Strategic human resource management (HRM) involves developing strategies to ensure the best fit between personnel and the overall business strategy. An HRM strategy guides functional areas like recruitment, hiring, and training. It also influences company leadership, talent management, culture, and strategic planning. The goals are to recruit and retain top talent, foster a high-performance culture, and meet business objectives. Barriers to effective strategic HRM include resistance to change, lack of resources, and failure to properly implement growth strategies.

1. Strategic Human
Resource Management
(HRM)
By- Md Tarique Anwar
Sub- HRM & HRD
Session- 2016-18
Univ- Varsity Department of Management (VBU)
21-03-2018
15:47:21
Tarique/MBA/VBU

2.  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.
What Are HRM Strategies?
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3. Some companies may divide these strategies into
four major areas:-
 Culture
 People
 Organization
 Human resource systems
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4.  Top corporate executives and other leaders of the
organization affect the success or failure of the
organizational goals. HR plays a major role in the
selection of the company executives by earning the
respect of the decision-making team through
previous staffing successes and conducting
effective searches. As a business partner, HR
professionals need to take leadership roles in
making important decisions and recommending
ideas and strategies to other organizational
leaders.
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Leadership of the Organization Strategy

5.  Human capital talent is one of the most important
assets in a company. HRM is responsible for
forecasting future staffing needs and creating plans
for recruiting, hiring and retaining top talent. HRM
strategy includes the identification of job
competencies such as knowledge, skills and
abilities to perform each function and develops
comprehensive job descriptions that describe these
competencies and responsibilities. An additional
HRM strategy is continuous training and
development of employees.
21-03-2018 15:47:21Tarique/MBA/VBU
Talents Strategy

6.  According to the American Management Association, a
high-potential organization is one that has clearly defined
performance measures. Top leaders influence employees
in the importance of workplace behaviours that affect the
success of the company. HRM strategies support leaders
in the planning of activities to foster an organizational
culture where employees enjoy working and are
appreciated. In a high-performance organization,
employees are recognized for high performance levels
and creative ideas.
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High Performance Culture Strategy

7.  Some successful organizations attribute strategic
planning to the success with their customers and
employees. HRM strategies play an important role
in defining and implementing many of these plans.
One of the strategic tools used in retaining capital
talent is the employee satisfaction survey.
Employees are asked their opinions regarding
various policies, amenities, benefits and career
development. Conducting customer interviews is
another possible tool to determine satisfaction.
HRM plays a significant role in each of these
processes.
21-03-2018 15:47:21Tarique/MBA/VBU
Strategic Planning

8.  Identifying and analysing external opportunities
and threats that may be crucial to the company's
success.
 Provides a clear business strategy and vision for
the future.
 To supply competitive intelligence that may be
useful in the strategic planning process.
 To recruit, retain and motivate people.
 To develop and retain of highly competent
people.
 To ensure that people development issues are
addressed systematically.
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Benefits of Strategic HRM

9.  To supply information regarding the company's
internal strengths and weaknesses.
 To meet the expectations of the customers
effectively.
 To ensure high productivity.
 To ensure business surplus thorough competency
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10.  Barriers to successful SHRM implementation are complex. The
main reason is a lack of growth strategy or failure to implement
one. Other major barriers are summarized as follows:
 Inducing the vision and mission of the change effort.
 High resistance due to lack of cooperation from the bottom line.
 Interdepartmental conflict.
 The commitment of the entire senior management team.
 Plans that integrate internal resource with external
requirements.
 Limited time, money and the resources.
 The statuesque approach of employees.
21-03-2018 15:47:21Tarique/MBA/VBU
Barriers of Strategic HRM

11.  Fear of incompetency of senior level managers to take up
strategic steps.
 Diverse work-force with competitive skill sets.
 Fear towards victimisation in the wake of failures.
 Improper strategic assignments and leadership conflict
over authority.
 Ramifications for power relations.
 Vulnerability to legislative changes.
 Resistance that comes through the legitimate labour
institutions.
 Presence of an active labour union.
 Rapid structural changes.
 Economic and market pressures influenced the adoption of
strategic HRM.
 More diverse, outward looking approach.
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12. Resource
Dependence
Institutional
Resource-
Based View
of the Firm
Cybernetic Behavioural Approach
Agency/Transaction Costs
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Models of Strategic Management
HRM
Practices
Firm
Strategy
Institutional/Political
Forces
Firm-Level Outcomes
(Performance,
Satisfaction,
Absenteeism, etc.)
HR Behaviours
HR Capital Pool
(Skills, Abilities)

13. THANK
YOU
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