Strategic Human Resource Management - Essay Example

Introduction to Human Resource Management Author’s name Author Affiliation Introduction Most employers and employees in the recent years have developed interest HRM and specifically in SHRM. Amidst the war of talents and the need to become the employer of choice SHRM is the only savior for organizations. There are various studies that have focused on SHRM models as well as the accruing benefits that come with it. The HR manager acts as the link between HRM and SHRM in the organization through various roles. This paper expounds on the concept of Strategic Human Resource Management and looks into three roles of the HR manager. Strategic Human Resource Management Strategic human resource management also abbreviated as Strategic HRM or SHRM refers to an approach that is used in managing human resources that supports long term business goals and strategies (Armstrong & Taylor, 2014). Darwish (2013)defines SHRM as an approach where decisions are made based on plans as well as intentions of any given firm, concerning the employer-employee relationship , organizational training and development, performance evaluation and management, recruitment and selection as well as the strategies, practices and policies of an organization. The central focus of SHRM includes matching the human resources to future needs (Darwish, 2013). It is simply defined as the proactive management of the workforce of a given firm or organization. It includes typical HRM practices such as hiring, discipline, performance appraisal, job description, employee engagement, and promotion among others (Armstrong & Taylor, 2014). The result of SHRM is a maximized mutual benefits and relationship between the employee and the employer (Armstrong & Taylor, 2014). SHRM ensures that the HR management is integrated with the strategy and the strategic needs of an organization (Darwish, 2013). Additionally, it also ensures that all the HR policies are coherent across the policy areas and areas of hierarchy (Armstrong & Taylor, 2014). Where need calls for, SHRM ensures that the HR practices are adjusted so as to ensure that the line managers and employees use them daily (Armstrong & Taylor, 2014). There are three models of SHRM as defined in various literatures. Strategic Labor Allocation Process (SLAP) model focuses on the strategic decision making of the human resource managers (Armstrong & Taylor, 2014). This model is mainly concerned with the organizational changes as well as HR and business strategies. Darwish (2013) asserts that the Strategic fit model lays its focus on matching the available environmental opportunities with the HR capacities and resources of the organization to achieve competitive advantage. This model therefore, integrates HR strategies with business strategies (Darwish, 2013). Last but not least, some literature has discussed the business oriented model that lays its focus on the competitive advantage of the firm. The latter is mostly adopted by small businesses. However, all the three can also be adopted alongside each other for the success of the organization. There is a thin line between SHRM and human resource. First off, while SHRM tinges the role of strategy formulation to the human resource manager, HRM entrusts this to the line managers (Armstrong & Taylor, 2014). In SHRM the employees are viewed as important assets of the organization used to define the competitive advantage of the firm (Armstrong & Taylor, 2014). SHRM is also aligned with the business strategies that drive the organization (Snell & Bohlander, 2010). For this matter, SHRM deals with matters of HR origin such as performance appraisal, recruitment and selection, training and development, talent development and evaluation that are dictated by the business strategy (Armstrong & Taylor, 2014). SHRM is also directly proportional to goal setting of the organization. It also surrounds the process of policy formulation as well as the allocation of relevant resources so as to boost organizational performance and win the war of talents (Snell & Bohlander, 2010). Through fulfilling the long term goals of the organization, SHRM has evolved to be part of HRM that is widely practiced due to the impacts it has on a business (Armstrong & Taylor, 2014). It is noteworthy that, while SHRM used the soft approach of management HRM applies the hard approach making the two completely different. Lastly, SHRM is mainly associated with the outcomes of business level while HRM the outcomes of the HR level (Snell & Bohlander, 2010). There are some benefits of SHRM. First, it supplies competitive intelligence that is useful in strategic planning process (Darwish, 2013). Second, it evaluates the company’s internal strengths and weaknesses thus ensuring high productivity. It also results in a competent workforce that meets the organizational needs (Darwish, 2013). Lastly, it also wheels the business strategy and vision that clears the future paths of the organization (Darwish, 2013). Roles of Human resource manager There are many roles of human resource managers. The manager is a strategic business partner, administrative expert, employee advocate, a change and cultural transformation agent, talent manager, legal advisor, board and senior executive resource and the ambassador of the organization (Wright, 2011). For the scope of this paper only three roles will be selected that is talent manager, administrative expert and legal advisor. Talent Manager The war of talents and the need to become the employer of choice has reshaped the role of the manager (Wright, 2011). The HR manager attracts, develops and retains core employees in an organization (Schein & Purg, 2008). For example, the manager assesses the gap in talent needs of the organization, and then formulates a clear strategy that will be used to get the most talented people to fill the slots (Wright, 2011). The manager then organizes for training as well as development strategies to ensure that the talent pool of the organization is unlimited. The latter institutes a good succession planning move (Wright, 2011). The manager also identifies and tracks the best performing employees who are not in the organization. The manager then comes up with a strategy to attract them into the organization through such things as welfare and performance appraisal as well as good salary in the job market (Wright, 2011). When there are projects the manager as the duty of keeping all local as well as international data of the talents that are to be included in the talent teams. Lastly, the manager acts as the talent scout that continuously ensures that the talent gap is effectively filled (Wright, 2011). Administrative Expert The HR manager assists their departments in matters of management and leadership. The manager has the role of introducing innovations in the organization (Schein & Purg, 2008). For example, when there is inefficiency in the accounting, the HR manager proposes accounting systems that mainly focuses on the payroll aspect of the system as well as training and development of the accounting personnel for efficiency in the organization. In this line the manager has the role of instituting the necessary infrastructure for the success of the organization (Wright, 2011). The manager also mans records processing and keeping (Wright, 2011). The manager ensures that the employee files are up to date, processes employee benefit claims, answers the frequently asked questions concerning leave, transport, medical cover, and also controls all the processes in the HR department (Wright, 2011). Being that the HR manager is involved in policy making; the manager has the role of ensuring that all processes have governing policies (Schein & Purg, 2008). The manager also serves as the welfare officer, counselor and legal advisor in the organization. Legal Advisor The HR manager must be well-versed with the regulations and legislations that govern employment (Schein & Purg, 2008). The manager then ensures there is legal compliance in all the HR activities. This includes the stipulation of terms and conditions of employments, employee rights, the rules and regulations in the organization, and the disciplinary measures (Wright, 2011). Additionally, the HR manager also acts as a legal consultant when setting the minimum wage based on the employment legislations (Schein & Purg, 2008). The HR manager also monitors the legal hazard risk that is likely to run the organization into legal battles. The manager is also a gatekeeper for the ethical and governance practices of the organization (Wight, 2011). The manager therefore has the mandate of pointing it out (Wright, 2011). For example, when the employees are bribing their way up the promotion ladder, the manager will be there to weed out the practice (Schein & Purg, 2008). The manager also interprets various labor laws, does collective bargaining, contacts lawyers in court cases, and handles all disputes in the work environment (Wright, 2011). Conclusion The concept of SHRM is very important in making an organization have competitive advantage. Organizations should have clear cut SHRM systems so as to arise as the best in the job market. As evident in the paper the human resource manager has a very crucial role to play in an organization. HR managers should be proactive and aggressive in a way that their roles bring the best for the organizations. References Armstrong, M., & Taylor, S. (2014). Armstrong's Handbook of Human Resource Management Practice. London: Kogan Page. Darwish, T. K. (2013). Strategic HRM and performance: Theory and practice. Newcastle upon Tyne: Cambridge Scholars Pub. Schein, E. H., & Purg, D. (2008). The changing role of the human resource manager. Bled: IEDC - School of Management. Snell, S., & Bohlander, G. W. (2010). Principles of human resource management. Mason, OH: South-Western Cengage Learning. Wright, P. M. (2011). The chief HR officer: Defining the new role of human resource leaders. San Francisco (CA: Jossey-Bass. Read More