Strategic Human Resource Management Report: Tesco and HRD Advantage

This report delves into the realm of Strategic Human Resource Management (SHRM), examining its crucial role in aligning human resource functions with organizational objectives to enhance performance. The analysis centers on the multinational retailer Tesco, highlighting its strategic goals and the contribution of SHRM in achieving them. The report explores how Human Resource Development (HRD) acts as a source of competitive advantage in a dynamic business environment, emphasizing the link between business strategy and human resource management. It discusses the significance of skilled employees, motivation, and leadership in fostering success, and the role of SHRM in ensuring that organizational culture, structure, and employee commitment contribute to business objectives. Furthermore, it outlines key elements of SHRM, including planning, coherent management approaches, employment systems, and coordination between HR activities and business strategy. The report also addresses the importance of talent management, innovation, and collaboration in enhancing organizational capability and achieving sustainable competitive advantage.

Strategic Human
Resource Management
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Table Of Contents
INTRODUCTION……………………………………………………………………………3
Explain about how HRD act as a source of advantage in terms achieving their strategic
targets in the continuous changing environment with consideration of links of
SHRM………………………………………………………………………………………3
CONCLUSION………………………………………………………………………………..6
REFERENCES………………………………………………………………………………..8
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INTRODUCTION
SHRM is the process which is related to the process of future-oriented. It links to the
development and implementing the HR programs that consider and solve the business
problems and support for the major long-phrase business objectives. Strategic human
resource management is the process which has been more related to the call to action and
which has been shown in their results. In this report, the analysis has been done on the
concept of strategic HRM and its potential contribution to organisational objectives. The
analysis has been done on the link between business strategy and human resource
management. (Aziri, B. and Ismaili, R., 2020).The chosen organisation is TESCO. Tesco is
the multinational general merchandise retailer. It is leader in the UK market. Its main
objective is to serve their customers in a satisfied with best quality. They are the third largest
retailer in terms of revenue. Their main aim is to extend their brand into several countries and
also extend their market share in the non-food sector also. They want to become master in the
eyes of their customers and to serve them the best quality products in a positive manner.
Explain about how HRD act as a source of advantage in terms achieving their
strategic targets in the continuous changing environment with consideration of
links of SHRM
SHRM is the concept of linking the human resource function with the organisation
strategic objectives to improve the performance. In today’s dynamic business world, it
becomes a challenge to keep the talented and skilled employees in this competitive world.
Unless the organisation does not have the right kind of people, skills and behaviours no
strategy will work in the perfect manner. (Laursen, and et.al., 2015). It is important to have
the right kind of motivation in terms of their right roles and also supported by the right
leaders. With the support of expertise and capabilities of its people a company can develop a
competitive advantage .To become successful it is important to give importance to the
people. Strategic human resource management is the proactive management of people to the
desired value to them. The bridge between business strategy and the management of human
resources has evolved the concept of strategic human resource management(SHRM). For the
purpose of sustaining the business in a successful manner, SHRM is a philosophy of people
management based on the belief that human resources are uniquely important
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With the help of people in an effective manner, drawing on their expertise and ingenuity to
meet clearly defined objectives. In this manner, an organisation gains the competitive
advantage. SHRM aims to ensure that the organisation culture, style, and structure and the
quality, commitment, and motivation of its employees contribute fully to the achievement of
business objectives. (Pickard, and et.al., 2015). Into an organized and integrated program to
meet the strategic objectives, all people management activities combine the HR strategies. In
HR, mainly through four heads competitive advantage has been gained. It includes human
capital advantage, social capital advantage. Human capital advantage can be gained through
core expertise and capabilities. Social capital advantage can be achieved through networks,
shareholders and relationships which is deployed for the purpose of strategic advantage. For
example reputation and talent acquisition. (Terouhid, S. A. and Ries, R., 2016). Human
process advantage has been achieved through HR practices which is effective in employing
resources. Strategic deployment of different people has been done in different places at
different times. For the purpose of delivering human system advantage, combination of
human, social and organisational capital needs to be there.
Supporting for the purpose of organisational capability HRD options should be managed
through talent management, innovation and collaboration. Talent management is the process
where quality employees, skills need to be developed and continuously motivate them for
improving their performance. Talent management is the way through which organisational
capability has been improved. Innovation is also one of the way through which organisation
performance has been evaluated because innovation in the company gives the reason to
attract more and more customers. (Cullen, K. and Parker, D. W., 2015). This is the way
through which organisation performance and capability has been measured. Collaboration is
also one of the major factor through which organisational capability has been defined. Under
collaboration, all the employees work together and give their best performance for the single
goal through company’s objectives can be achieved. It is the parameter through organisation
capability has been defined.
Under resource-based view, it analyses and interpret the internal resources of the
organisation. It also emphasises the resources and capabilities which is formulated for the
purpose of strategy making to achieve sustainable competitive advantage. Resources can be
considered as inputs for enabling firms to carry out its activities. (Cui, and et.al., 2018).
Through this type of approach it needs to be considered that the internal resources of the
company plays a very important role in producing the final product or achieving the final
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target. If the internal resources are not available in perfect manner and it should not be
strategise to particular department in order to achieve the final outcome then it becomes
difficult that to give their customers product on the timely-basis.
Human resource development can support the organisational capability in the changing
environment with their changing strategy, planning and implementation in the positive
manner. Under the changing environment where new resources have come and technology
has been growing in a faster manner then HRD has also need to use these methods for
uplifting the organisational capability. (Peppard, J. and Ward, J., 2016). If the organisation
has produced some particular product in a particular amount then it can be increased by using
new type of technology and by recruiting technical persons the process can be made faster
and effective in nature. For achieving the organisational capability on a higher pace it needs
to understand the performance of individual is linked to the performance of the whole
organisation. If the individual takes his or her performance in a serious manner and do its
duties in a positive manner by fulfilling all the roles and responsibilities then the chances
have been increased that the organisation performance has also increased. If the employee on
the daily basis fulfil all the tasks in a positive manner then its task will affect the performance
the department in a positive manner. If the department performance has been fulfilled in a
positive direction then it leads to the positive performance of the final outcome of the
company. (Søderberg, A. M., 2015). In this manner, when all the departments of the
organisation give their best performance then it will reflect in the performance of the overall
organisation. In this way, the performance of an individual is linked to the performance of the
overall organisation. There is a link between the HRM and SHRM. Human resource
management has been defined in a thorough and structured manner which implies the
governance of manpower of the organisation.
Whereas strategic human resource management can be defined in a managerial function
which implies that the whole HR strategies have been framed for the purpose of employees
efforts which is related to organisational goals. (Ferreir, and et.al., 2016).In the simple words,
HRM is the way of managing all the aspects related to the employees of the organisation
whereas SHRM is the way through which strategies and planning has to be done for the sake
of employees according to their efforts and hard work for the purpose of achieving their
targets. SHRM is the mode which simplifies the ways for the employees through which they
can achieve their goals in a more simpler and effective manner.
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Without the human resource management it becomes difficult for SHRM to deliver its results
and it also somewhere affects the performance of it also. There are also some elements of
SHRM which helps in delivering the strategic goals. There are mainly four elements of
SHRM. (ERDEMİR, H. F., 2017). These elements include: first is that to make use of
planning, next is that people needs to be managed and designed through coherent approach,
developing systems according to the employment policy and workforce strategy and last is
that there should be coordination between HR activities and other policies into developing
business strategy. These elements play a very important role in achieving the strategic goals
of the organisation. Strategic goals are those goals which specifies the financial and non-
financial objectives and which company aims needs to achieved over a period of time. For
achieving the strategic goals it is important to make a target and after that frame a strategy
accordingly according to the first element of SHRM. What are the resources and people and
which resources needs to be considered should be included into the first element of planning.
Then the work needs to be divided according to the strengths of the employees and to their
respective departments. (Stoian, C. and Gilman, M., 2017). Systems should be designed in
such a manner that it takes care of their employees when they are working towards such a big
target. After that it is important to follow the HR activities through discipline and ethical
behaviour can be maintained within the organisation so that everybody can contribute to the
company in a sincere manner for achieving the targets of the organisation. In this way,
SHRM plays a very important role in the organisation.
CONCLUSION
SHRM plays a key role in the organisation. Without the support of strategic human
resource management it becomes difficult to give direction to the human resources for
achieving their goals. They contribute in framing strategies for human resource and makes
planning according to the employees efforts. After observing employee potential, their
capabilities, their performance and effort they have plan a way through which employee can
also perform in a effortless manner with positive approach. As the employees mind feel
relaxed and in a calm position they can take the right decision and also contribute towards the
innovation. The main aim of the SHRM is to make the process simpler, faster and effective so
that they can give their hundred percent to their organisation. (Komodromos, and et.al.,
2019).
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The organisational capability has also defined by the employee performance because it
depicts that how much employees are related to their work and to their workplace. (Perkov,
and et.al., 2018). Because as a result, employees are the main parameters which helps in
contributing towards achieving the target of the organisation. So strategic human resource
management is like the lifeline for all the organisation.
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REFERENCES
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