We Also Provide SYNOPSIS AND PROJECT. Contact www.kimsharma.co.in for best and lowest cost solution or Email: amitymbaassignment@gmail.com Call / What’s App: 9971223030 SHRM AND Greenfield Operations

1. We AlsoProvide SYNOPSISANDPROJECT.
Contact www.kimsharma.co.inforbestandlowestcostsolutionor
Email:amitymbaassignment@gmail.com
Call / What’sApp:9971223030
SHRM AND Greenfield Operations
1. INTRODUCTION
2. ROLE OF SHRM
a. Strategic Partner
b. Employee Advocate
c. Change Agent
3. HOW SHRM HELP IN PRODUCTIVITY
a. Building competitive advantage
b. Developing and retaining talents
c. Leadership Development
d. Building Diverse Teams
4. STRATEGIC CHOICE TO MANAGE WORKFORCE
a. SHRM and Human Resource Development (HRD)
b. SHRM and talent management
c. SHRM and Employee engagement
d. SHRM and corporate social responsibility (CSR)
5. IMPACT OF FW ACT 2009
6. CONCLUSION

2. 7.REFERENCE
INTRODUCTION
In today’s competitive environment, Human resource is unique asset to get competitive
edge. Earlier hiring employees, paying them and handling benefits are considered as
primary HR functions. However, it is common sight that employees are criticizing
everything from professionalism of HR personnel to their support to employees. They
accuse HR professional to misleading employees, failures to maintain employee privacy
and implementation of poor HR practices. Therefore, it is time to transform HR
department. If HR role in your company fail to transform to align with modern thinking
practices, it would result failure of organization. Today’s HR department cannot be HR
department that does not contribute to company profitability. Thus, role of HR manager,
director, or executive must match need of dynamic environment of organization.
ROLE OF SHRM
Strategic Partner
To enhance company profitability, HR managers need to think as strategic partners.
The HR objectives are developed to align with corporate strategy. The strategic aspect
of HR influences all HR roles like hiring, payrolls, motivations, Training, etc.
For example, Mercia System is doing business of precision engineering. This company
develops and manufacture specialized device for defense purpose. Due to change in
environment and shrink in defense industry, company had to develop new business

3. strategy. With the development of organization strategy, they also focused on HR
strategies also.
As per the words of MD of Mercia system
The main thing we have to do is to ensure that we have the right core
technologies and the right competences within the company to achieve the
vision and strategy.
It is HR manager’s responsibility to develop strategy to create human competencies that
company can achieve vision. Similarly, Dyson electronics should develop strategic
human resource to achieve goals of Greenfield project.
Employee Advocate
As an employee sponsor, the HR manager plays vital role in organizational success by
creating a work environment of motivated, contributing, and happy workers.HR
professional makes talent management strategies, OD interventions, right approach for
employee complaint and channel of open communications.
For example, ABC Distribution Company distributes food products to major retailers. As
per words of MD of HR department,
“Our HR strategy has to respond to our business needs. The challenge for HR is to look
at all the areas it encompasses and make sure they are integrated into the main plan.
One of the problems this company used to have up to a few years ago was that HR
strategy was seen as something completely separate from corporate strategy. What we
have tried to do in the past few years is to make them the same thing. Therefore, we

4. start with a business plan; we know we are going to grow at a certain rate. Then we do
a skills audit and predict how many managers we are going to need. Out of this comes
our HR development policy on skills training, leadership training, and recruitment.”
As Greenfield is new venture, so strategic HR can be implemented from scratch. Top
management of Dyson electronics must support SHRM. It is always better to learn from
other’s mistakes.
Change Agent
When we talk about SHRM, HR professional must work as change champion.HR
manager focus on dynamic need of organization and develop strategies according to
that.
Top management of Dyson electronics must establish SHRM in Greenfield. New setup
always demands dynamic adjustment. Organizational culture influence any company’s
performance. Responsibility to develop favorable culture lies on the shoulder of HR. Top
management must understand the need of strategic steps to create right organization
culture, monitoring employee satisfaction, and measuring the results of organization.
The HR professional assess effectiveness of the HR function, thus contributes to the
organization success.HR professional also foster change in work practices. Finally,
department finalize the measures that guide organization to succeed in all of this.
HOW SHRM HELP IN PRODUCTIVITY
Now I would like to take liberty to explain how SHRM will help to achieve goals of
Greenfield Operations.

5. Building competitive advantage
SHRM will give competitive edge to Greenfield Operations. HR department bears full
responsibility and would not ask for approval at each step. Top management must give
full authority to HR to work freely. SHRM motivates HR professional to search gaps in
Greenfield Operation. After analyzing, SHRM would do cost benefit analysis to work in
the direction of improvement. HR does not work as advisory body.HR is responsible for
right staffing practices. Thus, HR professional does not advice managers to achieve
target. They actively involve achieving targets. This is how SHRM brings competitive
edge to Greenfield Operation.
Developing and retaining talents
Employees are asset for modern organizations. Modern organization invests into
employees. Thus, employee’s builds organization by giving competitive edge. SHRM is
responsible for development of employees in the direction of overall objective of
employees. Here HR professionals identify the best development opportunities of
employees.
HR identifies the needs of quality people who can contribute to Greenfield’s objectives.
HR is also responsible to train employees for upcoming challenges. Similarly, SHRM
find rich sources of talent and setup talent management program to retain those best
talents. Success of SHRM can be measured by turnover rate. Here SHRM prepares
right tool, plan, and procedures to retain talent.
Leadership Development

6. An organization flourishes under strong and right leadership. Leaders are different from
managers. SHRM develops future leaders. SHRM is responsible to implement proper
plans to dig out latent talent in employees. SHRM is fully responsible for succession
planning.
Building Diverse Teams
Workforce diversity is key of competitiveness. Healthy conflict always brings positive
results. SHRM bring diversity in workforce from the scratch of recruitment process. Here
SHRM pay attention to diversity of different personalities not only demographic factors.
WAY TO ENHANCED EMPLOYMENT RELATIONSHIP
An aspect of employment relationships is to give employee right to speak in
organizational decision-making. It can be done through many ways like joint
consultative committees or works councils or team working, employee suggestion
scheme etc. The positive benefit of giving right to the employee voice is to motivate all
employees to think about the organization and the factors that are behind its success
and sustainability.
Some people may argue that employer-employee relationship limit to particular HR
aspect. Workplace investigation process and enforcing fair employment practices are
just two component of employer employee relationship. However, it is not true.
Employer-employee relationship is imbibed in every aspect of HR, be it salary structure,
workplace safety, recruitment and selection and others. Devanna, Fombrum, Tichy, and
Warren (1982) described SHRM as a key process in strategy implementation. Many HR

7. activities, performance appraisal, compensation, and development programs, are
considered as critical for strategy implementation.
The Strategic Role of Human Resource Managers
Here I would like to point out major areas, where SHRM can enhance organizational
performance by chalking out appropriate strategy.
Workplace Safety
SHRM HR professional develop strategies to create safe and secure working
environment for employees for example, risk management, sexual harassment policies,
special arrangement for women safety, giving insurance coverage to employee,
reducing accidents through proper training and development. These all steps help to
strengthen employer and employee bond. Strategic implementation of workplace safety
majorly influences employee commitment.
Compensation and Benefits
When people know about what their company is doing and how their work contributes to
company’s success, their focus and job satisfaction increase (Harvard Business School,
2006). Salary structure is major criteria for anyone. On the contrary, cost play significant
role for organizations as well. Decision about compensation and benefit is influenced by
many factors like Job evaluation, labor market conditions, workforce shortages, and
budget constraints. A strategic HR manager evaluates all factors and takes decision so
that both employer and employee can be on win-win situation. In addition, strategic HR
manager has to weigh an employer choice, satisfaction of employee and stakeholders.
Employee Training

8. Strategic HRM has a clear focus on implementing strategic change and strong human
resource of the organization to ensure the effectiveness of organization in the future
(Holbeche, 2004). Training refers to sharpen employee skill to fill gap. Strategic HR
manager find the gap and make appropriate plans to implement it. He is also
responsible to evaluate effectiveness of training. Strategic HRM emphasize on finding
gap, which are essential to fill to attain overall business objectives.
Development refers to develop skill of employees for the personal growth as well as
overall growth of organization. SHRM has to identify development areas that are aligned
with overall business strategy. Huselid (1995) explained SHRM as the emphasis on
aligning its HR functions and competitive strategy. Strategic HRM focus on personal
need of individual as well objective of organization. He is responsible to create finer
balance between employee and employer hence fostering strong relationship between
both.
Recruitment and Selection
Effective HRM acquires quality employees, motivates them to maximize performance,
and helps meet their expectations. This leads to long term relationships with skilled and
happy employees (Stewart & Brown, 2011).
SHRM has to find suitable person who fits in organization and contribute in organization
success. Therefore, role of SHRM is most significant in this particular aspect. Strategy
HR manager work out on specific needs of organization and make strategies to attract
suitable talent to fulfill goals of company.
Various researches suggest that a major component of long-term profitability is a strong
strategy is highly effective workforce that carries out business strategy. In context to

9. HRM, there are two types of strategy. One is competitive business strategy that focuses
fulfillment of need of customers. The other HR strategy is to focuses on choices and
actions about the management of people within the organization. Both strategies must
work together to ensure synergic organizational effectiveness (Stewart & Brown, 2011).
Human performance is becoming complex, so it is obvious that HRM should participate
in improving the quality of strategic management process (Box all & Purcell, 2003).
In Greenfield operation, SHRM will deal with following additional issues to achieve long-
term targets of Dyson electronics.
 handle employee relations issues to avoid escalation and legal impacts on the
organization
 Proper implementation corrective action plans and disciplinary actions
 retention strategies to help improve turnover and employee morale
 Developing training programs to build a collaborative workforce
 Identification of development of employees
 Community Relations Programs
 Social Events
 Motivational Programs
 Suggestion Programs
 Absenteeism
 Termination
STRATEGIC CHOICE TO MANAGE WORKFORCE IN GREENFILED OPERATION
SHRM and Human Resource Development (HRD)

10. Main objective of HRD is to develop human skills. SHRM particularly deals with
development of human intellectual and planning about how they can be benefited to
organization.
For example, Siemens business strategy is all about people excellence. It is the best
example of how SHRM develop high performance culture within company. SHRM
develop culture that supports and nurture people to achieve their ambitions.
RECOMMENDATION
Prevention is better than cure. Being a new setup, strategic planning of organizational
development will help Greenfield Operation to achieve its goals. Otherwise, company
may pay cost of haphazard organizational culture in later years.
SHRM and Talent management
Talent management is one of most challenging role SHRM is handling in today’s
competitive environment. As modern organization want to stay ahead from competitors,
Talent has become one of major concern. SHRM develop strategies to retain the
potential of those key employees who routinely perform exceed of organization
expectation. People who contribute to achieve overall objectives and critical to
competitive edge are retained. SHRM works outs recruitment, selection, induction,
training and succession planning to capture valuable talent.
For example
Apple always eyes for extremely hard working and committed people. On Apple’s
website, “This isn’t your cushy corporate nine-to-fiver.” HR carefully injects the “hard
work” message in organizational culture. Another example of hard work message is

11. “Making it all happen can be hard work.” Moreover, “you could probably find an easier
job someplace else.”
RECOMENDATION
In Greenfield Operation, SHRM can identify required skill and plans to attract talent
according to that. It can be done through careful planning about recruitment and
selection.
SHRM and Employee engagement
Employee engagement ensures to motivate employees to invest intellectual energy and
emotional energy to the company’s goals.
RECOMENDATION
SHRM chalk out strategy I Greenfield Operations to performance management system,
Compensation and benefit, employee intervention, rewards to foster employee
engagement.
SHRM and corporate social responsibility (CSR)
From last few years, significance of CSR has been risen. An organization operating in
an ethical and socially responsible manner means to attract new customers and
employees. It increases customer satisfaction as well as employee satisfaction
motivation and morale. It improves customer retention and employee rates.
RECOMENDATION
Given this context, SHRM in Greenfield Operation pay special attention to CSR to put
employees into practice. HRM policies and processes are required to link CSR with
employee engagement.
IMPACT OF FW ACT 2009 ON GREENFIELD OPERATIONS

12. The Fair Work Act 2009 commenced on 1 July 2009.The Fair Work Act 2009 applies to
national system employers and employees. Here the meaning of national system
employer is who carries on a commercial activity in the Territory in Australia, As Far As
employer employs an individual in connection with the activity in territory. By this
definition, Greenfield Operation is covered by Fair work Act 2009. Greenfield Operation
has to obey following work practices.
The National Employment Standards-These are ten legislated minimum standard.
1. Maximum Weekly Hours- For fulltime employees, maximum working hours per
week are 38. For part‐ time or casual employees weekly hours must not exceed
the less than 38 hours. Employer can ask for additional hours to work to keep an
eye on number of factors.
2. Requests for Flexible Working Arrangements- NES also give right to employee to
make change in working arrangements if employee has
a.12 month continuous service
b.is parent of or bearing responsibility of school going child or disable child under
18.
3. Parental Leave and Related Entitlements-NSE gives right to employee to take
unpaid leave up to 24 months in relation of birth or adoption under 16.It applies to same
sex couple also.
4. Annual Leave –It entitles employee to take 4 weeks paid leaves per year.
5. Personal/ Carer's Leave and Compassionate Leave –Employee has right to take 10
days paid personal leaves.

13. 6. Community Service Leave –It gives right to take unpaid leave to those employees
who engage in voluntary emergency management activity.
7. Long Service Leave –NSE provides transitional arrangement for long service leaves.
8. Public Holidays –NSE allow employees to be absent on specific dates and paid for it.
1 January (New Year’s Day)
26 January (Australia Day)
Good Friday
Easter Monday
25 April (Anzac Day)
Queen’s birthday holiday
25 December (Christmas Day)
26 December (Boxing Day)
9. Notice of Termination and Redundancy Pay –It is obligation to employer to provide
written notice of the day of termination of employment.
10. Fair Work Information Statement-Employer must give copy of the Fair Work
Information Statement containing information on key elements of the new system to
new employee.
FW Act 2009 influence Australian organization in many ways.HR professional believes
they have to work harder on IR issues than before.HR also is also taking extra care
while formulating employment contracts. Similarly, FW act 2009 increase need of legal
advice in Australian organizations. FW act 2009 pressure invest in Human asset,

14. failure may attract extra IR cost. Some believes involvement of union is increase.
Trend of flexible working hours has been on rise in Australian organizations.
All these findings indicate importance of SHRM in modern organizations. Top
management of Dyson electronics must understand intricate depth of human resource
functions and implement SHRM to avoid upcoming issues.
CONCLUSION
Strategic Human Resources Management is all about maintaining balance between
employee and employer where they can meet each other need. Failure of this may
result in suffering of one party or sometime both parties. Companies who take care
needs of their employees can cultivate a productive work atmosphere. Strategic Human
Resource Management is the unique way to achieve this. Taking strategic step about
needs of employees lower down turnover rate of skilled employees, and reduce the cost
companies spend on finding and training new employees.
REFERENCE
1. ANON
In-text: (2015)
Bibliography: Anon, 2015. [online]Available at:
<http://www.fsc.org.au/downloads/uploaded/Default%20funds%20report%20-
%202014%2006%2016_fcfb.pdf> [Accessed 11 Dec. 2015].
2. TRUSS, C., MANKIN, D. AND KELLIHER, C.
Strategic human resource management
In-text: (Truss, Mankin and Kelliher, 2012)

15. Bibliography: Truss, C., Mankin, D. and Kelliher, C., 2012. Strategic human resource
management. Oxford: Oxford University Press.
3. VUI-YEE, K.
The Impact of Strategic Human Resource Management on Employee Outcomes in
Private and Public Limited Companies in Malaysia
In-text: (Vui-Yee, 2015)
Bibliography: Vui-Yee, K., 2015. The Impact of Strategic Human Resource Management
on Employee Outcomes in Private and Public Limited Companies in Malaysia. Journal
of Human Values, 21(2), pp.75-86.
4. WEEKS, M. R. AND THOMASON, S.
AN EXPLORATORY ASSESSMENT OF THE LINKAGES BETWEEN HRM
PRACTICES, ABSORPTIVE CAPACITY, AND INNOVATION IN OUTSOURCING
RELATIONSHIPS
In-text: (WEEKS and THOMASON, 2011)
Bibliography: WEEKS, M. and THOMASON, S., 2011. AN EXPLORATORY
ASSESSMENT OF THE LINKAGES BETWEEN HRM PRACTICES, ABSORPTIVE
CAPACITY, AND INNOVATION IN OUTSOURCING RELATIONSHIPS.Int. J. Innov.
Mgt., 15(02), pp.303-334.
5. LEE, F., LEE, T. AND WU, W.
The relationship between human resource management practices, business strategy
and firm performance: evidence from steel industry in Taiwan
In-text: (Lee, Lee and Wu, 2010)

16. Bibliography: Lee, F., Lee, T. and Wu, W., 2010. The relationship between human
resource management practices, business strategy and firm performance: evidence
from steel industry in Taiwan. The International Journal of Human Resource
Management, 21(9), pp.1351-1372.
6. NGO, H., LAU, C. AND FOLEY, S.
Strategic human resource management, firm performance, and employee relations
climate in China
In-text: (Ngo, Lau and Foley, 2008)
Bibliography: Ngo, H., Lau, C. and Foley, S., 2008. Strategic human resource
management, firm performance, and employee relations climate in China. Human
Resource Management, 47(1), pp.73-90.
7. SCHULER, R. S. AND JACKSON, S. E.
Strategic human resource management
In-text: (Schuler and Jackson, 2007)
Bibliography: Schuler, R. and Jackson, S. (2007). Strategic human resource
management. Malden, MA: Blackwell.
8. BUSINESSCASESTUDIES.CO.UK
Conclusion - Creating a high performance culture - Siemens | Siemens case studies
and information | Business Case Studies
In-text: (Businesscasestudies.co.uk, 2015)
Bibliography: Businesscasestudies.co.uk, (2015). Conclusion - Creating a high
performance culture - Siemens | Siemens case studies and information | Business Case

17. Studies. [online] Available at: http://businesscasestudies.co.uk/siemens/creating-a-high-
performance-culture/conclusion.html#axzz3tuQGihiO [Accessed 11 Dec. 2015].
9. SIMPLEHRGUIDE.COM
HR Strategic Roles in Modern Organization - HRM Guide
In-text: (Simplehrguide.com, 2015)
Bibliography: Simplehrguide.com, (2015). HR Strategic Roles in Modern Organization -
HRM Guide. [online] Available at: http://www.simplehrguide.com/hr-strategic-roles-in-
modern-organization.html [Accessed 11 Dec. 2015].
10. FOR HUMAN RESOURCE MANAGEMENT, S.
Human Resources in Research and Practice
In-text: (For Human Resource Management, 2011)
Bibliography: For Human Resource Management, S. (2011). Human Resources in
Research and Practice. Chicago: Society for Human Resource Management.
We AlsoProvide SYNOPSISANDPROJECT.
Contact www.kimsharma.co.inforbestandlowestcostsolutionor
Email:amitymbaassignment@gmail.com
Call / What’sApp:9971223030