Report: Strategic Human Resource Management and Performance

This report delves into the critical relationship between Strategic Human Resource Management (HRM) and organizational performance. It examines how HRM practices directly influence a company's success, particularly in today's competitive and technologically advanced landscape. The report highlights the evolving role of HR managers, emphasizing the need for innovative strategies to retain and attract talent. It addresses key challenges faced by HR departments, including employee retention, talent acquisition, and managing workforce diversity. The analysis covers various dimensions of workplace diversity, the importance of adapting to employee needs, and the strategic application of 'Think Global, Act Local' approaches. The report also explores various recruitment strategies, including e-recruitment, recruitment process outsourcing, and social networking. Finally, the report emphasizes the need for HR managers to overcome barriers to ensure the employment, retention, development, and promotion of diverse groups. The report concludes that HR managers need innovative practices to motivate employees and maintain a good work environment to achieve organizational goals.

Strategic Human Resource Management
and
Organizational Performance

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................2
MAIN BODY...................................................................................................................................2
CONCLUSION...............................................................................................................................5
REFERENCES..............................................................................................................................5

INTRODUCTION
With increase in globalization and technological advancement in recent times, One more
sector that has marked its name in the list for new innovative and creative practices is - Human
resource management. HRM is constantly from the years is catering to the needs of workforce
of the organization, but now the time has change and to meet up with the industries resources
and compete with other companies, HR managers have to strategically find measures in order
to make their workforce perform more efficiently and effectively. Organizations that do not put
emphasis on retaining the workforce and attracting them in order to succeed from their
competitors, they will be dyeing(Úbeda-García and et.al, 2016). The present report will discuss
the role of Human resource management in Organizational performance. Further study have
been laid on the challenges which impacts or which comes before HR departments in making
the workforce deliver their best.
MAIN BODY
The role of Human resource manger has been constantly changing with the presence of
competitive environment and technological changes. So in order to make sure that their
company stand out from others the HR mangers have to think out of the box to keep its
workforce consistently deliver their heir best. The future of companies relies on the ability to
manage the workforce diversity through innovative and creative ideas and building perspectives
to their work. Challenges faced at organizations can be turned to assets if an organization is
able to fix the issues prevailing in diversity(Amini and et.al, 2016). Dimensions of workplace
diversity includes, but this can be further more depends on the structure and nature of the
organization: gender, sex, geographic location, religion, parental status, military experience,
marital status, work experience, education, etc. Since every individual at workplace is different
and poses different perceptions towards various things, it is hard for Hr managers to cater to the
needs of every individual separately so in order to achieve the perfect balance between this,
they needs to be mindful and develop such practices which will help them retain employees at
organizations and make them strive for more. They should apply 'Think Global, Act Local'
approach in most circumstances. One of the reasons of ineffective workplace diversity
management is not meeting with the time and desires of people. Human is a social animal and
he/she wants to be served with utmost quality and in some cases quantity matters too(Schalk,

Timmerman and Van den Heuvel, 2013). Every HR manager face some of the problems in
running the enforcement policies that company frame for the employee to carry out business.
Here are top three challenges which are face by HR teams, that is Employee retention, Talent
Acquisition and Managing Workforce diversity.
 Employee Retention:
In this competitive world where if someone lacks in his/her part of work, they
know that there is someone else waiting for us to commit that mistake so that the other
will get benefit out of that. Many people are of the opinion that Human resource main
purpose in the organization is to recruit and select people in the firms. But as time has
elapsed, the role of HRM has also changed. It has further moved from selection to
retaining and maintaining the likeliness of employee in the organization. Employees are
lifeblood of the companies who provides the skills and experience required to keep an
individual's performance up(McDermott and et.al, 2013). Thus, key HR responsibility is
to protect this valuable asset. Employee retention is the key to any successful
organization. It is the act of keeping a balance between companies culture, remuneration
and bonuses. HR department facilitates right combination of all the three components to
satisfy the employee without harming the interests and policies of the firms. HR
managers need tto make sure that those employees which are important in uplifting the
organizations growth should be given utmost comfort and status at the workplace. Since
if one organization will not cater to the needs of his/her employees they will likely to shift
from one place to another in desire of better working environment and better growth
opportunities. They need to make sure that agreed packages are delivered to
employees.
 Talent Acquisition:
According to an online survey by HT-Shine.com and Absolute Data, in which 350
HR professionals (manager level and above) and 1200 other employees were contacted,
the biggest challenge for HR managers today is talent acquisition and employee
engagement. HR managers have to focus these days on accruing the best talent in this
industry to make sure that they grow in a specific manner. Talent Acquisition refers to
identify the places where talent is like: colleges, universities, etc. There are different
sources from which a HR can acquire talent which is: Going through the , process of
selection through newspaper advertisement, online selection, campus placements, walk-
in drives and through conference recruitment, etc(Bondarouk, Bos-Nehles & Hesselink,

2016). It involves all these processes and also includes finding attractive and highly
talented experienced individual into the organization. In today's era the world has
changed a lot and in this competitive world mangers are face with the problem of not
finding the suitable candidate for the post they required, So they end up on a not so
promising note. It is a high time for managers to think of how they can bring in the most
desired candidate to maintain or balance the workforce diversity. HR managers
continuously makes effort in hunt of the talent. Various prevailing sources of recruitment
are E-Recruitments, Recruitment Process Outsourcing (RPO), Job portals, Social
networking sites(LinkedIn, Xing, Facebook, Twitter. etc), Referral hiring, Employer
Branding, Mobile Recruiting, Outsourcing and Raiding/Poaching, etc((Bondarouk, Bos-
Nehles & Hesselink, 2016)). Managing Workforce Diversity:
Diversity basically refers to the different people in the particular group. Since in
an organization there are different kind of people who are recruited it is hard for a HR
manager to manage them with keeping everyone's interest on the priority. As
globalization has taken place and due to this people have changed their perceptions,
they are moving from their native countries to other countries for newer and more
promising job opportunities. At workplace people have different perceptions about
different things which makes them different from others. Also the social influences play
their role in building perceptions towards a particular thing. It is tough for HR managers
to listen to every person and make him comfortable according to his/her particular
needs(Beer, 2015). These days in order to keep a balance between peoples at
workplace HR managers are engaging workforce in different cultural and non cultural
activities which motivates them and provides a platform for everyone to interact with
each other. These practices can be team building exercises, picnics, particular
departments off-sites(in case of large organization) and many more. Some companies
have been engaged in some of these practices very often so that equal balance can be
maintained between both work and retention of the employees. Companies are
conducting these events frequently say every month or every 2 month. With the mixture
of talents of diverse cultural backgrounds, genders, ages and lifestyles, an organization
can respond to business opportunities more rapidly and creatively, especially in the
global arena), which must be one of the important organizational goals to be attained.
Further it helps in fulfillment of competitive environment(Nyberg and et.al, 2014).

The capacity to face the challenges of globalization and industrialization of business towards the
21st century depends heavily on the human resources. Firms have the capital, technology and
human resources; but the HR persons are the one who helps in facing the challenges of
business globalization. But the human resources are needed to propel the organization and the
nation through the coming challenges with encouragement and motivation(Key Challenges And
Trends Faced By Human Resource managers). HR managers should identify and overcome the
barriers that have inhibited the employment, retention, development and promotion of diverse
groups in the workplace.
CONCLUSION
From this report it has been concluded that for HR managers it is a huge task to
maintain the diversity at workplace. From the present report it has been understand that HR role
in the present world is changing at a rapid pace and in order to make firms compete with other
companies prevailing in the environment it is the high time for HR departments of the
organization to come up with innovative and creative practices for their employees in order to
motivate them towards achieving 100% performance levels and maintain a good environment at
workplace. Also HR managers face challenges in order to retain its competent employees in the
organization, with this HRM functions also includes managing workforce diversity and acquiring
the most promising talent in the industry which will help them to achieve their future goals as
well as play his/her part in growth of the business.

REFERENCES
Books and Journals
Úbeda-García, M. and et.al (2016). Toward Organizational Ambidexterity in the Hotel Industry:
The Role of Human Resources. Cornell Hospitality Quarterly. 57(4). 367-378.
Amini, M. T. and et.al, (2016). Prioritisation and performance evaluation of employees at
strategic human resource management process using fuzzy AHP and fuzzy TOPSIS
methods. International Journal of Productivity and Quality Management. 17(1). 61-81.
Schalk, R., Timmerman, V., & Van den Heuvel, S. (2013). How strategic considerations
influence decision making on e-HRM applications. Human Resource Management
Review. 23(1). 84-92.
McDermott, A. M. and et.al, (2013). Promoting effective psychological contracts through
leadership: The missing link between HR strategy and performance. Human Resource
Management. 52(2). 289-310.
Bondarouk, T., Bos-Nehles, A., & Hesselink, X. (2016). Understanding the congruence of HRM
frames in a healthcare organization. Baltic journal of management. 11(1). 2-20.
Nyberg, A. J. and et.al, (2014). Resource-based perspectives on unit-level human capital a
review and integration. Journal of Management. 40(1). 316-346.
Beer, M. (2015). HRM at a Crossroads: Comments on “Evolution of Strategic HRM Through
Two Founding Books: A 30th Anniversary Perspective on Development of the
Field”. Human Resource Management. 54(3). 417-421.