Strategic Human Resource Management Report: European Club Analysis

This report provides a strategic human resource management (SHRM) analysis for the European Club, a non-profit charity in London. The report examines the importance of aligning HR with business objectives, emphasizing the value-added role of SHRM in enhancing employee engagement, satisfaction, and organizational outcomes. It identifies necessary factors for restructuring and refurbishment, including member surveys and operational planning. The report outlines preliminary HR requirements, such as developing an SHRM strategy, providing staff training, and utilizing technology. The analysis underscores the need for a strategic approach to recruitment, retention, and organizational structure to foster a healthy and innovative workplace. References from various authors are included to support the analysis.

HUMAN RESOURCE MANAGEMENT
NAME OF THE STUDENT:
NAME OF THE UNIVERSITY:
AUTHOR’S NOTE:

Strategic Human Resource Management
 To align human resources with business objectives and strategic
goals in order to achieve success, strategic human resource
management is necessary (Bagga and Srivastava 2014).
 SHRM identifies opportunities and threats and analyses these factors
which can help the business organisation to accomplish its business
objectives.
 SHRM helps a business organisation develop an appropriate
business strategy which contains the vision for the future.
 Employee issues can be managed systematically through SHRM.

Value added role of SHRM
 Human resource function of the European Club, leadership and
business strategy of this club can be linked by SHRM.
 SHRM can make other employees of departments more efficient and
stronger (Crispin, Vasumathi and Subashini 2016).
 SHRM can boost the HR-related outcomes, organisational
outcomes, financial outcomes, and capital market outcomes of the
European Club.
 SHRM can align the goal of other departments of this club to
achieve the business objectives of the European Club.

Impact of SHRM on the European Club
 SHRM can help the European Club to manage the problem
regarding human resources.
 To boost employee engagement, employee wellbeing and efficiency
of the employee, SHRM can take effective initiative which will
ensure employee satisfaction (Cooke et al. 2019).
 By fulfilling the needs of the employee, SHRM can not only retain
the best employees but also recruit the best candidates.

Necessary Factors
There are certain factors which must be considered before embarking up the
renovation and restructuring.
 The authority should identify the facilities, which are in bad shape. By
analysing the member survey, officials of this club can get an idea about
this issue (Zhu 2014).
 The refurbishment of The Fox and Hound Bar, the Dining Room, and the
function room can disrupt the regular activities of the member and staff.
 It is not possible to shut down the club completely. That is the reason an
appropriate plan is necessary which can manage this issue.
 The officials of this club have to convince the club members to pay more
for the service.

Preliminary HR Requirements
There are certain preliminary HR requirements for The European Club.
 A strategic HRM which will help this organisation to implement
its vision and mission (Rothwell, Williams and Zaballero 2020).
 Training and development for the staff of The European Club.
 Initiatives to enhance employee engagement and employee
satisfaction.
 The utilisation of advanced technology for the reservation, and
maintain an appropriate payment system.

Preliminary HR Requirements
 Create an SHRM, which will help this organisation to recruit the
best candidate as an employee and retain the efficient employee
(Mbugua, Waiganjo and Njeru 2015).
 Modification of organisational structure for a smooth operation.
 Develop a healthy and happy workplace, which will encourage the
employee to share their innovative ideas.

References
 Bagga, T. and Srivastava, S., 2014. SHRM: alignment of HR function with
business strategy. Strategic HR Review.
 Cooke, F.L., Cooper, B., Bartram, T., Wang, J. and Mei, H., 2019. Mapping the
relationships between high-performance work systems, employee resilience and
engagement: A study of the banking industry in China. The International
Journal of Human Resource Management, 30(8), pp.1239-1260.
 Crispin, C.C., Vasumathi, A. and Subashini, R., 2016. The role of strategic
human resource management (SHRM) impacting employee's performance
through perceived organisational support in a manpower agency of
international airlines at Chennai International Airport, Tamil Nadu, India-an
empirical study. International Journal of Services and Operations
Management, 23(2), pp.217-234.

References
 Mbugua, G.M., Waiganjo, E.W. and Njeru, A., 2015. Relationship between
strategic recruitment and employee retention in commercial banks in
Kenya. International journal of business administration, 6(1), p.87.
 Rothwell, W.J., Williams, S.L. and Zaballero, A.G., 2020. Align Learning
and Development with Organization Mission and Values. In Increasing
Learning & Development's Impact through Accreditation (pp. 19-36).
Palgrave Macmillan, Cham.
 Zhu, F., 2014, June. Consideration on The Effect of Strategic Human
Resource Management on Organizational Effectiveness in Hotel
Enterprises. In 3rd International Conference on Science and Social
Research (ICSSR 2014). Atlantis Press.

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