Pearson BTEC Unit 21: Strategic Human Resources Management Report

This report provides an overview of Strategic Human Resource Management (SHRM), focusing on its importance in today's competitive business environment. It introduces SHRM concepts and examines the application of these concepts within Unilever, a multinational company. The report analyzes change management models, including Kotter's model, and their role in supporting HR strategy. It also discusses the significance of HR KPIs in measuring performance and aligning HR with organizational objectives. Furthermore, the report explores the effectiveness of HR management and development in relation to sustainable performance and growth. The ethical considerations of HR practices are also addressed, concluding with a summary of SHRM's role in integrating HR with business strategy and the impact of HR policies on employee performance and organizational success. The report includes references to support the findings and analysis.

STRATEGIC HUMAN
RESOURCE MANAGEMENT

INTRODUCTIONTHE LEVEL OF COMPETITION HAS RISEN TO THE GLOBAL GROWTH OF THE COMPANY’S
NUMBER. TO SURVIVE IN THIS HIGHLY COMPETITIVE BUSINESS ENVIRONMENT, A NEW
APPROACH HAS BEEN ADOPTED BY THE COMPANY, IN ORDER TO MAINTAIN A WELL-
KNOWN SHRM SERVICE ORGANIZATION. THIS SERVICE IS A NEW WAY OF WORKING
BETTER FOR A COMPANY. WORKERS OF THE BASIC PILLARS OF A PARTICULAR PLANT.
THEREFORE, HUMAN RESOURCE MANAGEMENT SERVICE TO TRY TO GET THEIR HANDS
ON EFFICIENCY, STAFF, AND HELP IMPROVE THEIR PERFORMANCE. UNILEVER IS A FMSC
BRITISH BRAND, ITS INTERNATIONAL BUSINESS AND LARGE POPULATION, MAKING IT
THE WORLD'S MOST SUCCESSFUL BRAND, IN MORE THAN 190 COUNTRIES WITH MORE
THAN 400 PRODUCTS IN ITS PRODUCT LINE AND PROVIDING MORE THAN 1,67,000
EMPLOYEES WORLDWIDE.

CHANGE MANAGEMENT MODELS
• THE SYSTEMATIC WAY AND EXECUTION FOR KNOWLEDGE, TOOLS AND
RESOURCES MANAGEMENT TRANSFORMATION IS CHANGE MANAGEMENT. IT
INVOLVES THE SELECTION, ADOPTION AND MANAGEMENT OF CHANGES IN
EXTERNAL AND COMMERCIAL SITUATIONS USING CORPORATE STRATEGIES,
STRUCTURES, PROCESSES AND TECHNOLOGY. EFFECTIVE CHANGE
MANAGEMENT EXTENDS BEYOND PROJECT MANAGEMENT AND PROJECT
MONITORING TO LEAD TO ORGANISATIONAL TRANSFORMATION
(PILKINGTON, 2020). PROJECT MANAGEMENT VARIOUS TYPES OF CHANGE
MANAGEMENT THAT SUPPORT THE HR STRATEGY IN THE ORGANISATION
ARE TAKEN INTO ACCOUNT IN THE SELECTED ORGANISATION, AS FOLLOWS;

KOTTER’S MODEL
• KOTTER'S MODEL OF CHANGE MANAGEMENT: KOTTER'S CHANGE
MANAGEMENT THEORY IS AMONG THE MOST KNOWN AND WIDELY
ACCEPTED IN THE WORLD. THERE ARE A TOTAL OF EIGHT STAGES IN THIS
STRATEGY, EACH CONCENTRATING ON EMPLOYEES REACTING TO CHANGE.

PROCESS CHANGE MANAGEMENT
• PROCESS COMPANIES SET UP PROCESS MANAGEMENT TO IMPROVE THEIR
PRESENT PERFORMANCE, USE NEW OPPORTUNITIES OR HANDLE KEY
OBSTACLES. CHANGE MANAGEMENT. A PLAN, IMPLEMENTATION PLANS ARE
PART OF THE PROCESS OF MANAGING CHANGE. KOTTER'S CAM PARADIGM
MAY BE FOLLOWED AND INCORPORATED VERY EASILY.

MONITORING AND MEASUREMENT OF HR OUTCOMES
AND THEIR APPLICATION TO ORGANIZATIONAL
CONTEXT
• KPIS ARE OPERATIONAL MEASURES. A KPI IS A QUANTIFIABLE INDICATOR
FOR THE EVALUATION OF A CORPORATION'S PERFORMANCE IN ACHIEVING
SIGNIFICANT BUSINESS OBJECTIVES. ALL PEOPLE WHO CAN MEASURE ARE
NOT KPIS IN HR, THEY ARE NOT. KPIS MAY BE CALLED MEASURES WITH
EXPLICIT LINKS TO AN ORGANISATIONAL STRATEGY ALONE. HR KPIS ARE
THE PEOPLE WHO SEE HOW HR HELPS THE REST OF THE FIRM. THE KEY
STAFF RESOURCES ARE HR KPIS. IN HR, A KPI EVALUATES THE
EFFECTIVENESS OF HR IN THE COMPANY'S HR STRATEGY.

EFFECTIVENESS OF HR MANAGEMENT AND
DEVELOPMENT IN REGARDS TO SUSTAINABLE
PERFORMANCE AND GROWTH TO MEET
ORGANIZATIONAL OBJECTIVES
• HUMAN RESOURCES MANAGEMENT IS CRUCIAL TO BOOST THE
ORGANIZATION'S EFFECTIVENESS, TO MANAGE BUSINESS GOVERNANCE
AND ETHICAL ISSUES ACROSS ECONOMIC PERFORMANCE, AND TO DEVELOP
SUSTAINABLE MANAGEMENT AND VISION FOR THE NEW METHODS TO
OPERATE THE ORGANISATION. ETHICAL EVALUATION OF HR'S ROLE IS
CRUCIAL AS IT MAY HAVE AN UNFAVOURABLE EFFECT ON EMPLOYEES'
MAXIMISATION IN TERMS OF POORER JOB SECURITY AND UNSAFE WORKING
CONDITIONS.

CONCLUSION
• THEREFORE, FROM THE ABOVE CARRIED OUT STUDY IT HAS BEEN
SUMMARISED THAT SHRM IS PRIMARILY CONCERNED WITH A SYSTEM LINKED
TO THE PEOPLE OF THE ORGANIZATION, IN PARTICULAR, AFFECTING THE
INTEGRATION OF A PERSONNEL BUSINESS MANAGEMENT STRATEGY. HUMAN
RESOURCE POLICY IS, IN FACT, PLANS AND PROGRAMS TO ADDRESS AND
ADDRESS POTENTIAL STRATEGIC ISSUES RELATED TO HUMAN RESOURCE
MANAGEMENT IN THE ORGANIZATION. THE MAIN FOCUS IS ON TRADE UNION
POLICY, BUSINESS POLICIES AND PROGRAMS AND BUSINESS STRATEGY.
STRATEGIC HUMAN RESOURCE MANAGEMENT THEREFORE, IS LINKED TO THE
COMPANY'S STRATEGY AND HUMAN RESOURCE MANAGEMENT, AND
EMPHASIZES THE INTEGRATION OF HR WITH THE BUSINESS AND ITS
ENVIRONMENT. MOREOVER, TYPICAL HR STRATEGIES FOR RETAINING TALENT,
REDUCING EMPLOYEE PROFITS, AND ACHIEVING A RESOURCE VISION ARE THE
RESULT OF THE BUSINESS THROUGH THE IMPLEMENTATION OF SUCCESSION
PLANNING, EMPLOYER BRANDING, AUTOMATION, AND APPROPRIATE
DEVELOPMENT POLICY.

REFERENCES
• PILKINGTON, A., 2020. PROMOTING RACE EQUALITY AND SUPPORTING
ETHNIC DIVERSITY IN THE ACADEMY: THE UK EXPERIENCE OVER TWO
DECADES. IN STRATEGIES FOR SUPPORTING INCLUSION AND DIVERSITY IN
THE ACADEMY (PP. 29-48). PALGRAVE MACMILLAN, CHAM.
• BOUCKAERT, G., GALLI, D., KUHLMANN, S., REITER, R. AND VAN HECKE, S.,
2020. EUROPEAN CORONATIONALISM? A HOT SPOT GOVERNING A PANDEMIC
CRISIS. PUBLIC ADMINISTRATION REVIEW, 80(5), PP.765-773.

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