Strategic Human Resource Management: Planning, Talent, Branding

This report delves into the significance of Strategic Human Resource Management (SHRM), emphasizing its role in attracting, developing, and retaining staff to bolster organizational competitiveness. It focuses on human resource planning (HRP), highlighting its benefits in ensuring an adequate numb...Read More

Running head: STRATEGIC HUMAN RESOURCE MANAGEMENT
Strategic Human Resource Management
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Executive Summary
This report focuses on human resource planning (HRP) which is highly required for ensuring
ample number of human resources for the accomplishment of organizational goals. The benefits
of HRP has been discussed in the paper. This is the process of exploring both the current and
future need of the employees and take action accordingly in order to satisfy those need. Effective
HRP plays a pivotal role in amplifying the productivity of an organization by integrating highly
skilled and proficient human resources. The HR department of an organization must be
extremely committed towards making a comprehensive plan in terms of hiring the staffs in
accordance with the needs and requirements of business. As excessive stress of work can
generate boredom among the employees. Therefore, flexible working schedule must be
introduced to generate sense of satisfaction among the staffs. The tasks must be assigned, which
can drive level of commitment among the staffs. Employer branding is one of the most
significant factor in boosting the confidence level among the human resources and thereby keep
them more inclined towards attaining organizational objective. Zero-hour contract must be
signed with that of the employees in order to avoid setting any kind of specific working hour.
This can help them to maintain a firm balance in between personal and professional life which is
the key of generating sense of satisfaction among them.

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Table of Contents
Introduction:....................................................................................................................................3
Explaining human resource planning (HRP) along with benefits:..................................................3
Different approaches to human resource planning:.........................................................................5
Hiring staffs according to the business need:..............................................................................5
Ensuring work-life balance for the employee:.............................................................................5
Talent management strategy:.......................................................................................................6
Significance of zero hour contract with the employees:..................................................................7
Role of employer branding in retaining the best human resources:................................................8
Conclusion:......................................................................................................................................9
Reference List:...............................................................................................................................10

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Introduction:
Strategic Human Resource Management (SHRM) can be defined as the practice of
attracting, developing and retaining the staffs for the sake of strengthening organizational
competitiveness. This is the way, through which the goals and objectives of human resource
management can also be accomplished. Armstrong and Taylor (2014) commented that this is one
of the most significant braches of HRM of an organization, which intends to align the human
resources with that of the strategic goals, which is the key of improving overall business
performance. Fostering innovation, ensuring flexibility and protecting competitive advantage are
the major focal point of SHRM of an organization. As per the discussion of Jackson et al. (2014)
with the assistance of proficient SHRM both the opportunities and threats from the external
environment can be explored. Present paper focuses on the SHRM in the context of human
resource planning, which is very much needed in order to run the internal functionality of a
company in a consistent manner. Detailed discussion regarding human resource planning (HRP),
its benefits along with its different approaches will be discussed. This paper will also cover the
role of employer branding in the retention of skillful and proficient staffs.
Explaining human resource planning (HRP) along with benefits:
Human resource planning is one of the most significant branches of SHRM, which
focuses on exploring the current and future need of human resources for satisfying the
organizational staffing level. Hollenbeck and Jamieson (2015) observed that HRP can be defined
as the process of making a comprehensive and systematic plan in order to make optimum usage
of the human resources of an organization, which is very much needed in order to run the
business with utmost efficiency. As the human resources are the most significant asset of an

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organization. Brewster (2017) put stress on the fact that HRP can help in improving the
productivity of the workforce, which is the key of strengthening the efficiency of the entire
organization. In the highly volatile business scenario, it is the prime responsibility of the human
resource department of a company to execute comprehensive human resource planning for the
sake of assigning job among the staffs in accordance with their skill and competency level. This
is the key of running a business in a consistent manner and thus staying aside from the crucial
competitors. Bratton and Gold (2017) highlighted the fact that with the assistance of HRP,
satisfaction can also be generated satisfaction among the staffs. Such satisfaction plays a pivotal
role in keeping the staffs more inclined towards accomplishing organizational goals and
objectives. As the uncertainty in the business environment is increasing in a rapid manner, it has
become the matter of utmost important for the companies to recruit the most skillful staffs. As
discussed by Brewster et al. (2016) there lies the significance of HRP as it can serve the
companies with the ability to hire the best labor force in a systematic manner.
With the rapid development of technology, the way of recruiting the employees along
with the nature of job have also been changed. As the competition in both domestic and
international market is increasing in a rapid manner, it is imperative for the organizations to carry
out online interview session, for the sake of satisfying the staffing needs in a timely manner. In
order to devise this strategy, the companies must put stress on comprehensive human resource
planning for the sake of increasing their staffing level and thereby cope up with the technological
revolution. In addition to that, Sikora and Ferris (2014) shaded light on the ground that with the
assistance of comprehensive HRP, more valuable and meaningful performance management
program can be carried out, which is very much needed to amplify the productivity among the
staffs.

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Different approaches to human resource planning:
Human resource planning is a comprehensive activity, which requires multiple
approaches. The approaches, which the firms can execute in order to run the process of HRP is
discussed below:
Hiring staffs according to the business need:
Collings et al. (2018) commented that recruiting the skilled staffs and aligning with that
of the organizational goals and objectives are the most significant activities of the human
resource department of an organization. As the business environment is changing in a rapid
manner, it is the prime responsibility of the human resource department to modify the
recruitment and selection strategy, in terms of accomplishing the organizational goals and
objectives. Jha and Singh (2017) suggested that the human resource department must make
comprehensive plan in order to explore the areas, where ample staffs must be aligned. Both
internal and external sources must be accessed for the sake of ensuring adequacy in the human
resources. It is imperative to place advertisement in the career section of the official website of
the corporate entities, in order to catch the attention of the proficient candidates. Storey (2014)
also stressed on the fact that training related activities must also be integrated within human
resource planning. As gaining competitive advantage is the fundamental aim of every
organization, HRP is the greatest way of integrating appropriate number of skillful and
knowledgeable human resources, who hold the ability to satisfy both short and long term
objective.

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Ensuring work-life balance for the employee:
In the volatile business environment, it is imperative to keep the employees satisfied for
the sake of accomplishing organizational goals and objectives. It is imperative to maintain a
considerable working hour as excessive work pressure can increase stress level among the staffs
and thereby generate reluctant attitude among them to perform assigned task in an effective
manner. Reiche et al. (2016) opined that conductive set up in the office plays a significant role in
protecting work-life balance of the employees. Flexibility is the key area of maintaining work-
life balance. Work-from-home option must be offered to the employees. Productive workplace
plays a major role in generating motivation among the staffs. It is important to encourage the
employees to take part in different social activities in the office. This can help the human
resources to overcome regular boredom of work. Events like after work dinner, movie night,
conduction of separate sports related activities must also be conducted for helping the staffs to
maintain a balance in between their personal and professional life.
Yalçındağ et al. (2016) stated that flexible working hour is one of the most significant
factors behind maintaining work-life balance life among the employees. Flexible schedule of
working can serve the employees with the ability to satisfy their personal needs. A
comprehensive leave policy must also be introduced for the staffs. This also plays a significant
role in generating positive attitude among them. Every employees must be offered with 14 days
leave annually. This is the way, through which work-life balance can be protected. Protecting
both the physical and mental health of the staffs is very much needed for maintaining a balance
in between the personal and professional life of the staffs. It is imperative to encourage the
employees to take short breaks throughout a day. This is the way of making the employees better
at job (Akey et al. 2017).

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Talent management strategy:
Talent management can be defined as the way of exploring the staffing needs of an
organization and take necessary action accordingly in terms of satisfying those predetermined
needs. Kavanagh and Johnson (2017) showed that this is one of the most significant branches of
comprehensive human resource planning, which plays a significant role in amplifying the value
of business. Successful implementation of talent management strategy can serve the corporate
entities with the ability to accomplish predetermined business goals and objectives. The human
resource department should execute talent management strategy to strengthen their human
capital as well as amplify the skill and competency level among the human resources. In order to
hire the right employee, effective screening process is very much needed. This is the way,
through which the best employee can be hired (Marchington et al. 2016).
Reward and recognition is the greatest way of managing talent in an organization. This is
the key of running business by driving a major pool of resources. For instance, big cash award
can be offered to the staffs based on their performance level. This is the way, through which
commitment among the staffs towards accomplishing organizational goals and objectives can be
generated. In addition, execution of spot bonus program can play a significant role in the
management of large pull of talent in an organization (Bamberger et al. 2014). This is the mode
of providing benefit to the employees based on their achievement.
Significance of zero hour contract with the employees:
This is also a major part of human resource planning, which intends to entitle the workers
within national minimum wage along with annual leave policy. Zero-hour contract can be
regarded as the contractual agreement, being made in between the employer and employees, for
the sake of removing the barrier for the employees to work within a specific hour. Moreover,

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Zero-hour contract does not oblige the employers to set a specific working hour for the staffs
(Brewster et al. 2016). Zero-hour contract is the greatest way of removing any kind of
obligations from the staffs and thus ensuring flexibility for them. Therefore, it is imperative for
the HR department to make a zero-hour contract with all the employees in order to enable the
staffs to work in accordance with the requirements of business. This is the key of integrating
flexible working hour, which is very much needed to generate a sense of satisfaction among the
human resources, which is very much needed to strengthen productivity among them. Working
for long hour can create boredom among the staffs and thereby generate reluctant attitude among
them (Storey 2014). With the assistance of zero-hour contract, restriction of working under a
strict schedule can be avoided which is very much needed for improving motivation for work
among the employees.
Role of employer branding in retaining the best human resources:
Employer branding can be regarded as the procedure of promoting an organization as an
employer. This is the way of expressing the reputation and value proposition of a firm, which can
have a firm impact on recruiting and retaining the most proficient staffs. Employer branding can
act as a greatest source of motivation among employees and thus keep them inclined towards
accomplishing organizational goals and objectives (Marchington et al. 2016). Employer branding
encourages a healthy competitiveness among the staffs, which enables them to be more
proficient towards initiating much more creative solution. This is the key of solving any kind of
impending business related issue.
The inclusion of employer branding strategy can help the staffs to explore innovative
ways through which any kind of business related issue with utmost efficiency. In addition to that,
employer branding can also help in boosting the confidence level among the staffs and thereby

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make them to be more reliable towards satisfying organizational goals and objectives. This is the
fundamental factor for building a sense of commitment among the staffs (Bamberger et al. 2014).
This can have a firm impact on attracting and retaining a skillful and competent pool of
employees within the workplace, which is one of the most significant factors in ensuring stability
in the business process. Employer branding can also integrate a sense regarding the excellence of
workplace can be integrated among the staffs, which is the key of retaining them in the
organization.
Conclusion:
Based on the discussion, it can be concluded by saying that human resource planning
plays a significant role in satisfying the staffing level of an organization, which is very critical
for accomplishing predetermined goals and objectives. It is imperative to explore the need of
human resources of an organization and make plan accordingly in terms of satisfying the need.
Maintaining work-life balance of the employees is a vital part of human resource planning as it
supports in strengthening the level of commitment among the staffs. Flexible working hour must
also be introduced for generating positive perception among the human resources. The
fundamental objective of comprehensive HRP is to align the employees in accordance with their
roles and responsibilities. This is the way, through which the productivity among the employees
can be accelerated.

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Reference List:
Akey, B.C.A., Dai, B., Torku, E. and Antwi, E.A., 2017. Human Resource Planning and the
Development of Employees in Contemporary Firms. European Journal of Contemporary
Research, 6(1), 89-125.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Bamberger, P.A., Meshoulam, I. and Biron, M., 2014. Human resource strategy: Formulation,
implementation, and impact. Routledge.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Brewster, C., 2017. The integration of human resource management and corporate strategy. In
Policy and practice in European human resource management, 8(3),pp. 22-35.
Brewster, C., Mayrhofer, W. and Morley, M. eds., 2016. New challenges for European resource
management. Springer.
Collings, D.G., Wood, G.T. and Szamosi, L.T., 2018. Human resource management: A critical
approach. 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.
Jha, J.K. and Singh, M., 2017. Human Resource Planning as a Strategic Function: Biases in
Forecasting Judgement. International Journal of Strategic Decision Sciences (IJSDS), 8(3),
pp.120-131.

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Kavanagh, M.J. and Johnson, R.D. eds., 2017. Human resource information systems: Basics,
applications, and future directions. Sage Publications.
Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A., 2016. Human resource
management at work. Kogan Page Publishers.
Reiche, B.S., Stahl, G.K., Mendenhall, M.E. and Oddou, G.R. eds., 2016. Readings and cases in
international human resource management. Taylor & Francis.
Sikora, D.M. and Ferris, G.R., 2014. Strategic human resource practice implementation: The
critical role of line management. Human Resource Management Review, 24(3), pp.271-281.
Storey, J., 2014. New Perspectives on Human Resource Management. Routledge.
Yalçındağ, S., Cappanera, P., Scutellà, M.G., Şahin, E. and Matta, A., 2016. Pattern-based
decompositions for human resource planning in home health care services. Computers &
Operations Research, 73, pp.12-26.