The document discusses strategic human resource management (SHRM). It defines strategy and discusses how organizations are evolving to focus on human capital for competitive advantage. It presents a framework for SHRM with 8 key result areas: planned workforce, quality staffing, employment conditions, managed performance, human resource development, merit and equity, continuous improvement. Factors influencing SHRM adoption in Indian companies include unionization, industry, technology, size, leadership, competitiveness. The conclusion states that a challenge for SHRM is establishing a clear framework for organizational performance.

1. Strategic
Imperatives
CREATE BRAND MARKET
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The Human Resource Angle

2. The Oxford English Dictionary defines Strategy as: ‘The art of a Commander-in-
chief; the art of projecting and directing the larger military movements and
operations of a campaign’
What is Strategy ?
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What is Strategy ? Competitive advantage
“Strategy follows people, the right person leads to the right strategy”
- Jack Welch
Organisations are evolving more and more into 'human capital' or 'intellectual
capital' organisations for competitive advantage.

3. About functioning as a strategic business partner and about linking HR strategies to
business strategies
To guide people to execute the strategy effectively and to achieve desired business
performance
Mandate for H.R.
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Mandate for H.R. Execute the strategy effectively
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4. To establish a clear, coherent and consistent construct for organizational
performance
To bring a focus to the many standard HR activities on outcomes.
Strategic H.R. Framework
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Strategic H.R. Framework
Clear, Coherent And Consistent
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5. The Framework divides the complex task of strategic human resource management
into eight key result areas:
1) Planned Workforce
Through following HR functions:
Skill profiling, workforce analysis, forecasting and planning, special recruiting schemes,
career and succession planning, agency workforce plans.
2) Quality Staffing
Through following HR functions:
Selection, appointment, promotion, redeployment and separation of staff.
3) Responsive and Safe Employment Conditions
Through following HR functions: Employee relations, remuneration, flexible working
arrangements, job design, occupational health and safety programs.
4) Managed Performance
Through following HR functions:
Performance development, ethical conduct standards, whistleblowers policy,
disciplinary processes.
Key Result Areas
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Key Result Areas Framework
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6. 4) Managed Performance
Through following HR functions:
Performance development, ethical conduct standards, whistleblowers policy,
disciplinary processes.
5) Planned Human Resource Development
Through following HR functions:
Training and development planning and implementation.
6) Protection of Merit and Equity
Through following HR functions:
Managing diversity, grievance resolution, appointment and promotion
processes.
7) Continuous Improvement
Through following HR functions:
Best practice, benchmarking studies, business process re-engineering,
organisational structure reviews.
Key Result Areas
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Key Result Areas Framework

7.  The crucial role of managerial innovation in strategic human resource
management is becoming increasingly prevalent in both business and
academic literature.
 India after decades of protectionism is experiencing a revolutionary change.
 In this scenario, to manage organizations efficiently and to compete globally,
adoption of SHRM practices has become more important than ever.
Strategic HRM in Indian Organisations
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HRM in Indian Organisations Strategies
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8. FACTORS INFLUENCING SHRM
Research shows that following factors affect adoption of strategic
Human Resource Management in Indian companies.
• Unionisation:
Higher the Unionization Lesser the chances of adoption of SHRM
Industry differences:
Manufacturing Sector Lesser adoption of SHRM
Services Sector Greater adoption of SHRM
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Factors influencing SHRM Unionization
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9. FACTORS INFLUENCING SHRM
• Technology:
Higher the Technological sophistication Better chances of SHRM
adoption
• Size and Financial Resources:
The greater the size of the organization, the greater is the likelihood of adoption of
innovative SHRM practices;
The greater the financial resources of the organization, the greater is the likelihood of
adoption of innovative SHRM practices
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Factors influencing SHRM Technology

10. FACTORS INFLUENCING SHRM
• Private or Public Sector:
Private organization and organizations with foreign participation will have more
extensive implementations than public and family owned organizations.
• Organisational Leadership:
Strong Org. leadership Strong Org. Culture Adoption of SHRM
Professionally managed HR Deptt. Greater Role of HR
Adoption of SHRM
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Factors influencing SHRM Organisational Leadership

11. FACTORS INFLUENCING SHRM
 Competitiveness:
The greater the need to professionalise and be competitive, the greater
the need for restructuring of organizations, the greater the chances of
adoption of innovative SHRM practices.
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Factors influencing SHRM Competitiveness

12.  A major challenge for Strategic Human Resource Management is to
establish a clear, coherent and consistent construct for organizational
performance.
 Organizations adopt SHRM practices for a variety of reasons. The
antecedents of managerial innovation and SHRM include extent of
unionisation and industrial sectors, technological sophistication,
organizational restructuring and ownership structure, use of
international consultants, organizational leadership, and role of HR
Department.
Conclusion
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Conclusion Antecedents of managerial innovation
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13. Reputation to overall gains
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Strategically connected with clients, engaging and
involving them:
•How to get closer to customers?
•To build brand awareness and enhance loyalty?
•To position new products and services for the effective
market penetration?
•To fulfill what customers really desire?
Specialties
Brand Strategy, business entry & planning, product
development, internet marketing, trade distribution,
public private partnerships, sustainable tourism
management and investment promotion.
Crafting, Operationalizing and
Implementing Growth
Strategies to maximize
opportunities in emerging
geographies;
experience as my strong
resource and capability
Sachin Bansal
Enhancing business profitability

14. SACHIN BANSAL- Chief Explorer
INDIA : +91 97111 90192
sb@creatingdemand.org
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facebook.com/creatingdemand
DELHI LONDON MELBOURNE NEW
YORK ITALY
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Enhancing business profitability….
Copyright 2013-2014 Presentation by: Sachin Bansal