The document discusses human resource management (HRM) strategies and the difficulties implementing them. It defines HRM strategies as plans for managing people, culture, structure, and training to determine how people fit into future growth. Effective strategies align daily work with organizational goals. However, implementing strategies can be difficult if environmental/cultural factors are not considered, strategic business needs are misunderstood, or employees and management are not engaged in the process. Proper assessment, communication, commitment and resources are keys to overcoming these challenges.

1. HRM STRATEGY
AND DIFFICULTY
IN
IMPLEMENTATION
PRESENTED BY
DIMPLE MEERA THOMAS
RINKU.V
S 4 MBA, MACFAST

2. HUMAN RESOURCE
MANAGEMENT
STRATEGY
2

3. DEFINITION
HRM Strategies are an organization's plans
for managing people, culture, structure,
and training and development, and for
determining how people fit into an
organization's future growth.
3

4. • A human resources management strategy
is the overall plan that leads the
implementation of specific HRM
functional areas.
• HRM strategies guide personnel
decisions that ensure the best fit for the
organization.
• All functional areas of HRM strategies
need to match the overall business
strategy.
4

5. Some companies may divide these
strategies into four major areas:
a) Culture
b) People
c) Organization
d) Human resource systems
5

6. TOOLS FOR EFFECTIVE HRM
STRATEGIES
1. PEOPLE
One of the first aspects of HRM
strategy is determining the type of person
who is needed to work in the organization.
2. PROGRAMS
An organization's programs include
several elements.
6

7. • The first is attracting the kinds of people
which are decided are the right fit.
• After the organization has made the
right hires, it has to look at how to train
people to do their jobs effectively.
• In addition to training, the organization
must decide how to retain employees
after hiring and initial training
7

8. 3. CULTURE
A large part of your HRM strategy
relates to the overall culture of the
organization. It takes time to determine
the leadership and management style of
the organization
8

9. 4. STRUCTURE
HRM strategy also extends to an
organization's structure. It must decide what jobs
will carry out which functions. Along with this, it
should be determined which jobs go with which
departments--and who is going to manage those
departments.
5. DEVELOPMENT
One of the final pieces of HRM strategy
is the development of the organization.
9

10. ADVANTAGES OF HRM STRATEGIES
ALIGNMENT
•The development and implementation of
strategies in human resource management allows
HR to play a major role in the alignment of the
organization's day-to-day work activities with its
overall mission statement.
•This alignment provides managers from all
departments and units access to the human
resources necessary to improve functional
outcomes.
10

11. KEY DIMENSIONS
•There are four key dimensions to
consider when developing human resource
management strategy.
•These include the culture of the
organization, the organization itself, its
people and its HR systems.
•Each of these factors has a significant
influence on organizational effectiveness.
11

12. EMPLOYEE DEVELOPMENT
•The strategic management of human
resources typically includes development
of the current workforce in addition to the
recruitment of new employees possessing
specific skills needed to meet
organizational objectives.
12

13. COMPLIANCE
Strategic human resource management is
essential to ensure compliance in a world
in which employment laws and regulations
tend to be convoluted and often change
quickly and drastically.
13

14. • HR managers must not only ensure
compliance with current laws, but must
also identify potential changes on the
horizon to ensure ongoing compliance.
Effective human resource management
strategies are essential for the
organization to get through changes
without negatively impacting the
organization.
14

15. DIFFICULTY IN
IMPLEMENTATION OF
HRM STRATEGY
15

16. • Inadequate assessment of the
environmental and cultural factors.
• Failure to understand the strategic
needs of the business.
• Inability to persuade top management
to support the initiative.
• Inability to gain the understanding and
acceptance of employees.
16

17. • Failure to monitor and evaluate the
implementation of the strategy.
• Failure to ensure that the resources
required to implement the initiative will
be available.
• Failure to recognize that the initiative
will take new demands on the
commitment and skills of the line
managers.
17

18. So Where to start ???
• Helping employees to understand the
strategy.
• Augmenting employee commitment to
the strategy.
• Streamlining local effort with the
strategy.
• Inducing cross-system cooperation.
18

19. CONCLUSION
The HR Strategy Design is difficult to
evolve, but the effective HR Management is
about the successful implementation of the
HR Strategy, which meets all the expected
deadlines and the outcomes have the desired
quality.
19

20. 20