context of Take Solutions. It begins with an overview of the organization, followed by findings from STEEPLED and SWOT analyses conducted in a previous assignment. The report then delves into Take Solutions' business strategies, including cost leadership and total quality management, evaluating their strengths and weaknesses from an employee perspective. Furthermore, it explores various HR strategies and policies, such as reward systems and organizational change, that can be employed to align employees with the company's business objectives. The report concludes with a discussion on the practical implementation of these policies, emphasizing the importance of consultation with management and employees to ensure effective integration and optimal outcomes.

Running head: STRATEGIC HUMAN RESOURCE MANAGEMENT
Strategic Human Resource Management
Name of the Student:
Name of the University:
Author’s Note:

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Executive Summary
The report intends to shed light on the concept of strategic human resource management
(SHRM) and its various related aspects. The report undertakes this analysis in the particular
context of the organization Take Solutions. The report begins by providing an overview of
the organization. The report also discusses the results of the STEEPLED and SWOT analysis
of the organization which were conducted in Assignment 2a. The report next discusses the
various business strategies followed by the organization like cost leadership, total quality
management and others. The report next discusses about the strengths and weaknesses of
these strategies from the perspective of the employees. The report also discusses the various
HR policies like reward system, organizational change and others that the HR professionals
of the organization can use for strategically synchronizing the employees with the business
strategy of the organization. Lastly, the report concludes by discussing the way in which
these policies can be implemented, like active consultation with management team,
employees and others.

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Table of Contents
Introduction................................................................................................................................3
Take Solutions............................................................................................................................3
Findings from STEEPLED Analysis.........................................................................................4
Findings from SWOT Analysis..................................................................................................5
Business Strategy of Take Solutions..........................................................................................5
SW Analysis of the business strategies......................................................................................6
HR Strategies.............................................................................................................................7
HR Policies and practices...........................................................................................................9
Conclusion..................................................................................................................................9
References................................................................................................................................10

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Introduction
The Human Resource Management (HRM) teams of the contemporary organizations
are not longer to the background of the organization rather they play an increasingly active
role (Jackson, Schuler and Jiang 2014). Hollenbeck and Jamieson (2015) are of the viewpoint
that the HR professionals of the contemporary organizations are seen as the stewards of the
organizations and are required to strategically align the employees with the business
strategies of the organization. As opined by Bratton and Gold (2017), this is important in the
context of the increasing workload that the employees are required to handle and also from
the perspective of the increasing competition that the organizations are facing. In this regard,
the notion of strategic human resource management (SHRM) becomes important since it
enables the HR professionals to design the job roles of the employees, reward and recognition
policy and others in such a manner that not only the employees but also the organization is
able to achieve its goals and strategies (Kramar 2014). This report discusses about the manner
in which the HR professionals can align the employees of an organization with the business
strategies which are being followed by the organization.
Take Solutions
The organization Take Solutions is reputed for offering high quality “domain-
intensive services in Life Sciences and Supply Chain Management” (Takesolutions.com
2018). In addition to this, it is seen that the organization is reputed for delivering “full-service
Clinical, Regulatory and Safety services” which are backed by the use of innovative
technologies so as to offer the maximum amount of benefit to its users (Takesolutions.com
2018). The organization with the inherent objective to deliver the best solutions to its clients
has a team of highly qualified as well as dedicated professionals along with the “best-in-class
systems” (Takesolutions.com 2018). In the genre of the supply chain services that the

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organization offers to its customers, it takes the help of engineering innovations and
collaborations with the other suppliers to offer timely delivery of materials to its customers.
In this regard, the “IP-led approach” adopted by the organization, which helps the clients of
the organization to not only automate but at the same time track the delivery of the packages
is an important one to note (Takesolutions.com 2018). Thus, it can be said that one of the
major reasons for the unprecedented success that the organization has been able to attain in
the recent times can be attributed to the effective utilization of these processes or practices.
Findings from STEEPLED Analysis
The organization under discussion here although based in Chennai, India boasts of a
global presence and actively conducts its business in not only the nations of Asia but also in
the nations of North and South America and Europe as well (Takesolutions.com 2018). The
main social and cultural factors which affect the business of the concerned organisation are
the language barriers, race, nationality and other differences of the employees who are a part
of the organisation. The major technological factor which affects the business of the
organisation is the demand of the industry to offer high quality technical innovations for the
manufacture of drugs and medicines. The major economic trend which affects the business of
the organisations are the demands of the employees for increased pay scale, currency
fluctuations, availability of contracts and their fees, recession, competition, real estate prices
and others.
The pressure to reduce energy utilisation, pollution and others are the major
environmental factors which are affecting the business of the concerned organisation
currently. Competitive regulations, terrorist attacks, consumer protection law and others are
the major political factors that are affecting the organisation presently. The major legislations
that the organisation needs to take into effective consideration for the process of their

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business in India are “IT Act 2000, Indian Copyright Act, Income Tax along with the Anti
Monopoly Laws” (Takesolutions.com 2018). The high unemployment rate of Chennai and
India makes it suitable for the organisation to get the right kind of candidates for their
organisation.
Findings from SWOT Analysis
The rich past history and also the kind of business solutions that they deliver to the
customers can be seen as the major strengths of the organization. In addition to this, the
organization has a large talent pool of English speaking employees who are being able to
integrate the recent innovative technologies within the framework of the organization to
deliver high quality services to the customers. The weaknesses of the organization are the
lack of development in the field of medical sciences and also the ineffective marketing and
labor management practices used by the organization. The recent developments in the fields
of technology and also the emergence of new international business markets acts as an
opportunity for the organization which it can use in an effective to further enhance its growth.
The major threats which the concerned organization is facing currently are changes in the
legislations of the government, increasing competition from organizations in China and Israel
and others.
Business Strategy of Take Solutions
The primary rationale of the organization for the use of the different business
strategies is to offer the best quality life science solutions to the organizations and also to
offer better quality supply chain solutions. For the effective utilization of the business
opportunities, the organization focuses not only on the quality of the services offered by them
but also on the cost of the services as well. In this regard, it needs to be mentioned that,
taking the help of the business strategy of cost leadership, the organization tries to offer the

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best quality services at very affordable prices. In addition to this, taking the help of the
strategies of product differentiation and product adaptation, the organization launches new
products or services so as to meet the demands and also the requirements of the oversees
customers. For the mitigation of the threats related to the employees, the organization also
follows an effective recruitment strategy which enables it to have the kind of talent pool that
will help it meet the requirements of the clients (Collings, Wood and Szamosi 2018).
Furthermore, for the effective management of the talent pool of the organization, Take
Solutions also follows the strategy of total quality management wherein through the use of
effective HR practices as well as policies they try to maximize the productivity of the
employees (Brewster, Chung and Sparrow 2016). These in short are some of the major
business strategies used by the organization under discussion here.
SW Analysis of the business strategies
The strength of the business strategies employed by the organization related to the
management of the employees can be said to be the fact that they are based on the Job
Characteristics model and also the Embeddedness Theory. According to Albrecht et al.
(2015), the Job Characteristic model is primarily concerned with the job design or the roles of
the employees and can be seen as “a set of implementing principles for enriching jobs in
organizational settings”. This model is being used by the organization to allocate or assign
the kind of job roles to the individuals which they will be able to complete in a competent
manner and which will also enhance the level of their job satisfaction (Purce 2014). The
Embeddedness Theory, on the other hand, is related to the impact that the economic activities
can have on the non-economic entities or the institutions of an organization (Storey 2014). It
is pertinent to note that these two theories are being used by the organization to not align the
employees of the organization and their objectives with the business strategies followed by

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the organization but also the increase the overall performance of the organization as well
(Reiche et al. 2016). The weakness of the business strategies followed by the organization
can be said to be the fact that they are completely based on the business environment of the
organization and the effectiveness with which the threats posed by it can be mitigated.
Furthermore, it is seen that they do not take into effective consideration the perspective or the
opinion of the employees who as a matter of fact perform the majority of the job roles within
the organization.
HR Strategies
Paillé et al. (2014) are of the viewpoint that the effectiveness as well as the efficiency
of an organization depends to a large extent on the manner in which the HR professionals are
being able to synchronize the practices followed with the business strategies of the
organization. However, within the context of the organization under discussion here, it is seen
that there is a lag between the policies formulated and their actual implementation. The net
result of this is the fact that the concerned organization is not being able to perform as per
their maximum potential and this is adversely affecting their business prospects. This can be
achieved by inculcating the practice of transparency and also taking the help of effective
communication for the various pre-change planning and other policies that the concerned
organisation is planning to implement (Nankervis et al. 2016). Furthermore, the organisation
is also likely to gain in a substantial manner if the HR professionals modify the recruitment
strategies followed in consultation with the managers of the organisation. For example, the
HR professionals can consult the managers as regards the kind of skill sets or the kind of
talent that they need within the organisation and the recruitment can be done by the HR
professionals on the basis of this (Brewster et al. 2016).

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The “market or leader pay approach” is another viable option that the HR
professionals can use for the alignment of the individual employees with the business
strategies of the organisation. As opined by Marchington et al. (2016), organisations often try
to enhance the performance of their employees by paying them with the kind of remuneration
which their competitor companies are paying to their employees. Reiche et al. (2016) are of
the viewpoint that this offers two fold benefits to the organisations, firstly, it positively
affects the performance of the employees and secondly it reduces the turnover rate of the
organisation as well. The organisation as well as the HR professionals along with these can
also take the help of different organisational changes which will introduce new practises
intended to enhance the performance of the employees. The HR professionals can also
formulate an effective reward policy wherein the deserving employees of the organisation
would not only be awarded with monetary rewards, incentives and other perks but also with
designations as well (Storey 2014). This would not only enable the HR professionals to
effectively motivate the employees to perform better but also reduce the attrition rate as well.
However, this would also require the HR professionals to take the help of a talent rating
system wherein the employees would be rated as per their performance and thereby rewarded
in an effective manner (Brewster, Chung and Sparrow 2016). Lastly, the formulation of
effective training plans along with planning sessions would also enable the HR professionals
and also the organisation to offer the kind of training to the employees which will enable
them to help the employees to perform as per the expectations of the organisation. These in
short are some of the strategies that HR professionals can use to strategically align the
employees with the business strategies followed by the organisation.

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HR Policies and practices
The HR professionals for the implementation of the above mentioned policies as well
as practices would have to work in conjugation with the management team and also the
employees. For the formulation of the reward policy, the HR professionals would have to
work in collaboration with the management team for the performance review and in
conjugation with the employees to offer them the kind of rewards that would be most
appealing to them (Hollenbeck and Jamieson 2015). In addition to this, for the
implementation of the various organizational changes to improve the performance of the
employees the HR professionals would once again have to consult the management team and
the employees. Furthermore, for the effective implementation of these changes HR
professionals can also take the help of various kinds of change management models like
Lewin’s model and others (Bratton and Gold 2017).
Conclusion
To conclude, the job roles of the HR professionals have gained a widespread
prominence within the contemporary organizations because of the wide array of job roles that
they perform. On the one hand, they are imbued with the responsibility of the recruitment of
the new employees for the organization. On the other hand, they are imbued with the imbued
with the responsibility of meeting the training and other needs of the employees. In short, it
can be said that the major job role of the HR professionals within the framework of the
contemporary organizations is to strategically align the different employees of the
organization with the business strategies followed by the concerned organizations. Thus, it
can be summed up that the overall effectiveness of an organization depends to a large extent
on the effectiveness of its HRM team.

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References
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee
engagement, human resource management practices and competitive advantage: An
integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1),
pp.7-35.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Brewster, C., Chung, C. and Sparrow, P., 2016. Globalizing human resource management.
Routledge.
Brewster, C., Houldsworth, E., Sparrow, P. and Vernon, G., 2016. International human
resource management. Kogan Page Publishers.
Collings, D.G., Wood, G.T. and Szamosi, L.T., 2018. Human resource management: A
critical approach. In Human Resource Management (pp. 1-23). Routledge.
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.
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.
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.
Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A., 2016. Human resource
management at work. Kogan Page Publishers.

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Nankervis, A.R., Baird, M., Coffey, J. and Shields, J., 2016. Human resource management:
strategy and practice. Cengage AU.
Paillé, P., Chen, Y., Boiral, O. and Jin, J., 2014. The impact of human resource management
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Purce, J., 2014. The impact of corporate strategy on human resource management. New
Perspectives on Human Resource Management (Routledge Revivals), 67.
Reiche, B.S., Stahl, G.K., Mendenhall, M.E. and Oddou, G.R. eds., 2016. Readings and cases
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Life Sciences R&D space [online]. viewed 30 September 2018
<https://www.takesolutions.com/our-vision-at-navitas-is-to-be-the-best-knowledge-company-
in-the-life-sciences-r-d-space>