Strategic HRM: Developing and Implementing Plans Report

This report provides a comprehensive overview of Human Resource Management (HRM), focusing on its strategic aspects and practical applications. It defines strategic HRM as a process that supports long-term business goals, emphasizing the importance of aligning HR strategies with overall business objectives. The report highlights the essential skills of HR managers, including adaptability to external factors such as labor markets, societal needs, and technological advancements. It discusses the significance of strategic partnerships in managing workplace complexities and achieving a competitive advantage. Furthermore, the report outlines crucial HR functions, including staffing, policy development, performance management, evaluation, and reward systems, emphasizing the need for unbiased practices and employee motivation. The provided solution analyzes real-world scenarios, such as educating company owners about the value of HRM and addressing the challenges of rapid growth and temporary workforce needs. The report references academic sources to support its findings and provides insights into effective HRM practices in today's dynamic business environment.

Running Head: HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
Name of the Student
Name of the University
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1. What does Strategic HR mean?
Importance of strategy to be aligned with business strategy.
Defining Strategic HR, it can be said that, it is the process to provide a support to the
achievement program of the business goal in the long run. It requires going beyond the
administrative duty along with the proper application of HR principles. There should be a proper
plan for successfully organize strategic management to reach the organizational goal (Reilly &
Williams, 2016).
Skills of HR managers for effective strategic management
Managers must implement the strategies with adherence to the external dynamic
environmental factors. The components of external factors are
 Labor market – the potential employees within the selected geographical area.
 Society – The Company must focus the need of general public.
 Unions – The union or the group of employees involves in the procedure of
negotiation with the management.
 Shareholders – It is referring to the owners of the company (Jackson, Schuler &
Jiang, 2014).
 Customers – Customers are the mass for whom the service will be dedicated.
 Technology – Incorporating the innovative technologies with the plan to reduce the
added pressure from the organization.

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Meaning and importance of Strategic partnership.
Along with this, putting some efforts in making strategic partnership with other business
owners is one of the way of strategically manage the human resource of the organization. It will
help to manage the complexity of the workplace environment and manage the Human Resource
with greater competitive advantage.
2. Thoughts about HR Functions in today’s world
According to the recent studies, there are several functions which are provided importance by
the human resource managers. The functions includes staffing – means providing appropriate
number of employees to the company. Developing organizational policies – without a well-
defined policy the management of human resource will be a big failure. Management of the
performance – human resource department is responsible for the performance of all the
employees of the organization. Function evaluation – the human resource should be un-bias in
evaluating the employees of the organization. Favoritism should be avoided to reduce the amount
of internal conflicts. Reward – appreciation always results into greater consequences. Rewarding
the right employee for their greater contribution keeps them motivated. These are the conception
about an ideal human resource management within any organization.

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Reference
Ahlstrom, D. (2014). The hidden reason why the First World War matters today: The
development and spread of modern management. Brown J. World Aff., 21, 201.
Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human
resource management. The academy of management annals, 8(1), 1-56.
Reilly, P., & Williams, T. (2016). Strategic HR: Building the capability to deliver. Routledge.