Strategic Human Resource Management-11 - Assignment Example

Strategic Human Resource Management-11 For decades, almost all corporate leaders have realised that human capital one of the most vital asset in all firms. In this regard, the need to have effective talent management has been embraced, which help to develop and retain best talents (Edward 1). Nevertheless, although human capital is viewed as the best asset an organization can ever have, developing and retaining talents is not a simple task as it involves capabilities to organize and manage people.

This is what is believed to contribute to effective organizational performance, thus competitive advantage (Edward 2). In order to achieve HC-centric management, high involvement approach and global competitor approach can be employed by organizations. However, these two approaches highly depend on efficient employment of talent as a major distinguisher and foundation of competitive advantage. The only difference in the utilization of above approaches is on how they take care of talent and their expectations of gaining competitive advantage (Edward 2).

For example, high involvement approach emphasizes on the nature of work that workers are anticipated to do. It also gives room for employees to make decisions about their effectiveness and their level of performance. This means that employees have the responsibility of ensuring that they are capable of self-managing themselves (Edward 2). In the side of global competitor approach, emphasis is on how employees can constantly upgrade their talent. Due to this fact, employees are expected to deliver top scores in their area of duties.

Failure to attain their goals, they are replaced by other individuals with potentials to perform better (Edward 5). Scott-Jackson noted that very few HR plans have the capacity to address the need to realize competitive advantage through differentiating capabilities. On his side, Edward Lawler argues that organizations need to have the ability to organize and manage people. In fact, Scott argues that most HR plans only aims at developing people in relation to what their competitors’ do, something he argues can not enable competitive advantage.

To give solutions to this problem, Edward on his side believes that high involvement approach and global competitor approach can be employed by organizations in order to contribute to effective organization performance, thus competitive advantage. Works cited:Edward, Lawler. Strategic Talent Management: Lessons from the Corporate World. Web 05, June 2012 (www.smhc-cpre.org/download/33/)