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Strategic HRM

Strategic HRM. Strategy. Future oriented plan for interacting with the competitative environment. Strategic Management Process of crafting strategies, their implementation and evaluation of their effectiveness. Strategic HRM (SHRM).

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Strategic HRM

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  1. Strategic HRM

  2. Strategy • Future oriented plan for interacting with the competitative environment. • Strategic Management Process of crafting strategies, their implementation and evaluation of their effectiveness.

  3. Strategic HRM (SHRM) • Strategic human resource management (SHRM) refers to the process of developing practices, programmes and policies that help achieve organisational objectives.

  4. Nature of Strategic HRM (Contd.) • Four roles of HR executives are relevant: • HR should define an organisation’s architecture. • HR needs to be accountable for conducting an organisational audit. • The role of HR as a strategic partner is to identify methods for renovating the parts of the organisational architecture that need it. • HR must take stock of its own work and set clear priorities.

  5. Wallmart • It may be hard to believe, but it's true: Wal-Mart employs more than two million employees around the globe. Imagine the business risks and HR challenges Wal-Mart faces as the world's largest employer.

  6. Empowerment • Commitment conducive culture • Think about final product how they can improve. • Aligning HR practices with startegies.

  7. Strategic Management Process Phase 1 Scan the Environment Phase 2 Identify Sources of Competitive Advantage Phase 5 Monitor and Evaluate HR Strategies Phase 4 Implement HR Strategies Phase 3 Identify HR Strategies

  8. Barriers to Strategic HRM 1. Organisations adopt a short-term mentality and focus on current performance 2. The inability of HR leaders to think strategically 3. Most of the senior managers lack appreciation for the value. 4. Some functional managers see themselves as HR managers as well and are concerned more with technical aspects of their areas of responsibility than the human aspects • Problem of quantifying many of the outcomes and benefits of HR programmes

  9. Barriers to Strategic HRM (Contd.) • 5. Human assets are not owned by organisations and, therefore, are perceived as a higher risk investment than capital assets • 6. Strategic HR may be resisted because of the insensitivity towards change that might arise • 7. Failure to understand the strategic needs of the business, inadequate assessment of the environmental and cultural factors that affect the contents of the strategies and the development of ill-conceived and irrelevant initiatives

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