SCHOOL OF MANAGEMENT STUDIES

UNIT – I - STRATEGIC HUMAN RESOURCE MANAGEMENT – SBAA7019

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 1. INTRODUCTION
1.1 STRATEGY

Strategy is a high-level plan to achieve one or more goals under conditions of uncertainty.
Strategy is an action that managers take to attain one or more of the organization’s goals.
Strategy can also be defined as “A general direction set for the company and its various
components to achieve a desired state in the future. Strategy results from the detailed strategic
planning process”.

 Chandler defines Strategy is the determination of the basic long-term goals of an

enterprise, and the adoption of courses of action and the allocation of resources necessary
for carrying out these goals.
 Mintzberg defines Strategy is a mediating force between the organization and its
environment: consistent patterns in streams of organizational decisions to deal with the
environment.
 Prahlad defines Strategy is more then just fit and allocation of resources. It is stretch and
leveraging of resources

 Jauch and Glueck defines “Strategy is a unified, comprehensive and integrated plan that
relates the strategic advantages of the firm to the challenges of the environment. It is
designed to ensure that the basic objectives of the enterprise are achieved through proper
execution by the organisation.”

1.1.1 NATURE OF STRATEGY

Based on the above definitions, we can understand the nature of strategy. A few aspects
regarding nature of strategy are as follows:

 Strategy is a major course of action through which an organization relates itself to its
environment particularly the external factors to facilitate all actions involved in meeting the
objectives of the organization.

 Strategy is the blend of internal and external factors. To meet the opportunities and threats
provided by the external factors, internal factors are matched with them.

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 Strategy is the combination of actions aimed to meet a particular condition, to solve certain
problems or to achieve a desirable end. The actions are different for different situations.

 Due to its dependence on environmental variables, strategy may involve a contradictory

action. An organization may take contradictory actions either simultaneously or with a gap of
time. For example, a firm is engaged in closing down of some of its business and at the same
time expanding some.

 Strategy is future oriented. Strategic actions are required for new situations which have not
arisen before in the past.

 Strategy requires some systems and norms for its efficient adoption in any organization.

 Strategy provides overall framework for guiding enterprise thinking and action.

1.1.2 CONCEPT OF STRATEGY

The concept of strategy is based on three subsidiary concepts:

 Competitive advantage

 Distinctive capabilities and

 Strategic fit.

Competitive advantage

The concept of competitive advantage was formulated by Michael Porter (1985). Competitive
advantage, Porter asserts, arises out of a firm creating value for its customers. To achieve it,
firms select markets in which they can excel and present a moving target to their competitors by
continually improving their position.

Distinctive capabilities

A distinctive capability or competence can be described as an important feature that confers

superiority on the organization’. Kay extends this definition by emphasizing that there is a
difference between distinctive capabilities and reproducible capabilities. Distinctive capabilities
are those characteristics that cannot be replicated by competitors, or can only be imitated with
great difficulty. Reproducible capabilities are those that can be bought or created by any

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company with reasonable management skills, diligence and financial resources. Most technical
capabilities are reproducible.

Strategic fit

The concept of strategic fit states that to maximize competitive advantage a firm must match its
capabilities and resources to the opportunities available in the external environment. A critical
aspect of top management’s work today involves matching organizational competences (internal
resources and skills) with the opportunities and risks created by environmental change in ways
that will be both effective and efficient over the time such resources will be deployed.

1.1.3 FORMULATION OF STRATEGY

Strategy formulation refers to the process of choosing the most appropriate course of action for
the realization of organizational goals and objectives and thereby achieving the organizational
vision.

The process of strategy formulation basically involves six main steps. Though these steps do
not follow a rigid chronological order, however they are very rational and can be easily followed
in this order.

1. Setting Organizations’ objectives - The key component of any strategy statement is to

set the long-term objectives of the organization. It is known that strategy is generally a
medium for realization of organizational objectives. Objectives stress the state of being
there whereas Strategy stresses upon the process of reaching there. Strategy includes both
the fixation of objectives as well the medium to be used to realize those objectives. Thus,
strategy is a wider term which believes in the manner of deployment of resources so as to
achieve the objectives. While fixing the organizational objectives, it is essential that the
factors which influence the selection of objectives must be analyzed before the selection
of objectives. Once the objectives and the factors influencing strategic decisions have
been determined, it is easy to take strategic decisions.

2. Evaluating the Organizational Environment - The next step is to evaluate the general
economic and industrial environment in which the organization operates. This includes a
review of the organizations competitive position. It is essential to conduct a qualitative

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 and quantitative review of an organizations existing product line. The purpose of such a
review is to make sure that the factors important for competitive success in the market
can be discovered so that the management can identify their own strengths and
weaknesses as well as their competitors’ strengths and weaknesses. After identifying its
strengths and weaknesses, an organization must keep a track of competitors’ moves and
actions so as to discover probable opportunities of threats to its market or supply sources.

3. Setting Quantitative Targets - In this step, an organization must practically fix the
quantitative target values for some of the organizational objectives. The idea behind this
is to compare with long term customers, so as to evaluate the contribution that might be
made by various product zones or operating departments.

4. Aiming in context with the divisional plans - In this step, the contributions made by
each department or division or product category within the organization is identified and
accordingly strategic planning is done for each sub-unit. This requires a careful analysis
of macroeconomic trends.

5. Performance Analysis - Performance analysis includes discovering and analyzing the

gap between the planned or desired performance. A critical evaluation of the
organizations past performance, present condition and the desired future conditions must
be done by the organization. This critical evaluation identifies the degree of gap that
persists between the actual reality and the long-term aspirations of the organization. An
attempt is made by the organization to estimate its probable future condition if the current
trends persist.

6. Choice of Strategy - This is the ultimate step in Strategy Formulation. The best course of
action is actually chosen after considering organizational goals, organizational strengths,
potential and limitations as well as the external opportunities.

1.1.4 STRATEGY IMPLEMENTATION

Strategy implementation is the translation of chosen strategy into organizational action so

as to achieve strategic goals and objectives. Strategy implementation is also defined as
the manner in which an organization should develop, utilize, and amalgamate

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 organizational structure, control systems, and culture to follow strategies that lead to
competitive advantage and a better performance.

Steps in implementing a strategy:

Developing an organization having potential of carrying out strategy successfully.

Disbursement of abundant resources to strategy-essential activities.

Creating strategy-encouraging policies.

Employing best policies and programs for constant improvement.

Linking reward structure to accomplishment of results.

Making use of strategic leadership.

Excellently formulated strategies will fail if they are not properly implemented. Also, it is
essential to note that strategy implementation is not possible unless there is stability
between strategy and each organizational dimension such as organizational structure,
reward structure, resource-allocation process, etc.

1.2 EVOLUTION OF SHRM

The evolution of SHRM are summarised here:

1. From Personnel Management to HRM:

Traditionally, it was the initial stage to perform the HR functions in the managerial set up in the
form of personnel department. There were mainly the functions of staffing and maintaining the
labour relations at every sphere of organisational set up. The personnel management was more
centralise and bureaucratic with some old and traditional approaches. It was not viewed as
involved in the competitive or strategical areas of business. Before the year 1970, the emergence
of HRM as replacement for personnel management was taken up. The main task of HRM is to
ensure the achievements of organisational goals through the commitment of people and it is often
believed in that HRM is just a more modern term as compared to the traditional personnel
management.

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2. From HRM to SHRM:

For the last four decades, it was the dynamic and competitive business environment resulting
from globalisation has led top managerial cadres to bring a new focus on HR to be organises and
managed. It was a basic perception that how the HRM managed and contributes to the effective
role and performance of organisation. Now the HR function has to develop more dynamic and
strategical viewpoints. The late 1980th and early 2000s witnessed an integrated approach was
developed between HRM and business strategy. More attention was given on the relationship of
HRM with the strategic management of organisation. In the 21st century the HRM has the
approaches of HR cognition, HR learning, knowledge of HR, network of HR and HR
development within the purview of strategic managerial scenario.

It was the proactive role of HRM which have concerned with organisational effectiveness,
strategical framework, behavioural aspects, resource utilisation, capacity development and
change environment. Since the HR provide and contribute a lot of different competitive
advantages to the organisation, it is needful to integrate HR practices with the emergence of new
strategical viewpoints of corporate business areas. With the emerging role of strategic planning
of HR, integrated approach of HR systems, strategical business environment and new avenues of
organisational effectiveness was emerged. There have been a dynamic shift from the concept of
HRM to Strategic Human Resource Management.

Strategic human resource management is the process of linking the human resource function
with the strategic objectives of the organization to improve performance. Attracting and keeping
talented and skilled employees is one of the most important challenges organizations face in
today’s dynamic business world. No strategy, no matter how well designed, will work unless the
organization has the right people, with the right skills and behaviors, in the right roles, motivated
in the right way and supported by the right leaders. A company can develop a competitive
advantage through the skills and competencies of its people. So to be successful more value must
be given to people.

 Strategic human resource management is the proactive management of people to the

desired value to them. It is designed to help companies better meet the needs of their
employees while promoting company goals.

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  SHRM is a philosophy of people management based on the belief that human resources
are uniquely important to sustain business success.
 SHRM aims to ensure that the culture, style, and structure of the organization and the
quality, commitment and motivation of its employees contribute fully to the achievement
of business objectives.
 HR strategies combine all people management activities into an organized and integrated
program to meet the strategic objectives of an enterprise.

1.3 SHRM DEFINITION

“Strategic human resource management means formulating and executing human resource
policies and practices that produce the employee competencies and behaviors that the company
needs to achieve its strategic aims.”- Gary Dessler

“Strategic human resource management is an approach to making decisions on the intentions and
plans of the organization concerning the employment relationship and the organization’s
recruitment, training, development, performance management, and the organization’s strategies,
policies, and practices.” – Armstrong

Strategic human resource management (SHRM) is defined as “the pattern of planned human
resource deployments and activities intended to enable an organization to achieve its goals”. –
Wright & McMahan

1.3.1 NATURE OF SHRM

 Long-term Focus: As business strategies have a long-term orientation, therefore, focus of
SHRM is also long-term probably more than one year
 Associated with Goal-Setting: SHRM is highly related with setting of objectives, formulation
of policy and allocation of resources and it is carried out at all levels of top management.
 Interrelated with Business Strategies: There is an interrelation between business strategies
and SHRM. E.g. it gives significant inputs when business strategy is formulated, and human
resource strategies (like recruitment, staffing, training and performance appraisal)

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 Fosters Corporate Excellence Skills: SHRM considers employees as the strategic potential of
the organization and on that basis makes effort to differentiate the organization from its
competitors present in the markets. It also promotes learning of modern skills

1.3.2 COMPONENTS OF STRATEGIC HUMAN RESOURCE MANAGEMENT

This definition implies the following four components of SHRM:

1. It focuses on an organization’s human resources (people) as the primary source of competitive

advantage of the organization.

2. The activities highlight the HR programs, policies, and practices as the means through which
the people of the organization can be deployed to gain competitive advantage.

3. The pattern and plan imply that there is a fit between HR strategy and the organization’s
business strategy (vertical fit) and between all of the HR activities (horizontal fit).

4. The people, practices, and planned patterns are all purposeful, that is, directed towards the
achievement of the goals of the organization.

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Fig 1: Components of SHRM

1.3.1 OBJECTIVES OF SHRM

(a) Plan for manpower requirements for its business located in national and international
markets.

(b) Conduct scientific selection and appointment of employees for business operation of right
type and right in number.

(c) Train the employees on technology in use and working procedure for developing their skills
and knowledge.

(d) Place the employees at jobs according to their areas of specialization.

(e) Provide opportunities for the employees deserving on the scientific basis.

(f) Compensate employees according to their skills, experience and contributions.

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(g) Maintain employees motivated, satisfied and cooperative in organisation.

(h) Improve industrial relations, industrial peace and harmony at workplace.

(i) Encourage employees for their cooperation, commitments and higher performance at work.

(j) Contribute through manpower in improvement of organisational performance and

organisational effectiveness in business.

(k) Contribute in profitability, progress and image of the organisation.

(l) Stay competitive and effective in business for growth and excellence in global market.

For effective accomplishment of the objectives the Strategic HRM should keep in mind the
interests of all concerned parties or stakeholders in the organisation in designing its strategies.
The main stakeholders are employees, employer and management. The focus of SHRM should
be on human relations, regular development, empowerment of employees; leadership,
communication, welfare and security of employees, quality of work life.

1.3.2 NEED FOR SHRM

 The first & at most concern of SHRM is to focus on actions that distinguish an
organization/firm from its competitors.

 It provides idea to allocate the resources of organization to most match & capable
Employee.

 It design the foundation of organization to achieve efficient business benefits, structure,

culture, employees values propositions and effective communication strategic plan for
HRM.

 SHRM also keep track of down turns, down falls, risks and other business acquirement.

 SHRM also take part in employee recruitment, hiring, training and assessments
processes.

 SHRM add its expression in business’s decision making task.

 Strategic Human Resource Management give emphasis to organizational codes of moral

values and manage public crash of business.

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  SHRM provide tactic and proposal to the director of organization.

 SHRM take your business to the new level, integrates HR workflow, defines new goals,
aligned employee work force for business flourishment.

1.3.3 IMPORTANCE OF STRATEGIC HUMAN RESOURCE MANAGEMENT

1. Identifying and analysing external opportunities and threats that may be crucial to the
company’s success.

2. Provides a clear business strategy and vision for the future.

3. To supply competitive intelligence that may be useful in the strategic planning process.

4. To recruit, retain and motivate people.

5. To develop and retain highly competent people.

6. To ensure that people development issues are addressed systematically.

7. To supply information regarding the company’s internal strengths and weaknesses.

8. To meet the expectations of the customers effectively.

9. To ensure high productivity.

10. To ensure business surplus thorough competency.

1.3.4 ROLE OF SHRM

The major roles of Strategic HRM in an organisation are given below:

1. Strategic role – The strategic role of HR involves formulating business decisions, translating
corporate strategy into a human resource strategy, and training employees to concentrate on
customer needs.

2. Information and decision-making role – In this role, the HR department must inform and
advice the organisation about the various best practices like efficiency in customer services or
new product development. In the information and decision- making role, HR must take decisions
about problems in employee relations.

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3. Strategic HR functional role – This is a very important role. In this role, HR must select,
design and implement planning and appraisal systems for the employees. These systems should
fit both the strategy and the culture of the organisation concerned.
4. Administrative role – In this role, HR must implement policies and procedures for the
organisation. In addition, the HR department must try to improve the administrative system of
the organisation. SHRM organises various training and development programmes to encourage
employee involvement. It thus, motivates the employees to become flexible to achieve the
strategic goals of the organisation.

1.3.7 HR AS ASSETS - VRIO Framework:

The VRIO Framework or VRIO Model is part of the Resource-Based View (RBV), which is a
perspective that examines the link between a company’s internal characteristics and its
performance. RBV is therefore complementary to the Industrial Organization (I/O) perspectives
that look more at external factors such as competitiveness in order to determine performance and
profit potential .

The supporters of RBV argue that organizations should look inside the company to find the
sources of competitive advantage instead of looking at the competitive environment. The key
concepts within this view are therefore Firm Resources and Sustainable Competitive Advantage.
Firm resources can be defined as ‘all assets, capabilities, organizational processes, firm
attributes, information and knowledge controlled by a firm that enables it to improve its
efficiency and effectiveness’.

Resources are often classified into categories such as tangible (e.g. equipment, machinery, land,
buildings and cash) and intangible (e.g. trademarks, brand reputation, patents and licenses)
or physical, human and organizational resources. In order for companies to transform these
resources into sustainable competitive advantage, resources must have four attributes that can be
summarized into the VRIO framework.

Valuable:

First and foremost resources must be valuable. According to the RBV, resources are seen as
valuable when they enable a firm to implement strategies that improve a firm’s efficiency and
effectiveness by exploiting opportunities or by mitigating threats.

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Rare Secondly, resources must be rare. Resources that can only be acquired by one or few
companies are considered to be rare. If a certain valuable resource is possessed by a large
amount of players in the industry, each of the players has a capability to exploit the resource in
the same way, thereby implementing a common strategy that gives non of the players a
competitive advantage. Such a situation is indicated as competitive parity or competitive
equality. In case a company does possess a large amount of resources that are valuable and rare,
it is likely to have at least temporary competitive advantage.

Inimitable

Although valuable and rare resources may help companies to engage in strategies that other firms
cannot pursue since the other firms lack the relevant resources, it is no guarantee for long-term
competitive advantage. It may give the focal company a first-mover advantage but competitors
will probably try to imitate these resources. Another criteria that resources should meet is
therefore that they should be hard and costly to imitate or substitute.

Organization

The resources themself do not create any advantage for a company if the company is not
organized in way to adequately exploit these resources and capture the value from them. The
focal company therefore needs the capability to assemble and coordinate resources effectively.
Examples of these organizational components include a company’s formal reporting structure,
strategic planning and budgeting systems, management control systems and compensation
policies. Without the correct organization to acquire, use and monitor the resources involved,
even companies with valuable, rare and imperfectly imitable resources will not be able to create
a sustainable competitive advantage. When all four resource attributes are present, a company is
save to assume it has a distinctive competence that can be used as source of sustainable
competitive advantage. Below is a diagram that sums up the four VRIO attributes and the
resulting advantages the company has in different situations.

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Fig 2: VRIO Framework

1.4 TRADITIONAL HRM VERSUS SHRM

. The major points of differences between the two are;

Basis Traditional HRM SHRM

Responsibility Staff personnel in the HR Line managers; all managers responsible

for HR department for people are HR managers
programs

Focus of Employee relations— ensuring Partnerships with internal (employees) and

activities employee motivation and external (customers, stakeholders, public
productivity, compliance with laws interest groups) groups

Role of HR Reactive and transactional Proactive and transformational, change

leader

Initiative for Slow, piecemeal, and fragmented, Fast, flexible, and systemic, change
change not integrated with larger issues initiatives implemented in concert with
other HR systems

Time horizon Short-term Consider various time frames as necessary

(short, medium, or long-term)

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 Control Bureaucratic control through rules, Organic control through flexibility, as few
procedures, and policies restrictions on employee behavior as
possible

Job design Focus on scientific management Broad job design, flexibility, teams and
principles—the division of labor, groups, and cross-training
independence, and specialization

Important Capital, products, technology, and People and their knowledge, skills, and
investments finance abilities

Accountability Cost center. Investment center.

1.5 DIFFERENCE BETWEEN SHRM AND HR STRATEGIES

The terms strategic human resource management and human resource strategies are often used
interchangeably, however, some distinction can be made between the two.

In a general sense, the difference between SHRM and HR strategies is similar to that between
strategic management and corporate business strategies. Both SHRM and strategic management
describe an approach adopted by the management and focus on long-term issues and provide
direction to the organization.

Human resource strategies and business strategies are outcomes of this approach which focus on
the organizational view concerning key issues and specific functions, or activities.

SHRM HR Strategies

 A general approach to the  Outcome (manifestation) of the general SHRM

strategic
management of human resources. approach.

  Focus on specific organizational intentions

Aligned with the organizational intention about
its future direction. about what needs to be done.

 Focus on specific issues that facilitate the

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 Focus on long-term people issues. achievement of corporate strategy.

  Human resource strategy decisions are derived

Defines the areas in which specific HR
strategies need to be developed. from SHRM.

 Focus on macro concerns such as structure,

culture.

 Strategic HRM decisions are built into the

strategic business plan.

1.6 HARD VS. SOFT HRM

Hard HRM:

The focus here is to identify workforce needs so you can recruit and manage as you need to
(including hiring staff, or making others redundant).

The main features of this approach are

 Regular changes in employee numbers.

 Little business transparency.
 Lower wages.
 Little to no empowerment of employees.
 Appraisal systems that focus on good and bad performance.
 A more old-fashioned style of leadership.

Soft HRM: This approach treats employees as an essential resource in your business—if not the
most important one of all. This makes it a more progressive outlook. One where you treat staff
members as individuals. The soft HRM model focus is for the needs of your staff, including
rewards and motivation.

 Focussing on long-term planning for your business and its workforce.

 An open and transparent business model with good communication.
 Competitive pay, relying on salary benchmarking and bonus packages.
 Employee empowerment.

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  Appraisal systems that identify training opportunities and professional development.
 A more democratic type of leadership.

1.7 LINKING HR PRACTICES TO BUSINESS STRATEGY AND ONE ANOTHER

This issue of fitting HR practices to business strategy is becoming increasingly important and
relevant HR issues for HR staff and line managers. HR fit involves making sure HR activities
make sense and help the organization achieve its goals and objectives.

The three aspects of HR fit are:

1. Vertical fit

This aspect of vertical fit concerns the coincidence between HR practices and overall
business strategy.

2. Horizontal fit

This relates to the extent to which HR activities are mutually consistent. Consistency
ensures that HR practices reinforce one another.

3. External fit

The third aspect concerns how well HR activities match the demands of the external
environment. Ensuring these aspects of fit requires HR practice choices. The challenge is
to develop internally consistent configurations of HR practice choices that help to
implement the firm’s strategy and enhance its competitiveness.

There is a need for strategic flexibility along with a strategic fit for the long-term
competitive advantage of the firm. The fit is defined as a temporary state in an
organization, whereas flexibility is defined as the firm’s ability to meet the demands of
the dynamic environment. The two types of flexibility identified are:

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  Resource Flexibility

Resource flexibility is the extent to which a firm can apply its resources to a variety of
purposes. It also involves the cost, difficulty, and time needed to switch resources from
one use to another.

 Coordination flexibility

Coordination flexibility concerns the extent to which an organization has decisionmaking

and other systems that allow it to move resources quickly from one use to another. This
task is accomplished by having an effective partnership between HR managers and line
managers.

1.8 STRATEGIC FIT:

Strategic fit expresses the degree to which an organization is matching its resources and
capabilities with the opportunities in the external environment. In addition, strategic fit also
examines the resource base of the organization and explores how they can be utilized to achieve
maximum benefits. Resources can be classified both as tangible and intangible:

Tangible: ▪ Financial (Cash, securities) ▪ Physical (Location, plant, machinery)

Intangible: Technology (Patents, copyrights) Human resources Reputation (Brands) Culture

Strategic fit” is an often-used term in strategic goals. It is a crucial part of strategic process
management. Two important key factors that help organization achieve strategic fit are the
planning and implementing strategy. Strategic fit portrays an organization’s ability to utilize its
resources and depicts how well it is performing in making the most of the internal and external
environmental issues as well as strengths and opportunities. Strategic fit is linked to the effective
utilization of resource by a business organization which implies that profitability cannot be only
achieved through positioning and selecting the right industry for the organization but rather
through focusing on internal factors that make use of the inimitable distinctiveness of the
organization’s assortment of resources and competences. Strategy fit is all about managing and
modifying strategies, which includes formation of business structure to support the way it
operates through the progression and correlation; achieving success by the use of available
resources, such as people, technology and information, and adjusting the strategy to face new
challenging situations

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RESOURCE-BASED VIEW (RBV)

The resource-based view of the firm (RBV) represents a fundamental change in SHRM thinking
by focusing on the internal resources of the organization, rather than external. This approach
particularly seeks to build a ‘unique bundles’ of HR practices as a source of sustainable
competitive advantage.

In order to have competitive advantage keeping key employees loyal is essential.For an example,
a luxury restaurant management provides a unique platform for employees where they customize
their kitchen based on the Chef’s needs & desire, this strategic HR approach is a core
competence that will make your employees feel like business partners. Another example of using
(RBV) approach in attracting & wining back employees who matters to your business. A trading
firm offers their key employee’s a comprehensive benefits scheme through providing flexible
hours initiatives which allows them to work from home; such HR practices acts as a valuable
resource which will reduce the threats of them leaving you and heading to the competitor.

Fig 3 : RESOURCE-BASED VIEW (RBV)

The resource-based view (RBV) is a way of viewing the firm and in turn of approaching
strategy. Fundamentally, this theory formulates the firm to be a bundle of resources. It is these
resources and the way that they are combined, which make firms different from one another. It is

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considered as taking an inside-out approach while analysing the firm. This means that the
starting point of the analysis is the internal environment of the organization.

Resources

Resources of the firm can include all assets, capabilities, organizational processes, firm
attributes, information and knowledge. In short resources can be considered as inputs that
facilitate the organization to perform its activities. All resources that an organization has may not
have strategic relevance. Only certain resources are capable of being an input to a value creating
strategy which put the organization in a position of competitive advantage. An organization’s
resource should have four attributes to provide the potential for competitive advantage.

The VRIN characteristics :

 Valuable - When resources are able to bring value to the firm they can be a source of
competitive advantage.

 Rare - Resources have to deliver a unique strategy to provide a competitive advantage to

the firm as compared to the competing firms. Consider the case where a resource is
valuable but it exists in the competitor firms as well. Such a resource is not rare to
provide competitive advantage

 Inimitable - Resources can be sources of sustained competitive advantage if competing

firms cannot obtain them. Consider the case where a resource is valuable and rare but the
competing organizations can copy them easily. Such resources also cannot be sources of
competitive advantage

 Non-substitutable - Resources should not be able to be replaced by any other

strategically equivalent valuable resources. If two resources can be utilized separately to
implement the same strategy then they are strategically equivalent. Such resources are
substitutable and so are not sources of sustained competitive advantage. The VRIN
characteristics mentioned above are individually necessary for the resources to be
valuable

1.9 BEST PRACTICE VS. BEST FIT APPROACH

Most organizations don’t place a high enough focus on human capital management as a
component of core competence. In order for organizations to be successful in any market, they
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must have a strategic approach in managing human resources which will lead in creating a
workforce that provides a sustainable competitive advantage.

The relationship between performance and human resources management can be linked into two
strategic approaches which are the “best practice” & “best fit”.

Best practice

The Best-practice model claims that certain bundles of HR activities exist

which universally support in improving Any organizational performance in reaching a
competitive advantage regardless of the organizational setting and irrespective of the location &
size. What works well in one organization will not necessarily work well in another because it
may not fit its strategy, culture, management style, technology or working practices.

Best fit

On the other hand, Best-fit approach is also known as the contingency model and proponents of
this approach assert that there is no universal way of doing things as what might work well in
one place may be unsuccessful in another place. This vertical integrated approach the proposition
that organizations will be more effective if they adopt a policy of strategic configuration by
matching their strategy to one of the ideal practices, where leverage is gained through the close
link of HR policies & practices to the business objectives.

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1.10 THEORETICAL PERSPECTIVES OF SHRM

Fig 4 THEORETICAL PERSPECTIVES OF SHRM

1. Fit Perspective :

HR practices and organization performance indicators. The fit perspective, therefore, proposes
HR as a critical success variable that must be integrated into all phases of organizational planning.
Moreover, even the best laid strategic plans cannot be implemented without taking into account the
HR practices.

2. Functional perspective

Strategic human resource management literature classified as ‘functional’ has two characteristics.
Human resource is seen as a staff function and, therefore, as advisory and subordinate to the core
line functions. This is in accordance with the classical organization design theory. This
perspective relies on the principle that an organization performs best when each departmental unit
maximizes its contributions, limited to its unique area of expertise. General managers at the top have
the responsibility of giving direction to the firm, functional managers with independent expertise
(HR functional staff specialists) are in the middle, and subordinates who carry out supervisors’
directives are at the bottom.

3. Economic Perspective

This perspective views human resources as a unique and distinguishable source of competitive

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advantage. Barney’s resource-based VRIO framework, discussed earlier, takes an economic
perspective on SHRM. Wright and McMahan (1992) extended Barney’s view and argued that
human resources can be a source of sustained competitive advantage when four basic require-
ments are met—human resources must add value to the firm’s production processes, skills
sought by the firm must be rare, human capital must not be easily imitable, and human resources
must not be subject to replacement by technological advances or other substitutes.

4. Typological Perspective

Typologies help in developing systematic comprehensive theories for the study of new innovations
in managerial thought. The three distinct types of HR strategies identified by them were as
follows:

Inducement strategy It is used by firms to support a business environment that is highly

competitive with respect to price and/or quantity. In this strategy, the decision making power is
highly centralized, with supervisors accepting only a moderate amount of employee initiative,
while discouraging innovation and spontaneity. Human resource strategies focus on cost,
expecting high performance in a minimally staffed organization. Loyalty and commitment are
rewarded by the organization to discourage high employee turnover.

Investment strategy It is most likely to be found in firms where the business strategy is based on
differentiation, such as quality, features, or service, rather than price. The organization is
characterized by a tall structure, power is centralized, and the technology is modern and
adaptable. The HR strategy encourages creativity, initiative, and high performance standards.
Formal rules and procedures are minimal.

Involvement strategy It is found in firms with a business strategy based on innovation and
flexibility when they are confronted with a market that is characterized by a highly competitive
price and/or quality. This strategy is also found in firms that use innovation to continuously provide
differentiated products or services, and also respond fast as there is a change in markets or when
their competitors catch up.

1.11 STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM) – APPROACHES

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There are two approaches to strategic human resource management:

1. Attempts to link Human Resource activities with competency based performance measures.

2. Attempts to link Human Resource activities with business surpluses or profit.

These two approaches indicate two factors in an organisational setting. The first one is the
human factor, their performance and competency and the later is the business surplus. An
approach of people concern is based on the belief that human resources are uniquely important in
sustained business success.

An organization gains competitive advantage by using its people effectively, drawing on their
expertise and ingenuity to meet clearly defined objectives.Integration of the business surplus to
the human competency and performance required adequate strategies. Here the role of strategy
comes into picture. The way in which people are managed, motivated and deployed, and the
availability of skills and knowledge utilized will all shape the business tomorrow’s strategy.

The strategic orientation of the business then requires the effective orientation of human
resources to competency and performance excellence.

1.11.1 Benefits of a Strategic Approach to HR:

1. Identifying and analyzing external opportunities and threats that may be crucial to the
company’s success,

2. Provides a clear business strategy and vision for the future,

3. To supply competitive intelligence that may be useful in the strategic planning process,

4. To recruit, retain and motivate people,

5. To develop and retain of highly competent people,

6. To ensure that people development issues are addressed systematically,

7. To supply information regarding the company’s internal strengths and weaknesses,

8. To meet the expectations of the customers effectively,

9. To ensure high productivity,

10. To ensure business surplus thorough competency,

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11. Facilitates development of high-quality workforce through focus on types of people and
skills needed,

12. Facilitates cost-effective utilization of labour, particularly in service industries where labour
is generally greatest cost,

13. Facilitates planning and assessment of environmental uncertainty, and adaptation of

organization to external forces,

14. Successful SHRM efforts begin with identification of strategic needs,

15. Employee participation is critical to linking strategy and HR practices,

16. Strategic HR depends on systematic and analytical mindset,

17. Corporate HR departments can have impact on organization’s efforts to launch strategic
initiatives.

1.12 BARRIERS TO STRATEGIC HUMAN RESOURCE MANAGEMENT

1. Short term mentality: Short-term mentality and focus on the current performance of
SHRM is the first barrier. Every manager act, long-term focus, because the organization
has been established with long-terms objectives/focus.
2. Strategic inability: Very often SHRM does not think strategically and he cannot think it
due to incapability. This type of inability may arise for many reasons as lack of technical
knowledge, insufficient training and the like.
3. Lack of appreciation: Sometimes top managers do not recognize the activities of
strategic human resource management. So SHR manager does not get interested in doing
any innovative venture. A few appreciations may get them a substantial mental boost up.
4. Failure in understanding the role: General managerial roles may not be fully understood
by be managers. This failure is due to lack of knowledge about the specialty of a degree
of responsibility. This failure may create distance between these managers.
5. Difficulty in quantifying outcomes: Many outcomes may not be quantified. But SHRM
tries to enjoy the contribution. This is not always possible. Participation, work etc. type
function cannot be quantified because of their intangibility.

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6. Wong perception on human assets: Investment in human assets may be regarded as high
risk than that of technology and information. Though these technologies are run by the
human resources. This wrong perception may inhibit the progress.
7. Resistance: SHR Managers may be resisted because of the incentives for change that
might arise. The change implemented demand some incentives for efforts to execute the
changed program. If these incentives are not given reasonable, they may create barriers
SHRM

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 SCHOOL OF MANAGEMENT STUDIES

UNIT – II - STRATEGIC HUMAN RESOURCE MANAGEMENT – SBAA7019

1
 2. MODELS OF SHRM

2.1 THEORIES OF SHRM

The development of strategic human resource management theories allows management to do

HR practice in a more flexible and effective way. Strategic Human Resource Management which
is the result of the evolution has brought to the organisation’s attention. For getting success into
business, business strategies involve observing the ability of your employees so that the
outcomes can be submitted on time following by the growth of company. Through the strategic
planning process, you can make sure that you know the company goals, opportunities and the
other competitive and after that hire the staff and get them train to achieve all the requirements of
company.

Universalistic theory

 It is also referred to as the best practice model, which is based on the assumption that
there is a set of superior/best HRM practices, and that adopting them will inevitably lead
to superior organizational performance
 The idea that the adoption of certain ‘best’ human resource practices would result in
enhanced organizational performance, manifested in improved employee attitudes and
behaviors, lower levels of absenteeism and turnover, higher levels of skills and therefore
higher productivity, enhanced quality and efficiency and of course increased profitability.
 Universalistic perspective maintains that firms will see performance gains by identifying
and implementing best practice irrespective of the product market situation, industry or
location of the firm.
 Firms that have very distinctive management practices, distinctive human resources
practices which shape the core competences that determine how firms compete. What
works well in one organization will not necessary work well in another because it may
not fit its strategy, technology or working practices.
 Organizational high performance work systems are highly idiosyncratic and must be
tailored carefully to each firm’s individual situation and specific context in order
toprovide maximum performance.
 Benchmarking is a valuable way of identifying areas of innovation and development that
are practiced to good effect elsewhere by leading companies.

2
Contingency theory

 For the contingency theory, otherwise known as best fit HRM, there are no universal
prescription of HR policies and practices. It is all contingent on the organization’s
context, culture and its business strategy
 The best fit theory emphasizes the importance of ensuring that HR strategies are
appropriate to the circumstances of the organization, including the culture, operational
processes and external environment.
 HR strategies have to take account of the particular needs of both the organization and its
people. It explores the close link between strategic management and HRM by assessing
the extent to which there is vertical integration between an organization’s business
strategy and its HRM policies and practices
 The vertical integration between business strategies or the objective of the business and
individual behaviour and ultimately individual, team and organizational performanceis at
the fore of core models of SHRM.
 In vertical integration or ‘fit’ where ‘leverage’ is gained through procedures, policies and
processes is widely acknowledged to be a crucial part of any strategic approach to the
management of people.
 The best fit therefore ensures an explicit link or relationship between internal people
processes and policies and the external market in business strategy, and thereby ensures
that competences are created which have a potential to be a key source of competitive
advantage.
 According to the contingency approach, a firm’s approach to competition depends on, or
makes use of the talents and capabilities of employees, then HR practices would be more
likely to have an impact on performance; otherwise the connection between HR and
performance might be minimal.

Configurational theory

 A strategy’s success turns on combining external fit and internal fit. A firm with bundles
of HR practices should have a high level of performance, provided it also achieves high
levels of fit with its competitive strategy.

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  Emphasis is given to the importance of bundling SHRM practices and competitive
strategyso that they are interrelated and therefore complement and reinforce each other.
 Practices within bundles are interrelated and internally consistent, and has an impact on
performance because of multiple practices. Employee performance is a function of both
ability and motivation. There are several ways in which employees can acquire needed
skills (such as careful selection and training) and multiple incentives to enhance
motivation (different forms of financial and non-financial rewards.)
 A key theme that emerges in relation to best-practice HRM is that individual practices
cannot be implemented effectively in isolation but rather combining them into integrated
and complementary bundles is crucial.
 In the configuration school, cohesion is thought likely to create synergistic benefits which
in turn enable the organization’s strategic goals to be met.
 The approach of bundling is holistic as it is concerned with the organization as a total
entity and addresses what needs to be done as a whole in order to enable it to achieve its
corporate strategic objectives.
 The notion of a link between business strategy and the performance of every individual in
the organization is central to ‘fit’ or vertical integration. Internal fit advocates bundlesof
practice, to ensure that organizations gain benefits from implementing a number of
complementary practices rather than only a single practice

Competitive Theory

 Under this model, organizations need to work out the required employee behaviors to
implement a chosen competitive strategy and devise supporting HR practices to enable
those behaviors to be encouraged in the workforce. Vertical integration can be explicitly
demonstrated through the linking of a business goal to individual objective setting, to the
measurement and rewarding of attainment of that business goal.
 SHRM according to configuration theorists requires an organization to develop a HR
system that achieves both horizontal and vertical integration. The configuration approach
contributes to the SHRM debate in recognizing the need for organizations to achieve both
vertical and horizontal fit through their HR practices, so as to contribute to an
organization’s competitive advantage and therefore be deemed strategic.

4
  The use of performance management practices and competency frameworks are typically
adopted to provide for coherence across a range of HR activities

2.2 MULTILEVEL MODEL OF SHRM

Fig 2.1 MULTILEVEL MODEL OF SHRM 1

Harvard Model or the Integrated System Model:

The Harvard Model was postulated by Beer et al (1984) at Harvard University. The authors of
the model also coined it the map of HRM territory. The Harvard model acknowledges the
existence of multiple stakeholders within the organisation. These multiple stakeholders include
shareholders of various groups of employees, government and the community at large.

The recognition of the legitimacy of these multiple stakeholders renders this model a neo-
pluralist model. This model emphasises more on the human/soft side of HRM. Basically this is
because this model emphasizes more on the fact that employees like any other shareholder are
equally important in influencing organisational outcomes. In fact the interest of the various

5
groups must be fused and factored in the creation of HRM strategies and ultimately the creation
of business strategies.

A critical analysis of the model shows that it is deeply rooted in the human relations
tradition. Employee influence is recognised through people motivation and the development of
an organisation culture based on mutual trust and team work. The factors must be factored into
the HR strategy which is premised on employee influences, HR flows, reward system etc. The
outcomes from such a set up are soft in nature as they include high congruence, commitment,
competencies etc.

The achievement of the crucial HR outcomes has got an impact on long term
consequences, increased productivity, organisational effectiveness which will in turn influence
shareholder interests and situational factors hence making it a cycle. It is thus important to note
that the Harvard model is premised on the belief that it is the organisation’s human resources that
give competitive advantage through treating them as assets and not costs.

Fig 2.2 Harvard Model 1

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Devanna Model / “Matching Model”/ Michigan Model:

This model would be described as ‘hard’ HRM because it emphasises treating employees as a
means to achieving the organisation’s strategy, as a resource that is used in a calculative and
purely rational manner. Hard HRM focuses more than soft HRM does on using people as
resources and as a means towards the competitive success of the organisation.

Arguably, the strength and the major limitation of their approach is that it focuses on the
organisation and how it can best rationally respond to its external environment. Focusing on the
level of the organisation has the advantage of drawing attention to aspects partly under the
control of management, such as formal strategy, structure, and preferred culture. On the other
hand, attending to the organisational level may lead managers to assume that, through
organisational strategy, structure, and HR systems, they have more power than they really have
to change individuals and influence the external environment.

Hard HRM assumes that increasing productivity will continue to be management’s principal
reason for improving HRM. The authors proposed a framework for strategic HRM that assumes
the needs of the firm are paramount. They said in their view organisations exist to accomplish a
mission or achieve objectives and that strategic management involves consideration of three
interconnected issues. First, the mission and strategy must be considered because these are an
organisation’s reason for being. Second, the organisation’s structure, personnel requirements,
and tasks, must be formally laid out, including systems of accounting and communications.
Third, HR systems need to be established and maintained because, as the authors state: ‘people
are recruited and developed to do jobs defined by the organisation’s formal structure: their
performance must be monitored and rewards allocated to maintain productivity’

The Michigan model is ‘hard’ HRM because it is based on strategic control, organisational
structure, and systems for managing people. It acknowledges the central importance of
motivating and rewarding people, but concentrates most on managing human assets to achieve
strategic goals. A company practising hard HRM would have a style of management that treats
employees in a calculated way, primarily as means to achieving business goals. Its top
management would aim to manage the organisation rationally and achieve a ‘fit’ between the
organisation’s strategy, structure, and HRM systems.

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Fig 2.3 Michigan Model

2.3 DESIGNING HUMAN RESOURCE SYSTEMS FOR SUSTAINED COMPETITIVE

ADVANTAGE

The expertise of a human resources professional in regards to procedures, compliance and legal
constraints can be an invaluable asset to a company. Designing the specific needs that the human
resources position will fill is a critical first step to crafting an effective system.

Identify Needs

A human resources department can handle a wide variety of tasks, depending on the size of the
organization. Typically, the core of HR's function is to handle all inner policy and employee-
related business. This could include hiring and terminations, disciplinary issues, compliance and
managing company policies. In some organizations, the role of human resources will also extend
to managing the health-care benefits; from interacting with the insurance broker and carriers to
educating employees on the benefits to processing enrollments. Some human resource
professionals even manage payroll.

Assign Tasks

Once you have identified what roles you want human resources to fill, you can begin assigning
these tasks to the human resources professional. By doing this, you will begin to see how large or
small a human resources department you will need. Review each task and assign an estimated
time commitment to it. This will showcase if the tasks can be feasibly accomplished in the hours
you intend to staff the department. This exercise will relay whether you need one part-time or

8
full-time human resources professional, multiple professionals or if your needs are best served by
an HR consultant.

Establish Procedures and Policies

Procedures for each task assigned to human resources will need to be laid out in order for the
department to function efficiently. Establishing procedures can help the entire company to work
in harmony, with clear steps to follow in order to resolve any issues. For example, if there is a
dispute between employees, they will need to know what steps to take and channels to go
through to resolve these issues. Developing a company handbook will also be helpful in
establishing procedures. Handbooks are an efficient way to consolidate all the main policies and
procedures in one place where all employees have access to it.

Fill the Positions

Once you have laid out all the details of the department, you will need someone, or multiple
people, to execute these decisions and policies. When interviewing applicants, you will need to
keep their roles and the tasks assigned to those roles in mind. This will help you to sort through
applicants to find the best fit for your HR needs and the HR roles you intend to fill. If you are
looking for someone to run the entire department, whether on their own or as the leader of a
team, you will need someone with lengthy HR experience. For HR support positions, someone
with less experience and a strong administrative background would be ideal. Use all your human
resource system planning to determine who will be the best fit.

2.4 SHRM IMPLICATIONS

Strategic Partner versus Employee Champion

Success in the multiple-role framework requires that HR professionals balance the tension
inherent in being a strategic partner on the one hand and an employee champion on the other. As
strategic partners with managers, HR professionals partner with managers and are seen as part of
management. Taken to an extreme, this may alienate employees from both HR and management.
Employees at one company that was moving its HR function into strategic partnership saw the
HR professionals, whom they felt provided the only channel through which their concerns were
voiced to management, participating in more management meetings, becoming active in strategic

9
planning, and becoming synonymous with management. As a result, the employees felt betrayed
and rated the HR function as not meeting their needs.

As employee champions in partnership with managers and employees, HR professionals ensure

that the concerns and needs of employees are voiced to management. Taken to an extreme, this
may alienate the HR function from management, who may not want to work with HR people
whom they see as insensitive to business realities and advocates of employees. Resolving this
conflict requires that all parties-HR, management, and employees recognize that HR
professionals can both represent employee needs and implement management agendas, be the
voice of the employee and the voice of management, act as partner to both employees and
managers.

Change Agents versus Administrative Experts

HR professionals must also balance the need for change, innovation, and transformation with the
need for continuity, discipline, and stability. This tension between their roles as change agents
and as administrative experts yields a number of paradoxes that must be managed. Businesses
must balance stability and change. A business must have stability to ensure continuity in
products, services, and manufacturing. Businesses that change constantly loses identify and
chase mythical successes that never materialize. On the other hand, businesses that fail to change
in the end simply fail. Businesses must balance the past and the future. A business must honor its
past but also move beyond it. It must recognize that past successes ensure current survival but
that only by letting go of the past will the future arrive. Old cultures should ground new cultures,
nor become impediments to change.

Businesses must balance the benefits of free agency and control. A business needs to encourage
free agency and autonomy in making decisions, sharing information, and soliciting ideas.
Conversely, a business requires discipline among employees to make the value of the whole
greater than that of the parts, to forge individual efforts into team accomplishment, and to create
boundaries for freedom. Businesses must balance efficiency and innovation. New ideas and
programs require risk capital, both economic and human. HR professionals need to encourage
risk and innovation while maintaining efficiency. Thus, risks need to be bounded, nor haphazard.
To resolve these and other paradoxes, HR professionals dealing with cultural change need to be
both cultural guardians of the past and architects of the new cultures.

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2.5 SHRM AND THE GLOBAL SCENARIO
Global trends impacting the future of HR management include the following:

The boost in global trade and the expansion of transnational companies have resulted in
cross-cultural workforces: Trade liberalization and technological advancements have
encouraged companies to expand internationally and trade their products and services on a global
scale. The world’s largest companies have stretched across borders to the point where they have
greater operations and more employees in other parts of the world than in their countries of
origin. Free trade is an agent of economic progress, and technology has opened access to a global
talent pool. This international expansion by companies will continue, as will the
internationalization of the world’s workforces.

Global interdependencies increase exposure to risks: Binding companies through

infrastructure and trade links brings great opportunities, but it also increases operational risks.
Seismic events, whether economic, political, regulatory or societal, impact the entire value chain
in developing and developed countries.

The global workforce is ageing and becoming both gender and ethnically diverse: Older
workers will grow in number globally, while in developed countries the share of youthful
workers declines, resulting in shortages in those countries. The shortages will be remediated
somewhat by older workers who stay in the workforce. Women have surpassed men in
education, and 1 billion will enter the workforce over the next two decades. More workers are
also migrating or are being hired across borders. Organizations thus need to adapt to the needs of
older workers, women and multi-ethnic workforces.

Skilled workers from emerging countries will improve productivity while seeking higher
wages across borders: Workers are becoming better educated and more skilled globally,
resulting in higher productivity. The number of educated workers is near parity between OECD
and non-OECD countries, and individuals are migrating abroad in search of better opportunities
and wages.

Remote and temporary workers increase flexibility to meet labor needs but increase
demands on management : Remote and temporary workers address short-term labor demands
and provide a hedge against risk without increasing ongoing costs. However, management needs

11
to understand how to transfer knowledge from temporary to permanent employees and how to
develop a corporate culture that keeps people engaged and maintains productivity.

Organizations struggle to balance societal culture and their corporate culture: Culture
impacts productivity. Two types of culture exist: societal culture develops very slowly and
becomes a part of a person’s self-identity. Corporate culture comprises the values, beliefs and
practices a company chooses to adopt. Organizations need to understand how to manage cultural
distance—the gaps between cultures—and the points of friction. They also need to understand
how and when to impose their corporate culture.

Cultural differences affect management styles and employee development: Many merger
and acquisition (M&A) failures are attributed to culture. Employees from different backgrounds
are motivated by different incentives and react differently to various management and
communication styles.

Cultural diversity contributes to success : Local labor brings in-depth cultural understanding
that organizations can use to their advantage and to avoid missteps. Multicultural workforces
also contribute to creativity and innovation thanks to diverse perspectives and experiences.

Corporate social responsibility helps manage risk while boosting the bottom line: Socially
responsible organizations adopt rights-aware, anti-corruption policies that improve recruitment
and retention, reduce risk and solidify the corporate brand. By ignoring corporate social
responsibility (CSR) they risk incurring legal penalties, even if violations occur remotely in the
global supply chain. Local customs and competitor actions may be contrary.

DEVELOPMENT OF SHRM IN DIFFERENT COUNTRIES

Most human resource management theories, practices and literature originate in the Western
countries. However, globalization and cross-cultural interaction increasingly highlights the
differences in national cultures, and it is clear that Eastern and Western countries have different
approaches, perspectives, norms and practices. Comparison of human resource practices in
Eastern countries such as China and Japan and Western countries such as the United States and
United Kingdom, therefore, reveals that they differ significantly in terms of organizational
structure, motivational programs, communication and conflict resolution.

Organizational Structure

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Organizational structure, leadership styles and people-management philosophies differ in Eastern
and Western countries because of the varying value systems. In Eastern countries, there is a strict
adherence to organizational hierarchy, and the leadership style is mostly autocratic; in Western
countries, organizations have flatter structures and leaders tend to be more democratic. However,
because countries in the Far East such as China and Korea and the Middle East have collectivist
cultures where the group takes precedence over individuals, employees are usually ideally
organized into workplace teams.

Motivation Programs

Western and Eastern countries differ in their views on motivation; whereas Western countries
tend to place greater emphasis on individual rewards and compensation packages and personal
career development, Eastern countries value collective rewards and steady progression. In the
Western context, individual workers stand out when they exercise personal initiative and are duly
rewarded through competitive remuneration and opportunities for growth. Conversely, in the
Eastern countries, there have been various influences including Confucianism and Buddhism that
emphasized long-term orientation, thrift, communality harmony and respect for tradition. As a
result, workers receive promotion and rewards on the basis of seniority, and rewarding high-
performance teams rather than individuals works better as a motivational tool.

Communication

Human resource practitioners in Eastern and Western countries adopt different modes of
communication because of the various meanings attached to verbal and nonverbal interaction. In
Eastern countries, communication is mostly contextual and indirect because of the need to save
face, while in Western countries, verbally direct communication is the ideal practice. Effective
human resource management also calls for observance of nonverbal cues such as facial
expressions, punctuality and bowing etiquette. For example, in Japan, bowing is a sign of
respect, and the depth of a bow communicates the esteem attached to the recipient. The use of
email, networking forums and other management forums are also more highly valued in Western
than Eastern countries where personal relationships are of the highest importance.

13
Conflict Resolution

Conflict resolution is a major aspect of human resource management that Western countries
practice more overtly than the Eastern ones. In Eastern countries, there is a tendency toward
harmony and a holistic approach, and people resolve conflicts through accommodation and
compromise. Western style of competing emphasize withdrawing or ignoring a conflict
altogether. The holistic approach also advances that all people are part of a whole system and
that each person has a definite role to play, which has the overall effect of minimizing instances
of disagreements. The converse is true of Western cultures, where individuals are encouraged to
explore and develop themselves and this has a greater capacity to cause conflict.

2.6 DIMENSIONS OF SHRM

Dimensions of strategic human resource management includes

 HR practices and performance

 Re-engineering organizations and work
 Leadership
 Workplace learning
 Trade unions

Human resource management practices and performance

Although most HRM models provide no clear focus for any test of the HRM– performance link,
the models tend to assume that an alignment between business strategy and HR strategy will
improve organizational performance and competitiveness. During the past decade, demonstrating
that there is indeed a positive link between particular sets or ‘bundles’ of HR practices and
business performance

Re-engineering and strategic human resource management

All normative models of HRM emphasize the importance of organizational design. As

previously discussed, the ‘soft’ HRM model is concerned with job designs that encourage the
vertical and horizontal compression of tasks and greater worker autonomy. The redesign of work
organizations has been variously labelled ‘highperforming work systems’ (HPWS), ‘business
process re-engineering’ and ‘highcommitment management’. The literature emphasizes core
features of this approach to organizational design and management, including a ‘flattened’
hierarchy, decentralized decision-making to line managers or work teams, ‘enabling’ information

14
technology, ‘strong’ leadership and a set of HR practices that make workers’ behaviour more
congruent with the organization’s culture and goals

Leadership and strategic human resource management

The concept of managerial leadership permeates and structures the theory and practice of work
organizations and hence how we understand SHRM. Most definitions of managerial leadership
reflect the assumption that it involves a process whereby an individual exerts influence upon
others in an organizational context. Within the literature, there is a continuing debate over the
alleged differences between a manager and a leader: managers develop plans whereas leaders
create a vision . Managers are looking for a style of leadership that will develop the firm’s
human endowment and, moreover, cultivate commitment, flexibility, innovation and change

Workplace learning and strategic human resource management

Within most formulations of SHRM, formal and informal work-related learning has come to
represent a key lever that can help managers to achieve the substantive HRM goals of
commitment, flexibility and quality . From a managerial perspective, formal and informal
learning can, it is argued, strengthen an organization’s ‘core competencies’ and thus act as a
lever to sustainable competitive advantage – having the ability to learn faster than one’s
competitors is of the essence here.

Trade unions and strategic human resource management

The notion of worker commitment embedded in the HRM model has led writers from both ends
of the political spectrum to argue that there is a contradiction between the normative HRM
model and trade unions. The critical perspective also presents the HRM model as being
inconsistent with traditional industrial relations, albeit for very different reasons. Critics argue
that ‘high-commitment’ HR strategies are designed to provide workers with a false sense of job
security and to obscure underlying sources of conflict inherent in capitalist employment
relations. Other scholars, taking an ‘orthodox pluralist’ perspective, have argued that trade
unions and the ‘high-performance–high-commitment’

International and comparative strategic human resource management

The assumption that SHRM is a strategically driven management process points to its
international potentialities. The employment relationship is shaped by national systems of

15
employment legislation and the cultural contexts in which it operates. Thus, as the world of
business is becoming more globalized, variations in national regulatory systems, labour markets
and institutional and cultural contexts are likely to constrain or shape any tendency towards
‘convergence’ or a ‘universal’ model of best HRM practice

2.7 STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM) – APPROACHES

There are two approaches to strategic human resource management:

1. Attempts to link Human Resource activities with competency based performance measures.

2. Attempts to link Human Resource activities with business surpluses or profit.

These two approaches indicate two factors in an organisational setting. The first one is the
human factor, their performance and competency and the later is the business surplus. An
approach of people concern is based on the belief that human resources are uniquely important in
sustained business success.

An organization gains competitive advantage by using its people effectively, drawing on their
expertise and ingenuity to meet clearly defined objectives.Integration of the business surplus to
the human competency and performance required adequate strategies. Here the role of strategy
comes into picture. The way in which people are managed, motivated and deployed, and the
availability of skills and knowledge utilized will all shape the business tomorrow’s strategy.

The strategic orientation of the business then requires the effective orientation of human
resources to competency and performance excellence.

Benefits of a Strategic Approach to HR:

1. Identifying and analyzing external opportunities and threats that may be crucial to the
company’s success,

2. Provides a clear business strategy and vision for the future,

3. To supply competitive intelligence that may be useful in the strategic planning process,

4. To recruit, retain and motivate people,

5. To develop and retain of highly competent people,

16
6. To ensure that people development issues are addressed systematically,

7. To supply information regarding the company’s internal strengths and weaknesses,

8. To meet the expectations of the customers effectively,

9. To ensure high productivity,

10. To ensure business surplus thorough competency,

11. Facilitates development of high-quality workforce through focus on types of people and
skills needed,

12. Facilitates cost-effective utilization of labour, particularly in service industries where labour
is generally greatest cost,

13. Facilitates planning and assessment of environmental uncertainty, and adaptation of

organization to external forces,

14. Successful SHRM efforts begin with identification of strategic needs,

15. Employee participation is critical to linking strategy and HR practices,

16. Strategic HR depends on systematic and analytical mindset,

17. Corporate HR departments can have impact on organization’s efforts to launch strategic
initiatives.

2.8 HRM IN AN INTERNATIONAL CONTEXT

The growth of the knowledge-based society, along with the pressures of opening up emerging
markets, has led cutting-edge global companies to recognize now more than ever that human
resources and intellectual capital are as significant as financial assets in building sustainable
competitive advantage. Good H.R. management in a multinational company comes down to
getting the right people in the right jobs in the right places at the right times and at the right cost.
These international managers must then be meshed into a cohesive network in which they
quickly identify and leverage good ideas worldwide. IHRM is major determinant of success or
failure in international business

A company’s internationalization means having to adopt an international orientation in all the

functional activities of the company, such as finance, marketing, production or human resource

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practices. As an example, in the Human Resource (HR) department, HR managers will have to
ask themselves questions such as:

• If the company goes international, what type of employees do they need to hire? Employees
from the home country (expatriates), or local employees? How will we choose whether to send
expatriates or use local employees?

• How can we know how HR practices are conducted in other countries? Is the recruitment and
selection process the same in the country or countries the company wants to operate in?

• How do we manage knowledge across geographical and cultural distances? etc.

Knowing how to manage and deal in an effective way with all the issues involved in IHRM is
critical to the success of the company.

2.9 DOMESTIC HRM VS. INTERNATIONAL HRM

HR management refers to those activities which organizations use to effectively and efficiently
manage their employees .These activities includes

 HR Planning
 Recruitment and Selection
 Training and Career Management
 Performance Appraisal and Remuneration

The issue is that when we consider International Management, all of these activities become
more complex . For example:

• Recruitment and Selection: The HR departments must take into account that the contracting
needs of MNCs are different from those of firms which only act nationally. For instance,
questions arise such as whether to select people from the host country or expatriates, or what
should be the appropriate recruitment sources based on the location, among others.

• Performance Appraisal: An international firm’s performance appraisal system must take into
account the competency of the employees, but it also has to consider intercultural personal skills,
sensitivity toward foreign norms and values, and the capacity to adapt to new environments.
Therefore, when appraising the managers of MNCs, there must be a simultaneous consideration
of global performance and the results of the subsidiary. There may be factors, such as work

18
legislation and/or market conditions, among others, which hinder the measuring and comparison
of results.

• Training: The function of training for international HR departments also has a greater
complexity. Normally, the decisions about training and improvement are taken based on the
firm’s degree of internationalization. For example, a firm in an export phase tends to cover its
specific needs with external staff or professionals. In the regional activity phase, the firm should
consider the cultural and geographic differences to create training strategies. The training of
managers of global firms tends to be oriented to increasing their capacity to process and
exchange social, technological and market tendency information, among other skills.

• Remuneration: The design of a globally appropriate remuneration policy is one of the greatest
challenges HR departments are faced with. To design and administer an appropriate
remuneration policy requires a thorough knowledge of the legislation, the customs and the
employment practices of many countries. The industrial systems and relations are very relevant
to this function. The economic climate changes quickly and firms must create remuneration
proposals for their employees that are competitive. The aim is not to design global remuneration
policies but rather for them to be equitable, fair and uniform for all the contexts within the
organization.

The complexity of international HR could be attributed to different factors, such as more HR

activities

 International taxation
 International relocation and orientation
 Administrative services for expatriates (host-government relations; and language
translation services),
 More involvement in employees’ personal lives (housing arrangements, cost-of-living
allowances, etc.),
 Broader external influences (type of government, the state of the economy, etc.).

Taking into the account the noted differences between domestic and international HRM, a
manager from a domestic company must consider the greater complexity of HR practices when
the company goes abroad

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2.10 STRATEGIC IHRM (SIHRM)

Scullion defines IHRM as ‘the HRM issues and problems arising from the internationalisation of
business, and the HRM strategies, policies and practices which firms pursue in response to the
internationalisation of business’. When a firm is involved in international business activities,
there are inevitable changes related to the attraction and retention of human resources, with the
added dimension of considering the location of operations and the national origin of the
employees and managers utilized

STRATEGIC IHRM (SIHRM) and has been defined as: ‘human resource management issues,
functions, and policies and practices that result from the strategic activities of multinational
enterprises and that impact the international concerns and goals of those enterprises’. SIHRM has
also been relabelled as ‘strategic human resource management in MNEs

2.11 ISSUES IN IHRM

• Deployment in getting right skills to right place in organization regardless of geographic

location

• Knowledge & innovation dissemination & transfer where all business units concurrently
receive & provide information

• Talent identification & development of those employees with abilities & skills to function
effectively in global organization

• Managing International Assignment

• Employee and family adjustment

• Selecting the right person for a foreign assignment

• Culture differences , Language and communication

• Worldwide environment variation

STRATEGIC ISSUES AND APPROACHES

Although the MNE is separated across several nations it is a single enterprise. MNE needs to
determine:

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  How to balance the needs for differentiation and for integration?
 How much autonomy it can and needs to grant to local units?
 How much to control and how to co-ordinate those units?
 How much control it will exert over the internal operations?

It has to decide the level of integration and local responsiveness

Integration vs. Localization

Hannon, Huang and Jaw operationalised GI as the degree of “importing HR strategies from
headquarters” and LR as the degree of “customising HR strategies to respond to the needs of the
local environment”. The researchers identified three types of international HRM strategy such as
autonomous, receptive and active strategy by using a two-by-two matrix of GI and LR, each
measured by the practice orientations; they also showed that GI is related to a subsidiary’s
dependence on the parent’s resources, while LR is associated with the dependence on local
resources.

There are three IHRM strategies.

A subsidiary of an MNC in a given country is adopting: an "autonomous HR strategy" if it is

benefiting from a low degree ofintegration and high degree of localization; a "receptive HR
strategy" if it is benefiting from a high degree of integration and low degree of localization; and
an "active HR strategy" if it is benefiting from high degree of integration and high degree of
localization

1. Autonomous IHRM strategy: It has a low degree of integration but a high degree of local
responsiveness. The autonomous IHRM strategy is most effective when the firm has a
multi-domestic business strategy.
2. Receptive IHRM strategy: It has a high level of globalintegration but a low degree of
local responsiveness. The receptive IHRM strategy is most suitable for firms with a
global business strategy.
3. Active IHRM strategy. The active IHRM strategy has a high degree of global integration
and high degree of local responsiveness. This strategy is most effective for firms that
have a transnational business strategy

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2.12 INTERNATIONAL STAFFING

International / Global staffing is defined as the strategic and operational issues faced by
MNEs with regard to the employment of PCNs, HCNs and TCNs to fill key positions in
headquarter and subsidiary operations. The appropriate mix of PCNs, HCNs and TCNs can have
a significant impact on an MNE's ability to achieve strategic objectives such as innovation and
performance outcomes.

The country categories involved in IHRM activities are (1) the host country where a subsidiary
may be located, (2) the home country where the firm is headquartered, and (3) “other” countries
that may be sources of labor, finance and other inputs –third countries. And, who are the
employees who take part in IHRM? The three categories of employees of an international firm
are (1) host-country nationals (HCNs), (2) parent-country nationals (PCNs) and third-country
nationals (TCNs).

APPROACHES TO STAFFING

There are four main approaches to staffing in multinationals (MNCs) (Perlmutter, 1969):

Ethnocentric Orientation: This is based on the presumption that the parent company’s
professionals, functions and approaches to management are better than the subsidiaries’. All the

22
top positions in the host country’s firm are covered by expatriates. Fundamental decisions are
madeat the headquarters and foreign subsidiaries have little autonomy. Among the business
reasons for pursuing an ethnocentric staffing policy is the perception that there is a lack of
qualified professionals in the host country.

Advantages

 Lack of qualified host country nationals (HCNs)

 Ability of the parent country nationals (PCNs) to coordinate subsidiary
 Transferring Know-how

Disadvantages

 Adaptation of PCNs to a host country may take a long time

 Promotion opportunities of local managers are limited
 PCNs’ lack of sensitivity

Polycentric Approach: The management is based on staff contracted from the country where
the subsidiary is deployed, endowing it with authority and power to make decisions. The top
positions are occupied by local employees. This approach assumes that the cultures are different,
and that headquarters may find the people in the host country difficult to understand. Therefore,
the organization considers that the local people are better placed to make decisions about what
happens in each location. From a management point of view, the headquarters has financial
power, but the subsidiary units work as quasi-independent centers. The headquarters considers
subsidiaries as independent entities and autonomy is granted to a great extent.

Advantages:

 No more language barriers and adjustment problems of expatriates

 The employment of HCNs is less expensive
 Morale and career opportunities of local staff

Disadvantages:

 Weak links between the independent national units and headquarters

 Lack of experience of both HCNs & PCNs is a liability in an increasingly competitive
international environment

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Geocentric Approach: This approach has been defined by Perlmutter (1969) as a concept
oriented at the world; that is to say, nationality is not regarded as the basis of superiority.
Management, in this case, is based on the search for the most suitable person to solve a problem
or do a job, regardless of their nationality. The aim of such an approach is to achieve an
international image, both in the headquarters and in the subsidiary. The subsidiaries do not
function as independent satellites, but together contribute to the identity of the multinational
organization. The aims of each business unit are both local and global, each one of them offering
a unique contribution based on a unique competence. This approach requires a great effort of
collaboration between all the units (headquarters and subsidiaries).

Advantages:

 A pool of senior international managers is developed

 Tendency of national identification of managers with subsidiary units is reduced

Disadvantages:

 Immigration laws which require the employment of local nationals are used by many host
countries
 Difficult to implement because of increased training, compensation and relocation costs
 Longer lead times and more centralized control of the staffing process are required

Regiocentric Approach: In this case, international vacancies are filled by people whose
personal profile fits the specific host region. Staff may move outside their countries but only
within the particular geographic region. Here subsidiaries are interconnected and regulated by a
regional center. Regional managers are not usually promoted to headquarter positions. For
example, a US-based firm can create three different regions, Europe, South America and Asia.
Managers from Europe can be moved through Europe but will rarely be moved to the Asian
region or to the headquarters in the USA.

Advantages

 Need of area expertise

 Need of product expertise

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2.13 INTERNATIONAL RECRUITMENT AND SELECTION

According to Ward, K., 2004, the more effective is the selection criteria, the more probability to
retain satisfied employees. Thus better recruitment and selection tactics effect in enhanced
organizations results. In case of expatriates, fundamental selection process begins with analysis
of practical capability, examination of cross cultural necessities such as social understandings,
flexibility, talking capability, optimistic approach, the amount of knowledge transfer is intrinsic
in the expatriate’s job etc .The success of expatriates can be verified from the subsequent
features

 Eager & provoked to go abroad.

 Theoretically proficient to work.
 Adaptable to work atmosphere.
 Excellent capability of interaction and inter personal ability.
Understanding which staffing strategy to use is the first aspect of hiring the right person
for the overseas assignment. The ideal candidate for an overseas assignment normally has
the following characteristics:
1. Managerial competence: technical skills, leadership skills, knowledge specific to
the company operations.
2. Training: The candidate either has or is willing to be trained on the language and
culture of the host country.
3. Adaptability: The ability to deal with new, uncomfortable, or unfamiliar situations and
the ability to adjust to the culture in which the candidate will be assigned.

When selecting an expatriate or a third-country national for the job, assuring that the candidate
has the job factors, relational dimensions, motivational state, family situation, and language skills
(or can learn) is a key consideration in hiring the right person. Some of the costs associated with
failure of an expatriate or third-country national might include the following:

1. Damage to host-country relationships

2. Motivation of host-country staff
3. Costs associated with recruitment and relocation
4. Possible loss of that employee once he or she returns
5. Missed opportunities to further develop the market

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 Because success on an overseas assignment has such complex factors, the selection
process for this individual should be different from the selection process when hiring
domestically. The job analysis and job description should be different for the overseas
assignment, since we know that certain competencies (besides technical ones) are
important for success. Most of those competencies have little to do with the person’s
ability to do the job but are related to his or her ability to do the job in a new cultural
setting. These additional competencies (besides the skills needed for the job) may be
considered:
1. Experience working internationally
2. Extroverted
3. Stress tolerance
4. Language skills
5. Cultural experiences
Once the key success factors are determined, many of which can be based on previous
overseas assignments successes, we can begin to develop a pool of internal candidates
who possess the additional competencies needed for a successful overseas assignment. To
develop the pool, career development questions on the performance review can be asked
to determine the employee’s interest in an overseas assignment. Interest is an important
factor; otherwise, the chance of success is low. If there is interest, this person can be
recorded as a possible applicant. An easy way to keep track of interested people is to
keep a spreadsheet of interested parties, skills, languages spoken, cultural experiences,
abilities, and how the candidates meet the competencies you have already developed.
Once an overseas assignment is open, you can view the pool of interested parties and
choose the ones to interview who meet the competencies required for the particular
assignment.

2.14 TRAINING OF EXPATRIATES

Transferring official and supervisory employees, to arrange and watch over the company work
place in overseas locality is a test for HRM and thus expatriation is a difficult and expensive
event. In this phenomenon, HR team has to think about the necessity of global placement when
recruiting employees for expatriation

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Key issues in the management of expatriates:

For the efficient expatriate management, the planning phase plays a vital role in the entire
expatriate cycle. Usually, expatriate have been sent overseas for the subsequent motives

 Organizing & synchronization of procedures.

 Relocate of talent & information.
 Decision making achievement.

For strategically functioning, organization needs to connect foreign work more strongly to the
strategic equipped provisions. This involves a lot of care in deciding whether an expatriate is the
most excellent option for global work.

Cross- cultural shock

The habitant traditions of an expatriate influence and permits them functioning well in the
homeland. However shifting to another country makes their primary software less capable and
waste. Thus culture is important when expatriating staff for global work. Training could be
useful to certain extent in this situation. Not only making possible communication in the
bureaucratic intelligence and responsive to the cultural differences, this enable migrant to better
understand the back ground of why their foreign counterparts act in definite ways or require
certain things in negotiations. Improved cultural knowledge about the host country helps the
expatriate in better performing their duty

Intercultural communication

For better expatriate performance, intercultural communication is also considered to be very

important because it makes one capable to grasp and understand foreign cultures, their particular
theory in perception, thinking, feeling & acting . According to Jackson, T. 2002, the concept of
international communication takes place when the message arises from two different cultural
backgrounds. Because of cultural dissimilarities in these kinds of relations, the chance for
difference of opinion is enormous. Such problems could be overcome by studying intercultural
communication.

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TRAINING AND DEVELOPMENT OF EXPATRIATES:

Working globally and cross culturally needs specific skills which could be acquired
autonomously and some of which could be taught. In this context, a training program
concentrating on cross cultural communications will have to spend a lot of time for self-
introduction, conversation, and his practical knowledge towards the concept.

Cultural Training: The most significant component of any cross-cultural training plan is self-
acquaintance. Trainees who have initiated to grasp how their personal background and values
influence their fondness at work are fit near to considerate how these methods may work.
However a manager who is blind to the alternatives made at home, considering “this is the only
way” will not be competent in varying the decision making process used in other cultures .

The goal of cultural training is to train employees what the “norms” are in a particular culture.
Many of these norms come from history, past experience, and values. Cultural training can
include any of the following topics:

 Etiquette
 Management styles
 History
 Religion
 The arts
 Food
 Geography
 Logistics aspects, such as transportation and currency
 Politics

Cultural training is important. Although cultural implications are not often discussed openly, not
understanding the culture can harm the success of a manager when on overseas assignment. For
example, when Revlon expanded its business into Brazil, one of the first products it marketed
was a Camellia flower scented perfume. What the expatriate managers didn’t realize is that the
Camellia flower is used for funerals, so of course, the product failed in that country.

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Training on the goals and expectations for the expatriate worker is important. Since most
individuals take an overseas assignment to boost their careers, having clear expectations and
understanding of what they are expected to accomplish sets the expatriate up for success.

Repatriation Training: Repatriation is the process of helping employees makes the transition to
their home country. Many employees experience reverse culture shock upon returning home,
which is a psychological phenomenon that can lead to feelings of fear, helplessness, irritability,
and disorientation. All these factors can cause employees to leave the organization soon after
returning from an assignment, and to take their knowledge with them. One problem with
repatriation is that the expatriate and family have assumed things stayed the same at home, while
in fact friends may have moved, friends changed, or new managers may have been hired along
with new employees. Although the manager may be on the same level as other managers when
he or she returns, the manager may have less informal authority and clout than managers who
have been working in the particular office for a period of time. An effective repatriation program
can cost heavy, but the investment is worth it given the critical skills the managers will have
gained and can share with the organization. In fact, many expatriates fill leadership positions
within organizations, leveraging the skills they gained overseas.

Repatriation planning should happen before the employee leaves on assignment and should be a
continuous process throughout the assignment and upon return. The process can include the
following:

 Training and counseling on overseas assignment before leaving

 Clear understanding of goals before leaving, so the expatriate can have a clear sense as to
what new skills and knowledge he or she will bring back home
 Job guarantee upon return (Deloitte and Touche, for example, discusses which job each
of the two hundred expats will take after returning, before the person leaves, and offers a
written letter of commitment. )
 Assigning the expatriate a mentor, ideally a former expatriate
 Keeping communication from home open, such as company newsletters and
announcements
 Free return trips home to stay in touch with friends and family

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  Counseling (at Honeywell, employees and families go through a repatriation program
within six months of returning.)
 Sponsoring brown bag lunches where the expatriate can discuss what he or she learned
while overseas
 Trying to place expatriates in positions where they can conduct business with employees
and clients from where they lived

It is also important to note that offering an employee an international assignment can help
develop that person’s understanding of the business, management style, and other business-
related development. Working overseas can be a crucial component to succession planning. It
can also be a morale booster for other employees, who see that the chosen expatriate is further
able to develop his or her career within the organization.

While the focus of this section has been on expatriate assignments, the same information on
training is true for third-country nationals. If it is decided that host-country nationals will be
hired, different training considerations might occur. For example, will they spend some time at
your domestic corporate headquarters to learn the business, then apply what they learned when
they go home? Or, does it make more sense to send a domestic manager overseas to train the
host-country manager and staff? Training will obviously vary based on the type of business and
the country, and it may make sense to gain input from host-country managers as opposed to
developing training on your own. An understanding of the cultural components is the first step to
developing training that can be utilized in any country

2.15 INTERNATIONAL PERFORMANCE MANAGEMENT:

The main aim of the performance management system is to invite, hold and make use of
employees in such a way

 To improve originality in their work

 To improve committed and dedicated staff
 To reduce the cost of external resources.
 To reduce the outflow of experience and know-how

Performance management is considered to be one of the main component or reason for the
success of the international business.

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2.16 COMPENSATION AND REWARDS

There are a few options when choosing compensation for a global business. The first option is to
maintain companywide pay scales and policies, so for example, all sales staff are paid the same
no matter what country they are in. This can reduce inequalities and simplify recording keeping,
but it does not address some key issues.

This compensation policy does not address that it can be much more expensive to live in one
place versus another. Regional pay banding is not necessarily the ideal solution if the goal is to
motivate expatriates to move. One possible option is to pay a similar base salary companywide
or region wide and offer expatriates an allowance based on specific market conditions in each
country. This is called the balance sheet approach. With this compensation approach, the idea is
that the expatriate should have the same standard of living that he or she would have had at
home.

Four groups of expenses are looked at in this approach:

1. Income taxes

2. Housing

3. Goods and services

4. Base salary

5. Overseas premium

The HR professional would estimate these expenses within the home country and costs for the
same items in the host country. The employer then pays differences. In addition, the base salary
will normally be in the same range as the home country salary, and an overseas premium might
be paid owing to the challenge of an overseas assignment. An overseas premium is an additional
bonus for agreeing to take an overseas assignment

2.17 INTERNATIONAL LABOR ENVIRONMENT

Understanding of laws and how they relate to host-country employees and expatriates can vary
from country to country. Because of this, individual research on laws in the specific countries is
necessary to ensure adherence:

1. Worker safety laws

31
 2. Worker compensation laws

3. Safety requirements

4. Working age restrictions

5. Maternity/paternity leaves

6. Unionization laws

7. Vacation time requirements

8. Average work week hours

9. Privacy laws

10. Disability laws

11. Multiculturalism and diverse workplace, antidiscrimination law

12. Taxation

2.18 LOGISTICS OF INTERNATIONAL ASSIGNMENTS

One of the most important logistical aspects is to make sure the employee can legally work in the
country where you will be sending him or her, and ensuring his or her family has appropriate
documentation as well. A visa is permission from the host country to visit, live, or work in that
country. Logistical help can be important to ensuring the success of an overseas assignment.
Help with finding a place to live, finding a job for a spouse, and moving can make the difference
between a successful assignment and an unsuccessful one

32
 SCHOOL OF MANAGEMENT STUDIES

UNIT –III - STRATEGIC HUMAN RESOURCE MANAGEMENT – SBAA7019

1
 3. HR STRATEGY: DEVELOPMENT AND DELIVERY

3.1 HR STRATEGIES

A Human Resource strategy is a business’s overall plan for managing its human capital to align
it with its business activities. The Human Resource strategy sets the direction for all the key
areas of HR, including hiring, performance appraisal, development, and compensation. The HR
strategy is thus a long-term plan that dictates HR practices throughout the organization.

3.1.1 NATURE

 It requires an analysis of the organization and the external environment

 It takes longer than one year to implement

 It shapes the character and direction of Human Resources Management activities

 Helps in the deployment and allocation of organizational resources (i.e. money, time, personnel)

 Is revised on a yearly basis

 It incorporates the expert judgment of senior (HR) management

 It is number-driven

 It results in a specific behavior

3.1.2 PURPOSE OF HR STRATEGIES

The strategy objectives is to meet Manpower requirements of the Organization in terms of

approved Manpower Plan in additional to that to fulfil requirements of competent HR in terms of
requisite capabilities, skills, qualifications, aptitude, merit and suitability with a view to fulfil
Organization’s objectives .However to attract, select and retain the best talent available keeping
in view the changing needs of the organization. Nevertheless to ensure an objective and reliable
systems of selection. Hand in hand to ensure placement of right man at the right job at the right
time and finally to provide suitable induction points for intake and thereby achieve the desirable
level of qualification, skill and age mix as required strengthening the Human Resource of the
Organization.

2
3.1.3 TYPES OF HR STRATEGIES

Because all organizations are different, all HR strategies are different. According to Armstrong
and Long (1994) and Armstrong and Baron(2002) revealed many variations identified two basic
type of HR strategies

1) overarching strategies; and

2) specific strategies relating to the different aspects of human resource management.

Overarching HR strategies

Overarching strategies describe the general intentions of the organization about how people
should be managed and developed, what steps should be taken to ensure that HRM processes the
organization can attract and retain the people it needs, and ensure so far as possible that
employees are committed, motivated and engaged. They are likely to be expressed as broad-
brush statements of aims and purpose that set the scene for more specific strategies. They are
concerned with overall organizational effectiveness. Boxall and Purcell (2003) explain,
employing ‘better people in organizations with better process’, developing high performance
work systems and generally creating a great place to work.

Example GlaxoSmithKline ‘We want GSK to be a place where the best people do their best
work.’

Specific HR strategies

Specific HR strategies set out what the organization intends to do in areas such as:

 Talent management – how the organization intends to ‘win the war for talent’.

 Continuous improvement – providing for focused and continuous incremental innovation

sustained over a period of time.

 Knowledge management – creating, acquiring, capturing, sharing and using knowledge to

enhance learning and performance.

 Resourcing – attracting and retaining high quality people.

 Learning and developing – providing an environment in which employees are encouraged

to learn and develop.

3
  Reward – defining what the organization wants to do in the longer term to develop and
implement reward policies, practices and processes that will further the achievement of
its business goals and meet the needs of its stakeholders.

 Employee relations – defining the intentions of the organization about what needs to be done
and what needs to be changed in the ways in which the organization manages its
relationships with employees and their trade unions.

 Example: Nestle HR strategies on performance appraisals of Employees. They are done in

order to understand each employee’s abilities, competencies and relative merit.

 Formal assessment by Line Managers and HR once a year with feedback.

 Subordinate can question an unfair evaluation.

 Specific Key Performance Indicators have been enlisted by the HR department.

 Remuneration structure and promotion criteria take into account individual.

3.1.4 CRITERIA FOR AN EFFECTIVE HR STRATEGY

An effective HR strategy is one that works in the sense that it achieves what it sets out to
achieve. In particular, it:

 will satisfy business needs;

 be founded on detailed analysis and study, not just wishful thinking;
 can be turned into actionable programmes that anticipate implementation requirements
and problems;
 is coherent and integrated, being composed of components that fit with and support each
other;
 takes account of the needs of line managers and employees generally as well as those of
the organization and its other stakeholders

3.2 BUSINESS MODEL INNOVATION

Business model innovation at its simplest, it demands neither new technologies nor the creation
of brand-new markets. It’s about delivering existing products that are produced by existing

4
technologies to existing markets. And because it often involves changes invisible to the outside
world, it can bring advantages that are hard to copy.

Business model is essentially a set of key decisions that collectively determine how a business
earns its revenue, incurs its costs, and manages its risks, we view innovations to the model as
changes to those decisions: what your offerings will be, when decisions are made, who makes
them, and why. Successful changes along these dimensions improve the company’s combination
of revenue, costs, and risks.

Example for Business Model Innovation

Consumer

Until 2003 most FMCG companies in India catered to urban markets. In 2004 Unilever lead most
of the industry to shift the focus towards rural India. Distribution and warehousing were
redesigned and new products were launched. Existing products, such as Sunsilk shampoo, were
repackaged into smaller sachets that were affordable in rural areas.

Transport/travel

The IndiGo airline revolutionised the low-cost carrier industry in 2000. By adopting an
efficiency-centred business model, it established itself as the leader in the Indian low-cost carrier
fraternity, providing excellent customer service, fast check-in and low prices.

Financial services

An established firm, Future Group, set up a subsidiary, Future Capital Holding (FCH), to
provide financial services to clients over the counter in their retail chain, Pantaloons. With over
400 branches of Pantaloons across the country, FCH initially provided consumer and personal
loans to clients to purchase durable and other goods and expanded its portfolio into credit cards,
life and general insurance, home loans and money transfers.

Role of HR in innovation: Human Resources can also play a key role in creating an
organizational structure and overall culture that fosters and supports innovation. Recruiting can
focus on hiring for innovation by identifying people who can “think outside the box” or have
skills and capabilities that lend toward innovation. Performance management can serve as a
valuable tool in the creation of a sustainable culture of innovation. Performance measures can

5
give consideration as to whether or not employees are given the time and resources to
experiment, generate and explore ideas, and make presentations to management. Rewards can be
used to reinforce the importance of innovation and recognition can be used to encourage and
inspire employees to innovate and share ideas. HR’s role in organizational design provides huge
potential for enabling innovation. For example, organizational design can be used to facilitate
easier exchange of employees’ ideas across boundaries and functions.

There are 3 things that HR Professionals can do to foster innovation:

 Hire for innovation

 Create a culture of innovation
 Train and reward for innovation

3.3 HIGH PERFORMANCE STRATEGY

A high performance strategy sets out the intentions of the organization on how it can achieve
competitive advantages by improving performance through people. High performance work
system (HPWS) are composed of practices that can facilitate employees involvement, skill
enhancement and motivation. Thompson and Heron(2005) defines High performance work
organization , which invest in the skills and abilities of employees, design work in ways that
enable employee collaboration in problem solving, and provide incentives to motivate workers to
use their discretionary effort.

High Performance Work System

Research conducted by Armitage and Keeble Allen (2007) indicated that people management
basis formed the foundation of high –performance. They identified three themes underpinning
the HPWS concept:

 An open and creative culture that is people-centered and inclusive, where decision taking
is communicated and shared through the organization;
 Investment in people through education and training, loyalty inclusiveness and flexible
working;
 Measurable performance outcomes such as benchmarking and setting targets, as well as
innovation through processes and best practice.

Components of High Performance Work Practices

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HPWPs involve substantial investment in human capital to empower employees by developing
their knowledge, skills, flexibility, and motivation, with the expectation that the employer will
provide them with the ability and the opportunity to deliver input into workplace decisions .In
return, companies expect that empowered employees will be able to adapt quickly to rapidly
changing market conditions, thus improving operational efficiency and performance of the
company .Pfeffer (1998) outlines the main components of HPWPs in organizations:

 Highly selective hiring and sophisticated selection process

 Employment security and internal labour markets
 Comprehensive training, learning, and development
 Employee involvement, sharing of information, and workers’ voice
 Team working/Self-managed teams
 High compensation based on performance
 Reduction of status differentials

Characteristics of High-Performance Culture

• A clear line of sight exists between the strategic aims of the organization and those of its
departments and its staff of all level

• People know what is expected of them – they understand their goals and accountabilities

• People feel that their job is worth doing , and there is a strong fit between the job and their
capabilities

• People are empowered to examine their contribution

• Management defines what it requires in the shape of performance improvements, sets goals for
success and monitors performance to ensure that the goals are achieved

• There is strong leadership from the top, which engenders a shared belief in the importance of
continuing improvement

• There is a focus on promoting positive attitudes that result in an engaged, committed and
motivated workforce

• Performance management processes are aligned to business goals to ensure that people are
engaged in achieving agreed objectives and standards

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• Capabilities of people are developed through learning at all levels to support performance
improvement and people are provided with opportunities to make full use of their skills and
abilities

• A pool of talent ensures a continuous Supply of high performer s in key roles

• People are valued and rewarded according to their contribution

• People are involved in developing high performance practices

• There is a climate of trust and teamwork, aimed at delivering a distinctive service to the
customer.

3.4 HUMAN CAPITAL MANAGEMENT

Human capital represents the human factor in the organization; the combined intelligence, skills
and expertise that gives the organization its distinctive character. The human elements of the
organization are those that are capable of learning, changing, innovating and providing the
creative thrust which if properly motivated can ensure the long-term survival of the
organization.- Definition by Bontis et al

Constituents of human capital

Human capital consists of intellectual, social and organizational capital.

Intellectual capital

These can be regarded as the intangible resources associated with people, which together with
tangible resources (money and physical assets) comprise the market or total value of a business.

Social capital

Social capital is another element of intellectual capital. It consists of the knowledge derived from
networks of relationships within and outside the organization.

Organizational capital

Organizational capital is the institutionalized knowledge possessed by an organization that is

stored in databases, manuals, etc. It is also called as organizational capital.

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HUMAN CAPITAL MANAGEMENT STRATEGY

A human capital management (HCM) strategy is a plan for managing talent in ways that enable
an organization to meet its strategic objectives. Human Capital Management system describes
the process of managing employees working in an organization that will result in significant
productivity. In simple terms, managing the workforce in an organization is termed as human
capital management. Human capital management (HCM) is a set of practices related to people
resource management. These practices are focused on the organizational need to provide specific
competencies and are implemented in three categories: workforce acquisition, workforce
management and workforce optimization.

Definition:

Human Capital Management (HCM) is a strategic approach to people management that focuses
on the knowledge, skills, abilities and capacity to develop and innovate possessed by people in
an organisation.

Human capital management is an integrated effort to manage and develop human capabilities to
achieve significantly higher levels of performance. - Chatzkel

Importance

 Hiring the right talent

 Orienting him/her to the organization

 Making a new employee feel comfortable

 Training employees in order to constantly upgrade their skills

 Retaining employees

 Making employees self sufficient and prepare them for adverse conditions

3.5 CORPORATE SOCIAL RESPONSIBILITY

Corporate social responsibility (CSR) is a concept in which the corporate sector

incorporates social and environmental concerns in its strategies and plays a more responsible role
in the world. CSR activities include incorporating social characteristics or features into products
and manufacturing processes, adopting progressive HRM practices, achieving higher levels of

9
environmental performance through recycling and pollution abatement, and advancing the goals
of community organizations. CSR is a win-win strategy that benefits the company, as well as
society.

CSR needs to be embedded in an organization’s culture to make a change to actions and

attitudes, and the support of the top team is critical to success. HR already works at
communicating and implementing ideas, policies, cultural and behavioural change across
organizations. HR department has a significant role in influencing attitudes and links with line
managers and the top team to do CSR activities.

Under the Companies Act, 2013, certain classes of profitable entities are required to shell
out at least 2 per cent of three-year annual average net profit towards CSR activities. They have
to provide reasons for not spending on such projects. Companies having a turnover of at least Rs
1,000 crore, minimum net worth of Rs 500 crore and those having net profit of Rs 5 crore or
more in a financial year are required to comply with the CSR norms.

Reasons Why Companies Should Engage In CSR

• Moral obligation means that stakeholders of a growing number of companies are satisfied
only when the company balances the impact of its business with socially responsible practices.

• Sustainability involves meeting the needs of the present without compromising the
capability for future generations. Substantial progress can be made by investing in solutions that
are socially, environmentally, and financially sustainable

• Moreover, the very license to operate and crucial contracts themselves, with governments
and other entities, might be conditional upon such obligation.

• Finally, CSR initiatives may be supported due to reputation impact, on the grounds that
they will improve a company's image and even raise the value of its stock.

Corporate social responsibility enhances employee relations

1. Increased Organizational Citizenship Behaviors and Improved Employee Relationships

If employees think their employer is “doing the right thing,” it seems they are more likely to “do
the right thing” themselves. When organizations implement best practices in CSR, employees are
more likely to engage in cooperative behaviors towards their coworkers and the organization,

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like going out of their way to help their teammate. Similarly, CSR promotes higher-quality and
closer relationships between employees.

2. Enhanced Employee Identification with the Organization

When employees feel that their organization is socially responsible, they experience a greater
sense of identity with the business they work for. In fact, social responsibility can be more
important than financial success in determining how much employees identify with their
workplace.

3. Improved Retention and Organizational Commitment

Feeling positively about their organization’s CSR initiative has been shown to increase
employee’s intentions to stay with their current employer, and their overall commitment to the
organization. Commitment includes a huge range of positive attitudes, including how much
employees like their organization, make personal sacrifices for the organization, and see their
own future and success tied to the organization’s success.

4. More Attractive Company Culture to Prospective Employees

Along with increasing current employees’ commitment, CSR can also make organizations look
more attractive to applicants and prospective employees. In the age when millennials look to
work for “high impact” organizations, engaging in CSR may help companies to attract top talent
over other organizations.

5. Better Employee Engagement and Performance

Employees have also been shown to be more engaged and to perform better when they feel good
about their company’s CSR involvement. By making employees aware of the company’s efforts
to give back and celebrating these efforts, you can help employees become more actively
engaged with their work, and do better work overall.

6. Increased Creativity

Finally, CSR can increase employees’ creative involvement, including generating new but
practical ideas, originality, and creative problem-solving. When organizations express their
values and passions through CSR, employees may be inspired to develop new and better ways to
do their work.

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Developing a CSR strategy

 Understand the business and social environment in which the firm operates;
 Understand the business and HR strategies and how the CSR strategy should be aligned
to them;
 Know who the stakeholders are (including top management) and find out their views on
and expectations of CSR
 Identify the areas in which CSR activities might take place by reference to their relevance
in the business context of the organization and an evaluation of their significance to
stakeholders.
 Prioritize as necessary on the basis of an assessment of the relevance and significance of
CSR to the organization and its stakeholders and the practicalities of introducing the
activity or practice.
 Draw up the strategy and make the case for it to top management and the stakeholders to
obtain their approval.
 Communicate information on the strategy, comprehensively and regularly.
 Provide training to employees on the skills they need to use in implementing the CSR
strategy.
 Measure and evaluate the effectiveness of CSR.
Tata Chemical’s CSR Initiative: BEACON

Tata Chemicals Ltd are committed to serve the national and local deprived communities, present
in their area of operations. Their focus is highlighted in their initiative programme, BEACON,:

• Blossom: Promotion and development of native handicrafts

•Enhance: Overall enhancing the quality of life

•Aspire: Education and vocational skill development

•Conserve: Investment in Bio-diversity, natural resource and climate change management

leading to increase in environment sustainability

•Nurture: Health care, sanitary solutions and safe drinking water

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3.6 ORGANISATIONAL DEVELOPMENT

Development is a continuous process and it accommodates in itself many changes that occur in
science and technology, economic, market, political environment, education, knowledge, values,
attitude and behaviour of people, culture etc. Organisation development is a part of overall
development in general. It cannot remain unaffected by the developmental process. The
organisation has to change the beliefs, values and its structure to accommodate the new ideas,
beliefs and new technologies for progress.

This is very essential. The organisation must respond to changes. So that it can face the
challenges ahead. The management of human resources depends upon organisational
effectiveness. Humans are affected by change. Organisation development accommodates and
incorporates variety of planned changes based on humanistic democratic values, technology that
are sought to improve the effectiveness of organisation and well being of its employees.

Definition :According to Dale S. Beach, organisation development (OD) is, “a complex

educational strategy designed to increase organisational effectiveness and wealth through
planned intervention by a consultant using theory and techniques of applied behavioural
service.”

According to George R. Terry, “Organisational development includes efforts to improve results

by getting the best from employees, individually and as members of working groups.”

As per Werren G. Bennis, Organisation Development is, “a complex educational strategy

intended to change the beliefs, attitudes, values and structure of organisations so that they can
better adapt to new technologies, markets and challenges and the dizzying rate of change itself.”

Characteristics of Organisational development

1. Planned Change:

Organisational development (OD) is an educational strategy for bringing about planned change.
Planned change concept makes it different from other approaches for change in organisations.

2. Encompasses the Whole Organisation:

This change covers the entire organisation. Organisational Development is the development of
the whole organisation so that it can respond to change effectively. OD tends to ensure that all

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parts of the organisation are well coordinated in order to solve the problems and opportunities
that are brought by change.

3. Long Range Change:

OD is a long term process. It may take months or years to implement it. OD is never intended to
be a stopgap arrangement or measure.

4. Systems Orientation:

OD is concerned with the various groups in the organisation and their interactions with each
other. It is concerned with formal as well as informal or social relationships. It is concerned with
group structures, processes and attitudes.

5. Change Agent:

The services of outside experts are obtained, generally, to implement the OD process. In OD,
“Do it yourself” programmes are discouraged. When the primary change agent is a consultant
from outside the organisation, he can operate independently without ties to the organisational
hierarchy and politics of the organisation. The personnel director is the internal agent of the
organisation who coordinates the programme with the management and the external agent.

6. Problem Solving:

OD emphasizes on problem solving rather than just theoretical discussion of the problems. The
focus on real, ongoing problems rather than the theoretical or artificial ones is called actions
research. Action research is a very important feature of OD. Sometimes, OD is called
organisational improvement through action research.

7. Experiential Learning:

In the traditional approaches, training was provided to the people by lecture and discussion
method, in which people talk about only abstract ideas. But in OD, particularly learn by
experiencing in the training environment the kind of human problems they face on the job. This
approach tends to produce more changed behaviour than the traditional approach. Theory is also
necessary and desirable, but the ultimate test is how it applies in real practice.

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8. Collaborative Management:

In contrast to the traditional management structure where orders are issued at upper levels and
simply carried out by low levels, OD stresses collaboration among levels. In OD, organisations
are viewed in a systems perspective.

9. Group Process:

In OD, an effort is made to improve interpersonal relations, open communication channels, build
trust and encourage responsiveness to others. For this OD relies on group processes like group
discussions, inter group conflicts, confrontations and procedures for co-operations.

10. Organisational Culture:

OD assumes that the culture of every organisation is different from the culture of the other
organisations. The assumption that a particular solution can be applied to the problems of all the
organisations is generally not made in OD. Instead the culture of each organisation must be
understood and relations consistent with culture be developed.

11. Feedback:

In OD, feedback is given to all the participants about themselves, which provides them a basis
for their next activities. They generally base their decisions on this concrete data. With the help
of feedback of information, employees will be encouraged to understand a situation and take self
corrective action before somebody else tells them what to do.

12. Situational and Contingency Oriented:

OD is flexible and pragmatic, adapting the actions to fit particular needs. Although some
occasional OD change agent may have to impose a single best way on the group, there is,
usually, open discussion of several better alternatives rather than a single best way.

13. Team Building:

The basic objective of OD is to build better team work throughout the organisation. OD tries to
tie all the groups, small and large, working in the organisation, together to make one integrated
and cooperative group. If any groups have some differences, OD will help them to find out the
ways for solving the differences. The result of effective team work will be improved
organisational performance.

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Objectives of organisational development

1. Improve organisational performance as measured by profitability, market share,

innovativeness, etc.

2. Make organisations better adaptive to its environment which always keeps on changing.

3. Make the members willing face organisational problems and contribute creative solutions to
the organisational problems.

4. Improve internal behaviour patterns such as interpersonal relations, intergroup relations, level
of trust and support among the role players.

5. Understand own self and others, openness and meaningful communication and involvement in
planning for organisational development.

Steps in Organisational Development (O.D):

Lawrence and Lorsch have provided the following steps in organisational development:-

1. Problem identification—Diagnosis:

O.D. program starts with the identification of the problem in the organisation. Correct diagnosis
of the problem will provide its causes and determine the future action needed.

2. Planning Strategy for Change:

O.D. consultant attempts to transform diagnosis of the problem into a proper action plan
involving the overall goals for change, determination of basic approach for attaining these goals
and the sequence of detailed scheme for implementing the approach.

3. Implementing the Change:

O.D. consultants play an important role in implementing change.

4. Evaluation:

OD is a long-term process. So there is a great need for careful monitoring to get process
feedback whether the O.D. programme is going on well after its implementation or not. This will
help in making suitable modifications, if necessary. For evaluation of O.D. programme, the use
of critic sessions, appraisal of change efforts and comparison of pre- and post-training
behavioural patterns are quite effective.

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3.7 KNOWLEDGE MANAGEMENT

Knowledge management is about getting knowledge from those who have it to those who need it
in order to improve organizational effectiveness.Knowledge management is the systematic
management of an organization's knowledge assets for the purpose of creating value and meeting
tactical & strategic requirements; it consists of the initiatives, processes, strategies, and systems
that sustain and enhance the storage, assessment, sharing, refinement, and creation of knowledge.

KM involves the understanding of Where and in what forms knowledge exists; what the
organization needs to know; how to promote a culture conducive to learning, sharing, and
knowledge creation; how to make the right knowledge available to the right people at the right
time; how to best generate or acquire new relevant knowledge; how to manage all of these
factors so as to enhance performance in light of the organization's strategic goals and short term
opportunities and threats.

KM must therefore create/provide the right tools, people, knowledge, structures (teams, etc.),
culture, etc. so as to enhance learning; it must understand the value and applications of the new
knowledge created; it must store this knowledge and make it readily available for the right
people at the right time; and it must continuously assess, apply, refine, and remove
organizational knowledge in conjunction with concrete long and short term factors.

Types of Knowledge

Tacit knowledge and explicit knowledge are the two main types of knowledge covered within the
definition of knowledge management.

Tacit knowledge is more intuitive, less easy to package and share with others. Examples of tacit
knowledge are innovative thinking and understanding body language.

Explicit knowledge is information that is easily codified and taught, such as how to change the
toner in a printer and mathematical equations.

Areas of knowledge management

 Accumulating knowledge
 Storing knowledge
 Sharing knowledge

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Benefits of knowledge management Knowledge management is important because it boosts the
efficiency of an organization’s decision-making ability. In making sure that all employees have
access to the overall expertise held within the organization, a smarter workforce is built who are
more able to make quick, informed decisions that benefit the company.

 More efficient workplace

 Faster, better decision making
 Increased collaboration
 Building organizational knowledge
 Onboarding and training process is optimized
 Increased employee happiness and retention, due to the valuing of knowledge, training,
and innovation

Issues in Knowledge management

 The pace of change.

 Relating knowledge management strategy to business strategy.
 IT is best used in a supportive role.
 Attention must be paid to the processes (social, technological and organizational) through
which knowledge combines and interacts in different ways.
 The significance of knowledge workers must be appreciated.

Knowledge management strategies

The codification strategy – knowledge is carefully codified and stored in databases where it can
be accessed and used easily by anyone in the organization. Knowledge is explicit and is codified
using a ‘people-to-document’ approach.

The personalization strategy – knowledge is closely tied to the person who has developed it and
is shared mainly through direct person-to-person contacts.This is a ‘person-to-person’ approach
that involves ensuring that tacit knowledge is passed on.

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Knowledge management systems

 Creating an intranet.
 Creating ‘data warehouses’.
 Using decision support systems.
 Using ‘groupware’, ie information communication technologies such as e-mail or
discussion bases.
 Creating networks or communities of practice or interest of knowledge workers.

Contribution HR can make to knowledge management

 Help to develop an open culture that emphasizes the importance of sharing knowledge.
 Promote a climate of commitment and trust.
 Advise on the design and development of organizations that facilitate knowledge sharing.
 Ensure that valued employees who can contribute to knowledge creation and sharing are
attracted and retained.
 Advise on methods of motivating people to share.
 Help in the development of performance management processes that focus on the
development and sharing of knowledge.
 Develop processes of organizational and individual learning that will generate and assist
in disseminating knowledge.
 Set up and organize workshops, conferences and communities of practice and symposia
that enable knowledge to be shared on a person-to person basis.
 In conjunction with IT, develop systems for capturing and, as far as possible, codifying
explicit and tacit knowledge.
 Generally, promote the cause of knowledge management with senior managers.

3.8 EMPLOYEE RESOURCING

Employee resourcing, generally known simply as ‘resourcing’ is the term used to describe
activities concerned with the acquisition, retention and development of human resources.
Employee resourcing involves ‘the range of methods and approaches used by employers in
resourcing their organisations in such a way as to enable them to meet their key goals’ .
Employee resourcing therefore involves staffing (i.e. Recruitment, selection, retention and

19
dismissal), performance (i.e. Appraisal and management of performance), administration (policy
development, procedural development, documentation) and change management (the importance
of the resourcing function as a change agent).

Strategic resourcing is concerned with ensuring that the organization obtains and retains the
people it needs and employs them effectively. It is a key part of the strategic HRM process,
which is fundamentally about matching human resources to the strategic and operational needs
of the organization and ensuring the full utilization of those resources. The aim of strategic
resourcing is therefore to ensure that a firm achieves competitive advantage by employing more
capable people than its rivals. These people will have a wider and deeper range of skills and will
behave in ways that will maximize their contribution. Strategic resourcing places more emphasis
than traditional personnel management on finding people whose attitudes and behaviour are
likely to be congruent with what management believes to be appropriate and conducive to
success.

Components of strategic employee resourcing

The overarching component of strategic resourcing is the integration of resourcing and business
plans.Within this framework strategic resourcing includes specific strategies for:

 Workforce planning, alternatively called human resource planning – assessing future

business needs and deciding on the numbers and types of people required.
 Developing the organization’s employee value proposition and its employer brand– the
employee value proposition is what an organization offers that prospective or existing
employees would value and which would help to persuade them to join or remain with
the business; employer brand is the image presented by an organization as a good
employer.
 Resourcing plans – preparing plans for finding people from within the organization
and/or for learning and development programmes to help people learn new skills. If needs
cannot be satisfied from within the organization, it involves preparing longer-term plans
for ensuring that recruitment and selection processes will satisfy them.
 Retention plans – preparing plans for retaining the people the organization needs.

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  Flexibility plans – planning for increased flexibility in the use of human resources to
enable the organization to make the best use of people and adapt swiftly to changing
circumstances.
 Talent management – ensuring that the organization has the talented people it requires to
provide for management succession and meet present and future business needs.

3.9 TALENT MANAGEMENT

Talent management is a constant process that involves attracting and retaining high-quality
employees, developing their skills, and continuously motivating them to improve their
performance. The primary purpose of talent management is to create a motivated workforce who
will stay with your company in the long run. The exact way to achieve this will differ from
company to company.

IMPORTANCE OF TALENT MANAGEMENT

1. It helps businesses improve performance

Talent management is most effective of all when it combines three key components: rapid talent
allocation, positive employee experience, and a strategic HR team.

2. It allows companies to stay competitive

By hiring and developing talented employees, your organization becomes stronger and better
prepared to face changes and risks.

3. It drives innovation

New technologies are always hitting the scene, whatever your industry. Talented employees are
able to find ways to harness the capabilities of new tools and solve problems or come up with
original ideas.

4. It helps form productive teams

The appropriate talent management strategy will allow you to form a more productive team. This
is far more useful than just having a bunch of creative and talented people in your organization.

21
5. It decreases turnover

When employees feel valued at a company, when they know they will have plenty of
opportunities to grow in the business, they are less likely to seek work elsewhere.

6. It leads to strong employer branding

Talent management brands your company as an employer. This helps you to attract the best
candidates for future hires.

7. It motivates others to grow

Having inspiring talent on your team will motivate other employees and help them grow.

TALENT MANAGEMENT MODEL

Fig 3.1 Talent management model 1

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1. Planning

Planning aligns your talent management model in line with the overall goals of your
organization. Only with the correct planning can you ensure that you seek talent with the right
skills and experience. In addition, it assesses current employees to see what is working well for
the company. For instance, if employees with certain characteristics tend to stay at the
organization for longer, you should plan to hire more workers like them.

2. Attracting

It is not always as simple as when one person leaves the company, you start a search for
someone else to fill the role. For instance, your needs may change or employees may take on
new responsibilities. Talent management ensures that you always have sufficient staff to carry
out all your operations and prevent heavy workloads that could cause demotivation.

The right strategy will attract just the kind of workers you want at your business. Such hires will
be driven, skilled, and seeking to advance within the company. Attracting talent is all about
branding your company as an employer. You’ll need to find ways to increase visibility in ways
that allow you to present company as a best place to work. The main consideration here is to
make your business more approachable.

Even if you choose not to hire someone for a particular position, you still need to create a
positive experience. This will give you the opportunity to hire these candidates for other jobs or
use them as ambassadors to acquire other talent.

3. Developing

The development part of the model involves taking steps to help talent grow within the
company. It should be aligned with the employee development plan and includes identifying
roles where particular employees could move to in the future as well as considering how to
expand workers’ skills and knowledge to fulfill new challenges facing your organization. Talent
management also looks at what will keep employees at your company enthusiastic and willing to
go the extra mile. It is necessary to provide employees with value. Motivation also requires the
correct onboarding — to give new hires a great impression of your company from the very
beginning. This will increase the chance that they stay with the company and work hard.

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4. Retaining

Another purpose of talent management is to keep people at your company for longer. Employees
need to continue feeling that the company is an enjoyable, meaningful place to work. Through
training and other types of engagement, employees have the chance to create a career without
leaving the company. You may achieve this by focusing on compensation (monetary and
otherwise) as well as company culture.

5. Transitioning

After hiring and developing their skills, you need to plan for employees’ transitions. Your aim at
this stage is to keep their knowledge within the company this is called knowledge management.
You need to have a plan in place to promote employees or move them to another role,
department, or office. If a worker does decide to leave, you need to know why.

TALENT MANAGEMENT PROCESS

The talent management process is how you organize the management of your human resources.
It is how you choose employees, how you hire them, and how (or if) you train them, motivate
them, fire them, and so on. The following steps cover what you need to do to develop a
continuous talent management process for your organization. It covers how to find the most
talented people available and then help them stay in your company.

Step 1: Specify What Skills You Need

What is the first step in the talent management process? Before you can go any further, you must
determine what kinds of hires you need and what requirements they should fill. Consider if it
would be possible to teach existing employees to avoid the need to hire anyone new.

Step 2: Attract the Right People

There are several stages to attracting talent:

1. Create targeted advertisements and post them on top job sites — HR branding is helpful
here.

2. Plan interviews and other means to identify the best person for the job. In addition to
regular questions, consider using personality assessments, references, and tests that
require candidates to perform in real-life situations.

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 3. Hire your top choices.

Step 3: Onboard and Organize Work

Help new employees feel orientated by being ready for them as soon as they enter the company.
Know what tasks you will set them, have training sessions scheduled, and assign current
employees to support new workers settle in.

Step 4: Organize Learning and Development

Remember, it is often easier to develop the skills of your current employees than to hire new
talent. Plus, even if you do hire top talent, they will likely want to learn something in their new
role. Plan ways for your workers to learn and grow, such as through conferences, courses, and a
learning management system to create a learning environment.

Step 5: Hold Performance Appraisals

Checking employee performance regularly allows you to see if workers could manage additional
responsibilities. This could save you hiring new talent and it may help an employee prepare for a
promotion.

Step 6: Strategize to Retain Your Best Talent

Keep employees satisfied at work through promotions, benefits, motivating tactics, ensuring job
satisfaction, and improving company culture.

Step 7: Plan for Successions

Nurture employees for successions, such as for when a senior member of staff retires. Enable
employees to perform to their best through continuous learning opportunities, including
knowledge management. If an employee decides to leave the company, conduct an exit interview
to find out what went wrong — this will help you prevent the same issue occurring again in the
future.

TALENT MANAGEMENT STRATEGY

 Develop the organization as an ‘employer of choice’;
 Plan and implement recruitment and selection programmes that ensure good quality
 People are recruited who are likely to thrive in the organization and stay with it for a
reasonable length of time

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  Plan and implement talent retention programmes;
 Introduce reward policies that help to attract and retain high-quality staff;
 Design jobs and develop roles that give people opportunities to apply and grow their
 Skills and provide them with autonomy, interest and challenge;
 Implement talent development programmes;
 Provide talented staff with opportunities for career development and growth;
 Recognize those with talent by rewarding excellence, enterprise and achievement;
 Generate and maintain a talent pool so that ‘talent on demand’ is available to provide for
Management succession.

3.10 LEARNING AND DEVELOPMENT (L&D)

Learning and development (L&D) is one of the core areas of Human Resource Management.
Learning and development is a systematic process to enhance an employee’s skills, knowledge,
and competency, resulting in better performance in a work setting. Specifically, learning is
concerned with the acquisition of knowledge, skills, and attitudes. Development is the
broadening and deepening of knowledge in line with one’s development goals.

The goal of learning and development is to develop or change the behavior of individuals or
groups for the better, sharing knowledge and insights that enable them to do their work better, or
cultivate attitudes that help them perform better .Learning, training, and development are often
used interchangeably. However, there are subtle differences between these concepts, which are
shown in the table below.

Concept Description

The acquisition of knowledge, skills, or attitudes through experience, study, or

Learning
teaching. Training, development, and education all involve learning.

Training is aimed at teaching immediately applicable knowledge, skills, and attitudes

Training to be used in a specific job. Training may focus on delivering better performance in
the current role or to overcome future changes.

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 Development is aimed at the long term. It revolves around the broadening or
Development deepening of knowledge. This has to fit within one’s personal development goals and
the (future) goals of the organization. Development usually happens voluntarily.

Objective

A learning and development strategy aims to achieve the following:

 Meet employee learning and development needs.

 Ensure optimal human capital development.
 Build the business management and leadership skills for a strong executive team

Learning and Development Process

The model starts with the organizational starting situation and prior knowledge based on which
learning goals and objectives are defined. This information is used as input for the subject
matter, teaching methods, and learning methods and activities. These lead to a certain result,
which is monitored and evaluated. Based on this evaluation, the goals and objectives are
updated.

fig 3.2 Learning design 1

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Based on this model, we identify four phases required to create an effective learning and
development process.

1. An analysis of training needs (starting situation)

2. Specification of learning objectives

3. Design of training content and method

4. Monitoring and evaluation

Phase 1. Analysis of training needs

The first step is an analysis of the starting situations and prior knowledge to identify training
needs. Employees have to acquire new knowledge, skills, and attitudes that are relevant for their
(future) function. This way learning is a way to create new business capabilities.

In other words, learning is a means to an end – it has a goal. Example goals could be the
development of digital capabilities in an analog firm that needs to transform, building analytical
capabilities to create more business value through analytics, or simply making sure that everyone
gets their mandatory certification in time so they can continue to do their work.

Identifying the learning goal requires you to analyze where the organization wants to go and
what skills are missing to get there. This happens in three parts.

1. Organizational analysis. In this phase, the short and long-term goals of the organization
are analyzed. The goal is to define the training needs that will help the company realize
its business goals.

2. Function, task, or competency analysis. Besides the identified organizational need, it is

important to look at a function or task level. What are the competencies and skills
required to be successful in one’s job? The goal here is to identify the most important

28
 knowledge, skills, and attitudes for employees to be successful in their jobs, and to
identify which of these are the easiest to learn.

3. Personal analysis. In this analysis, job performance is evaluated. Current competencies

and knowledge, performance, and skill levels are identified. The key source for this
analysis is oftentimes the employee’s performance evaluation. The outcome of the
analysis serves as input for the definition of the training needs.

Using these three analyses, training goals can be specified. However, it is important to ensure
there is sponsorship and support within the organization for the initiative.

Phase 2. Specification of learning objectives

The training needs need to be translated into learning objectives. These objectives serve as the
starting point for the design of the training’s content and method.This way training goals become
highly specific and measurable. This helps to create an effective learning and development
intervention aimed at improving these skills.

Phase 3. Design of the training material and method

In this phase, the teaching material and learning method are determined. This is where the
choices about the training material, teaching method, and learning activities are made. This is
often done together with an external trainer or training provider, and ideally also with
involvement from the trainee. Trainee-centered methods are more interactive and include case
studies, role-playing, self-directed lessons, on-the-job training, simulation, games, and so on.
Effective training usually includes a mix of methods.

Phase 4. Monitoring and evaluation

The last phase of the learning process is monitoring and evaluation. In this phase, the learning
objectives are evaluated and learning effectiveness is assessed. When the training is seen as
effective, it should result in a change in behavior. This means that the starting situation and
knowledge in the organization will be changed for the next learning design.

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Methods of Learning

 Lectures and seminars. This is a more formal setting often used in universities with a
lecturer and students. The setting inhibits interaction.

 Discussion groups. Highly interactive setting aimed at sharing viewpoints.

 Debate. Highly interactive setting aimed at convincing others of one’s viewpoints.

 Case study and projects. These actively involve the participant and activate them to
come up with solutions and answers.

 Experiential activities. These involve active participation and are often used in team
building

 Role Play. A role is acted out or performed, for example as a technique to train customer
interaction.

 Simulation/Games. An increasingly popular and highly interactive way of experimental

learning. With the rise of virtual and augmented reality, this can be made very realistic.

 Job shadowing. Working with another employee who has a different experience to learn
from them. This is a good way to learn and exchange ideas.

 Outdoor management development (OMD).

 Coaching. Coaching focuses on hands-on skill development. The coach is often allocated
and is the driving force. The coachee follows and learns.

 Mentoring. Mentoring is more strategic. The mentor is chosen by the mentee and the
process is also driven by the mentee. Mentoring goes beyond skills.

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3.11 REWARDS STRATEGY
A rewards strategy is a system implemented by a business that provides monetary,
beneficial and developmental rewards to employees who achieve specific business goals. The
strategy combines compensation and benefits with personal growth opportunities inside a
motivated work environment. Designing and implementing a total rewards strategy requires a
large-scale approach that drives organizational change.

The right reward strategy can help you achieve this for your employees, using benefits,
bonuses and pay to encourage employee loyalty. Motivated staff will go that extra mile to
contribute towards organisational success and better results. A successful environment will
inevitably attract new talent, make existing employees feel rewarded and help retain your key
people.

Components of Rewards

A total reward approach looks at what your organisation is trying to achieve, what your people
want, what is affordable and the structures needed in place to achieve this. The four areas
covered are:

1. Cash compensation

Every organisation must pay its employees for the services that they provide (i.e. time, effort
and skills). This includes both fixed (salary and allowances) and variable (bonus and incentives)
pay. The cash compensation provided to employees increases over time and can be linked to a
number of different factors such as performance or career development.

2. Benefits

Organisations use benefits to supplement the cash compensation they provide to employees.
These vary depending on the size of the organisation and affordability but can provide security
and comfort to the employees and their families. The benefits include holidays, medical cover,
income protection and pension schemes.

3. Personal Growth

Providing personal and professional growth opportunities to employees is an essential part of

any reward strategy. These can be skills acquired on the job as well as formal training

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programmes valued by the employees that also serve the organisations strategic needs.
Alongside this development, however, is the need to manage expectations, assessing
performance and constantly striving to improve.

4. Work Environment

A positive work environment can often be the defining factor in retaining key talent in an
increasingly competitive market. Ultimately, we all want to work in an environment where there
is genuine feeling of team spirit and togetherness. With a leader that inspires and supports us to
achieve success at both work and home

REWARD STRATEGY DEVELOPMENT PROCESS

Developing a total rewards strategy is a four-step process consisting of:

Assessment: A project team assesses your current benefits and compensation system and
determines the effectiveness of those systems in helping your company reach their goals.
Activities that take place during the assessment phase of the process include surveying your
employees on their opinions and beliefs regarding their pay, benefits and opportunities for
growth and development as well as examining your current policies and practices. The most
important outcome of the assessment phase is the project team assessment report, which
includes your recommendations for the new total rewards system. The assessment report should
include suggested solutions to questions such as:

 Who should be eligible for the rewards?

 What kinds of behaviors or values are to be rewarded?
 What type of rewards will work best?
 How will the company fund this?

Design: The senior management team identifies and analyzes various reward strategies to
determine what would work best in their workplace. It decides what will be rewarded and what
rewards will be offered to employees for those achievements. In a total rewards strategy, pay
rewards for achievement of goals will not be the only consideration. HR strategists will also
determine additional benefits (flexible work schedule, additional time off) or personal
development opportunities (training or promotional) that employees will receive as a result of
meeting the established company objectives.

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Execution: The HR department implements the new rewards system. It circulates materials that
communicate the new strategy to employees. Training also commences so that managers and
decision-makers are able to effectively measure the achievement and employees are able to
understand what they need to obtain to receive the rewards.

Evaluation: The effectiveness of the new plan must be measured and the results communicated
to company decision-makers. Based on this, modifications can be proposed to the strategy for
future implementation.

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3.12 EMPLOYEE RELATIONS
Employee relations’ (ER) is the term that defines the relationship between employers and
employees. ER focuses both on individual and collective relationships in the workplace with an
increasing emphasis on the relationship between managers and their team members. ‘Employee
relations’ covers the contractual, practical, as well as the physical and emotional dimensions of
the employee-employer relationship. The term employee relations is also used to highlight the
efforts a company – or the HR department – makes to manage that relationship. These efforts are
usually formalized in an employee relations policy or program.
Employee relations strategy define the intentions of the organization about what needs to be
changed in the ways in which organization manages its relationship with the employees and their
trade unions.
Eg: • 1. Strategy- achieving competitive edge through innovation •
2.Strategy- achieving competitive edge through cost reduction

Significance of Employee Relations

Employee relations are important because it helps in
 Improving motivation amongst employees
 Improving efficiency amongst employees and hence finally at organization level as well
 Increasing productivity of both employees and finally organization wise too
 Improving teamwork
 Strengthening harmony between employer and employees
 Increasing the sense of belonging amongst employees
 Increasing loyalty of employees
 Reducing absenteeism amongst

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3.13 STRATEGY FORMULATION PROPOSITIONS

Strategy formulation is the process of determining and establishing the goals, mission and
objectives of an organization, and identifying the appropriate and best courses or plans of action
among all available alternative strategie to achieve them.

Fig Sequential strategic HRM model

3.14 DEVELOPING HR STRATEGIES

Essentially, the formulation of HR strategy requires answers to just three questions:

1. Where are we now?

2. Where do we want to be in one, two or three years' time?
3. How are we going to get there?
A methodology for formulating HR strategies was developed by Dyer andHolder (1988) as
follows:
1. Assess feasibility – from an HR point of view, feasibility depends on whether the numbers and
types of key people required to make the proposal succeed can be obtained on a timely basis and
at a reasonable cost, and whether the behavioural expectations assumed by the strategy are
realistic (eg retention rates and productivity levels).
2. Determine desirability – examine the implications of strategy in terms of sacrosanct HR
policies (eg a strategy of rapid retrenchment would have to be called into question by a company
with a full employment policy).

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3. Determine goals – these indicate the main issues to be worked on and they derive primarily
from the content of the business strategy. For example, a strategy to become a lower-cost
producer would require the reduction of labour costs. This in turn translates into two types of HR
goals: higher performance standards (contribution) and reduced headcounts (composition).

4. Decide means of achieving goals – the general rule is that the closer the external and internal
fit, the better the strategy, consistent with the need to adapt flexibly to change. External fit refers
to the degree of consistency between HR goals on the one hand and the exigencies of the
underlying business strategy and relevant environmental conditions on the other. Internal fit
measures the extent to which HR means follow from the HR goals and other relevant
environmental conditions, as well as the degree of coherency or synergy among the various HR
means.

Fig 3.5 STRATEGY FORMULATION PROPOSITION 1

SETTING OUT THE STRATEGY

A strategic review can provide the basis for setting out the strategy. There is no standard model
for doing this, but the following headings are typical.

1. Basis

 Business needs in terms of the key elements of the business strategy;

 Analysis of business and environmental factors (swot/pestle);
36
  Cultural factors – possible helps or hindrances to implementation.

2. Content – details of the proposed HR strategy.

3. Rationale – the business case for the strategy against the background of business

needs and environmental/cultural factors.

4. Implementation plan

 Action programme;
 Responsibility for each stage;
 Resources required;
 Proposed arrangements for communication, consultation, involvement and training;
 Project management arrangements.

5. Costs and benefits analysis – an assessment of the resource implications of the plan (costs,
people and facilities) and the benefits that will accrue, for the organization as a whole, for line
managers and for individual employees (so far as possible these benefits should be quantified in
value-added terms).

3.15 STRATEGY IMPLEMENTATION

Strategy implementation is the translation of chosen strategy into organizational action so as to

achieve strategic goals and objectives. Strategy implementation is also defined as the manner in
which an organization should develop, utilize, and amalgamate organizational structure, control
systems, and culture to follow strategies that lead to competitive advantage and a better
performance.

Organizational structure allocates special value developing tasks and roles to the employees and
states how these tasks and roles can be correlated so as maximize efficiency, quality, and
customer satisfaction-the pillars of competitive advantage. But, organizational structure is not
sufficient in itself to motivate the employees. An organizational control system is also required.
This control system equips managers with motivational incentives for employees as well as
feedback on employees and organizational performance. Organizational culture refers to the
specialized collection of values, attitudes, norms and beliefs shared by organizational members
and groups.

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Following are the main steps in implementing a strategy:

 Developing an organization having potential of carrying out strategy successfully.

 Disbursement of abundant resources to strategy-essential activities.
 Creating strategy-encouraging policies.
 Employing best policies and programs for constant improvement.
 Linking reward structure to accomplishment of results.
 Making use of strategic leadership.

Excellently formulated strategies will fail if they are not properly implemented. Also, it is
essential to note that strategy implementation is not possible unless there is stability between
strategy and each organizational dimension such as organizational structure, reward structure,
resource-allocation process, etc.

BARRIERS TO THE IMPLEMENTATION OF HR STRATEGIES

Major barriers that can be met by HR strategists when attempting to implement strategic
initiatives are:

Failure to understand the strategic needs of the business with the result that HR strategic
initiatives are seen as irrelevant, even counter-productive;

Inadequate assessment of the environmental and cultural factors that affect the content of the
strategies;

Development of ill-conceived and irrelevant initiatives, possibly because they are current fads or
because there has been an ill-digested analysis of best practice that does not fit the organization's
requirements;

Selection of one initiative in isolation without considering its implications on other areas of HR
practice or trying to ensure that a coherent, holistic approach is adopted;

OVERCOMING THE BARRIERS

To overcome these barriers it is necessary to carry out the following steps:

 Conduct analysis - the initial analysis should cover business needs, corporate culture and
internal and external environmental factors. The framework could be a SWOT analysis of
strengths, weaknesses, opportunities and threats facing the organization, or a PESTLE

38
 analysis (the political, economic, social, technological, legal and environmental contexts
within which the organization operates).
 Formulate strategy - the formulation should set out the rationale for the strategy and spell
out its aims, cost and benefits.
 Gain support - particular care needs to be taken to obtain the support of top managers (for
whom a business case must be prepared), line managers, employees generally and trade
unions. This means communication of intentions and their rationale and the involvement
of interested parties in the formulation of strategic plans.
 Assess barriers - an assessment is required of potential barriers to implementation,
especially those relating to indifference, hostility (resistance to change) and lack of
resources. Unless and until a confident declaration can be made that the initiative will
receive a reasonable degree of support (it could be too much to expect universal
acclamation) and that the resources in terms of money, people, time and supporting
processes will be available, it is better not to plunge too quickly into implementation.
 Prepare action plans - these should spell out what is to be done, who does it and when it
should be completed. A project plan is desirable, indicating the stages of the
implementation programme, the resources required at each stage, and the stage and final
completion dates. The action plan should indicate the consultation, involvement,
communication and training programmes that will be required. It should also state how
progress will be monitored and the criteria for measuring success against objectives.
 Project-manage implementation - this should be conducted by reference to the action or
project plan and involves monitoring progress and dealing with problems as they arise.
 Follow up and evaluate - nothing can be taken for granted. It is essential to follow up and
evaluate the results of the initiative. Follow-up can take place through interviews, focus
groups and, desirably

3.16 MAKING THE IMPACT: THE ROLE OF HR

All organizations operate with the key objective of performing well with an obligation to their
stakeholders. For an organization to perform well, they have to depend on the quality, dedication,
enthusiasm, expertise and skill of the people working in the organization at each level. With

39
reference to resource-based view, HRM delivers added value and helps to achieve sustainable
competitive advantage for an organization.

It is assumed that an improvement in performance can be achieved through people in the

organization. This implies that HRM has a positive impact on the performance of the
organizations. According to him, it is assumed that appropriate HRM practices can increase the
motivation and commitment of employees. There are three ways how HRM can improve
performance.

1. HR practices make a direct impact on employee commitment, engagement, motivation

and skills.
2. When employees have the above characteristics, organizational performance in terms of
quality, productivity and the delivery customer service will improve

3. When the organizational performance improve, the financial results will improve and this
can be seen as a value chain in HR.

The same idea has been brought by Paauwe in 2004 and his idea is shown in the below diagram.

Fig 3.6 Impact of HRM on organizational performance (Paauwe, 2004)

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In the modern studies, two issues have been identified as that affect the determination of a
connection between HRM and organizational performance known as ‘causal ambiguity’ and
‘contingency factors’. Causal ambiguity simply means that there are other or hidden factors
between the factors influencing the cause and effect. This means, in the concerned issue there
can be more factors affecting the performance of the organization other than HRM. Economic or
business factors are among them which are difficult to identify. Contingency factors includes the
internal and external environmental factors that influence what happens within the organization.

Today there is an emerging concept called "High performance work system and culture" which
means that the organizations achieve sustained high performance through the work systems that
they adopt. But in return, these systems are managed and operated by people which implies that
high-performance working is all about improving performance through people.

In summary, we can say that HRM contributes to enhance organizational performance by

providing insights on the performance issues affecting the organization and its employees. The
aim is to find new ways of achieving performance challenges. HR can advise management on the
development of a high performance strategy supported by performance and reward initiatives.
Additionally, HRM can review practices and policies such as things concerned with
organizational development, engagement, resourcing, learning and development, and employee
relations. Decisions can then be made to enhance existing policies and practices or introduce new
ones.

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42
 SCHOOL OF MANAGEMENT STUDIES

UNIT – IV - STRATEGIC HUMAN RESOURCE MANAGEMENT – SBAA7019

1
 4. STRATEGIC HRM COMPONENTS

4.1 STRATEGIC HR ISSUES

Human resource strategy is an elaborate and systematic plan of action developed by a human
resource department. This definition tells us that an HR strategy includes detailed pathways to
implement HRM strategic plans and HR plans. Think of the HRM strategic plan as the major
objectives the organization wants to achieve, and the HR plan as the specific activities carried
out to achieve the strategic plan. In other words, the strategic plan may include long-term goals,
while the HR plan may include short-term objectives that are tied to the overall strategic plan.

Companies now understand that the human side of the business is the most important asset in any
business (especially in this global economy), and therefore HR has much more importance than
before. Initially termed as personnel management, HR activities mostly involved hiring process
and legal compliance where as human resources management involves strategic planning and
implementation.

The Ulrich HR model, a common way to look at HRM strategic planning, provides an overall
view of the role of HRM in the organization. His model is said to have started the movement that
changed the view of HR; no longer merely a functional area, HR became more of a partnership
within the organization. David Ulrich and Wayne Brockbank, The HR Value Proposition looks at
five main areas of HR

Fig 4.1 Ulrich HR model 1

2
Based on the model, four aspects are considered when creating a good HRM strategic plan:

1. Make it applicable. A good strategic plan should be the guiding principles for the HRM
function. It should be reviewed and changed as aspects of the business change.
Involvement of all members in the HR department and communication among everyone
within the department will make the plan better.

2. Be a strategic partner. Alignment of corporate values in the HRM strategic plan should be
a major objective of the plan. In addition, the HRM strategic plan should be aligned with
the mission and objectives of the organization as a whole. For example, if the mission of
the organization is to promote social responsibility, then the HRM strategic plan should
address this in the hiring criteria.

3. Involve people. An HRM strategic plan cannot be written alone. The plan should involve
everyone in the organization. For example, as the plan develops, the HR manager should
meet with various people in departments and find out what skills the best employees
have. Then the HR manager can make sure the people recruited and interviewed have
similar qualities as the best people already doing the job. In addition, the HR manager
will likely want to meet with the financial department and executives who do the
budgeting, so they can determine human resource needs and recruit the right number of
people at the right times. In addition, once the HR department determines what is needed,
communicating a plan can gain positive feedback that ensures the plan is aligned with the
business objectives.

4. Understand how technology can be used. Organizations oftentimes do not have the
money or the inclination to research software and find budget-friendly options for
implementation. People are sometimes nervous about new technology. However, the best
organizations are those that embrace technology and find the right technology uses for
their businesses. There are thousands of HRM software options that can make the HRM
processes faster, easier, and more effective. Good strategic plans address this aspect

3
4.2 LIFECYCLE STAGES AND HRM STRATEGY

Labor /
Life Cycle Training and
Staffing Compensation Employee
Stage Development
Relations

Set basic
Meet or exceed Define future skill
Attract best technical employee-
labor market rates requirements and
Introduction and professional relations
to attract needed begin establishing
talent. philosophy of
talent. career ladders.
organization.

Recruit adequate Meet external Mold effective

numbers and mix of market but management team
Maintain labor
qualifying workers. consider internal through
peace, employee
Growth Plan management equity effects. management
motivation, and
succession. Manage Establish formal development and
morale.
rapid internal labor compensation organizational
market movements. structures. development.

Control labor
Encourage sufficient
costs and maintain
turnover to minimize
Maintain labor peace.
layoffs and provide Control
flexibility and Improve
Maturity new openings. compensation
skills of an aging productivity.
Encourage mobility costs.
workforce.
as reorganizations
shift jobs around.

4
 Labor /
Life Cycle Training and
Staffing Compensation Employee
Stage Development
Relations

Improve
Plan and implement productivity and
workforce reductions achieve flexibility
Implement
and reallocations; in work rules.
Implement tighter retraining and
Decline downsizing and Negotiate job
cost control. career consulting
outplacement may security and
services.
occur during this employment-
stage. adjustment
policies

Issues in Human Strategies

1. Managing Talent

2. Improving Leadership Development

3. Strategic Workforce Planning

4. Enhancing Employee Engagement

4.3 ORGANIZATIONAL STRATEGY

An organizational strategy is a creation, implementation, and evaluation of decisions within an

organization that enables it to achieve its long-term and short-term objectives.

Key strategic considerations of organization strategy

(1) What re-configurations, reach extensions and strategic relationships will be necessary to
deliver the intended organizational strategy.

(2) What new skills and capabilities will be needed? How will procedures change relating to the
new skills and capabilities?

(3) What will the new level of performance be? How will it be achieved?

5
(4) What changes to corporate culture will be needed?

(5) How will operational activities be integrated?

The most important phase of implementation is the formulation of the organizational strategy is
human factor. Most of the organizations successful in strategy implementation consider
the human resource factor as very important in making strategies happen. Consideration of
human resources requires management thinks about communication needs. They must articulate
strategies so those charged with developing the corresponding action steps fully understand the
strategy to be implemented. In addition, the human resource function understands the effects
each new strategy will have on their people needs.

HR activities that support an organizational strategy

1. Recruitment and selection

The ability to attract and select human resource having the right knowledge, skills, and attitude is
an important function of HR. If it is successful in this work, it will be providing support to
organization strategy in a big way. Productivity, quality, and service are the most critical issues
in any organization and any positive contribution of HR in these areas will be of paramount
importance. The organization should recruit and induct employees who are a good fit for the
jobs. If so, this will result in a visible improvement in productivity. Improvements will show in
planning, processes, supervision, techniques etc. leading to improvement in productivity. This,
in turn, will directly affect the organization profitability. HR in such cases is adding value to the
organization. Similarly, HR through right hiring may add value to the organization. If customer
satisfaction shows an upward trend. HR adds value when costs and errors show a downward
trend.

2. Quality is one of the most critical issues for any organizational strategy

Improvement in quality positively affects a host of other areas. Improvement in quality leads to
a reduction in production or service cost and, providing customer delight resulting in customer
retention. Increase in sales follows thus improving market reputation leading to a reduction in
marketing expenses which contributes towards improved profitability. It is, however, important
to remember that to qualify as a value-adding activity, improvements must be shown to have
happened in consequence of the activity started by human resource function. In this context, the

6
most important thing is the availability of the correct data and the right interpretation. In every
case right measuring tools have to be found and the reasons for improvements are to be correctly
determined.

3. Performance appraisal and compensation

Performance Appraisal and Compensation are the most critical areas of HRM. Formulating a
system which is fully aligned with organizational strategy, and implementing the same in an
objective and transparent manner is essential. Not only will this make the system acceptable but
also positively affects employee’s motivation. The system not only enunciates the organization’s
expectations regarding employee’s performance. It also helps in employee training and
development. Similarly, laying down a sound and fair compensation policy goes a long way in
attracting, maintaining, developing and retaining good employees. HR can add, value by proper
formulation and implementation of these important functions and thus support organization
strategy.

4. Training and development

A learning organization is fast becoming a reality. In any organization, continuous learning

means growth through learning events and experiences for individual employees as well as
teams, and the organization as a whole. HR plays an important role in developing a culture of
continuous learning. Identifying, training and development needs and arranging, training and
development programs for employees is part of the whole learning process. A system which
creates an environment conducive to learning through experience, coaching, mentoring, self-
learning as well as through training and development is a must in the learning organization. HR
which is the main organizer, director, and controller of learning. Learning must be applied to
processes in order to bring about improvements. Once again, HR is successful in adding value to
the organization.

4.4 ROLE OF HR FUNCTION IN THE OVERALL SUCCESS OF THE BUSINESS

Human capital leverages all the areas of an organization. Therefore, the HR department needs to
ensure the human asset is effectively aligned with the strategy determined by the organization.
To capitalize on the leverage, organizations need to adopt a new perspective of HR. HR systems
must align with the organizational strategy. Employees must be strategically focused. Every

7
element of the HR function, from hiring, compensation, training etc. needs to be developed in
order to enlarge the human capital in the organization. When HR is strategic and involved with
and/or linked to organizational performance, it plays an important role in the success of an
organization. When HR interventions are strategically aligned, competitive advantage is more
easily achieved.

Alignment between HR activities and strategic planning can be formed by HR. HR must expand
beyond the administrative function. It must focus more on how it can support the organization in
strategic planning and implementation. By increasing the competencies of HR personnel, the
department will increase its credibility and be integrated into a strategic role. For that purpose,
measuring itself from a business perspective and by the value, it brings to an organization is the
key to its elevation to the role of a strategic business partner. Once there is a clear understanding
of how HR affects the bottom line from a business / and or strategic point of view. The role of
the HR function in the overall success of the organization will become crystal clear

4.5 HUMAN RESOURCE STRATEGY

A Human Resource strategy is a business’s overall plan for managing its human capital to align
it with its business activities. The Human Resource strategy sets the direction for all the key
areas of HR, including hiring, performance appraisal, development, and compensation.

The HR strategy is thus a long-term plan that dictates HR practices throughout the organization.

An HR strategy has a set of characteristics:

 It requires an analysis of the organization and the external environment.

 It takes longer than one year to implement.

 It shapes the character and direction of Human Resources Management activities

 Helps in the deployment and allocation of organizational resources (i.e. money, time,
personnel)

 Is revised on a yearly basis.

 It incorporates the expert judgment of senior (HR) management.

 It is number-driven.

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  It results in a specific behavior.

HUMAN RESOURCE MANAGEMENT (HRM)

Human resource management (HRM) is concerned with all aspects of how people are employed
and managed in organizations. The beliefs of HRM included the assumptions that it is the human
resource that gives competitive edge, that the aim should be to enhance employee commitment,
that HR decisions are of strategic importance and that therefore HR policies should be integrated
into the business strategy

The goals of HRM are to:

 Support the organization in achieving its objectives by developing and implementing

human resource (HR) strategies that are integrated with the business strategy (strategic
HRM);
 Contribute to the development of a highperformance culture;
 Ensure that the organization has the talented, skilled and engaged people it needs; create
a positive employment relationship between management and employees and a climate of
mutual trust;
 Encourage the application of an ethical approach to people management.

4.6 MEASURES AND EVIDENCES

An old business maxim suggests, “You cannot manage what you cannot measure.” Imagine the
following scenario. An HR executive is part of a senior management team in a planning setting.
The General Manager asks for input on what the plans should be for the business. The finance
Vice President reports the economic requirements of the business and talks about key financial
indicators, including: inventory, margins, product turnover, revenue, expenses, debt, and other
financial indicators of success. The marketing Vice President reports the customer requirements
of the business and talks about measures of customer service, market share, customer focus
groups, customer retention, and other indicators of customer satisfaction. The technology Vice
President reports on indicators of emerging technologies, cycle times for product introduction,
and research and development budgets and investments. The manufacturing Vice President
reports operating efficiencies, product quality, and volume indicators. What measures does the

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Vice President of human resources bring to this table? Traditionally, the HR executive could talk
abstractly and conceptually about employee morale, turnover, and commitment. To fulfill the
business partner role of HR, concepts need to be replaced with evidence, ideas with results, and
perceptions with assessments.

MEASURES OF HRM

BALANCE SCORE CARD

A Balanced Scorecard is a performance management tool used by executives and managers to

manage the execution of organizational activities and to monitor the results of actions.
Fundamentally a balanced scorecard provides a summary level view of organizational
performance at a quick glance and includes key performance indicators (KPIs) across four main
areas or perspectives:

 Financial Perspective: KPIs for productivity, revenue, growth, usage, and overall
shareholder value.
 Customer Perspective: KPIs for customer acquisition, customer satisfaction rates, market
share, and overall brand strength.
 Internal Process Perspective: KPIs for resource usage, inventory turnover rates, order
fulfillment, and quality control.
 Learning / Growth Perspective: KPIs for employee retention, employee satisfaction, and
employee education, training, and development.

Think of the balanced scorecard as the dials and indicators in an airplane cockpit. For the complex
task of navigating and flying an airplane, pilots need detailed information about many aspects of
the flight. They need information on fuel, air speed, altitude, bearing, destination, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can
be fatal. Similarly, the complexity of managing an organization today requires that managers be
able to view performance in several areas simultaneously. The balanced scorecard allows managers
to look at the business from four important perspectives. It provides answers to four basic
questions:

The Balanced Scorecard Links Performance Measures

 How do customers see us? (customer perspective)

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  What must we excel at? (internal perspective)

 Can we continue to improve and create value? (innovation and learning perspective)

 How do we look to shareholders? (financial perspective)

Fig 4.2 Balance score card Approaches

 Customer Perspective: How Do Customers See Us?

The balanced scorecard demands that managers translate their general mission statement on
customer service into specific measures that reflect the factors that really matter to customers.
Customers’ concerns tend to fall into four categories: time, quality, performance and service, and
cost.

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  Internal Business Perspective: What Must We Excel at?

The internal measures for the balanced scorecard should stem from the business processes that
have the greatest impact on customer satisfaction—factors that affect cycle time, quality, employee
skills, and productivity, for example. Companies should also attempt to identify and measure their
company’s core competencies, the critical technologies needed to ensure continued market
leadership. Companies should decide what processes and competencies they must excel at and
specify measures for each.

 Innovation and Learning Perspective: Can We Continue to Improve and Create Value?

A company’s ability to innovate, improve, and learn ties directly to the company’s value. That is,
only through the ability to launch new products, create more value for customers, and improve
operating efficiencies continually can a company penetrate new markets and increase revenues and
margins—in short, grow and thereby increase shareholder value.

 Financial Perspective: How Do We Look to Shareholders?

Financial performance measures indicate whether the company’s strategy, implementation, and
execution are contributing to bottom-line improvement. Typical financial goals have to do with
profitability, growth, and shareholder value.

Fig 4.3 Balance score card Measures

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4.6.1 HUMAN RESOURCE SCORE CARD

HR scorecard is meant to measure leading HR indicators of business performance. Leading

indicators are measurements that predict future business growth. These are called HR
deliverables. They are also known as HR metrics, and more specifically HR KPIs, as they are
metrics that are linked to the business strategy.

There are five steps to create an HR scorecard:

1. Create an HR strategy map

2. Identify HR deliverables

3. Creation of HR policies, processes, and practices

4. Aligning HR systems

5. Creating HR efficiencies

1. HR Strategy Map

The strategy map helps to identify how HR is driving these business outcomes. The question
here is: what HR practices drive the strategic goals of the company?

Example

As you can see, the company’s strategic goal is on top. Next, HR has identified its recruitment
contribution to this goal. The contribution is to hire more qualified professionals. The way to do

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this is through becoming a more attractive employer in the labor market, and through a decrease
in the time it takes to hire a new employee (lead time).

2. HR deliverables

To measure this, HR deliverables or KPIs are created. This HR scorecard example shows how
these strategic goals can be measured. For example, the lead time is measured as the ‘time to hire
in days’, which is currently 38, but has to be decreased to 25, a 34% improvement!

3. HR policies, processes, and practices

Another element of the HR scorecard is concerned with policies, processes, and practices.In the
previous example, the key deliverables include a decrease in lead time and a high ranking in the
top employer benchmark. These deliverables can be supported through:

 Policies: A strong employer branding policy will help in building a strong reputation that
will help in becoming a top employer

 Processes: Key to decreasing lead time will be an optimization between how recruiters
and managers communicate. Oftentimes, managers take a long time to review resumes
and plan interviews with candidates. Changing these slow processes into workflows that
guarantee next-day action, can decrease the time to hire with days, sometimes weeks.
This is one of the many processes that can be implemented to enable better performance
on the HR deliverables.

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  Practices: This looks at the specific practices that help HR achieve the aforementioned
deliverables.

Creating policies, processes, and practices that create synergies is referred to as ‘bundles’ of
practices. These practices act together to create synergy for the HR deliverables. This is also the
core focus of the next step in the scorecard, aligning HR systems.

4. Aligning HR systems

It is about aligning the different HR practices to create synergy .Aligning these HR systems is
key in performing on the HR deliverables.For example, the employee branding efforts should
focus on the type of workers that the employer is actually looking for. In addition, decreasing
lead time by rushing through the process may lead to a lower quality of hire, resulting in a
mismatch between what HR is doing, and some of the goals it tries to achieve.

5. Creating HR efficiencies

Traditionally, HR has focused a lot on creating efficiencies. When it comes to creating an HR

scorecard, some efficiencies have to be thrown out of the window.For example, a higher quality
of hire, your cost to hire someone might go up. In our example, the quality of hire is a strategic
HR measurement. Investing money into increasing the quality of hire is well worth it. This
justifies investments in assessments, employer branding projects, and other HR initiatives that
boost the main HR deliverables.

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4.6.2 HR AUDIT

Human Resource Audit is a comprehensive method of objective and systematic verification of

current practices, documentation, policies and procedures prevalent in the HR system of the
organization. An effective HR audit helps in identifying the need for improvement and
enhancement of the HR function. It also guides the organization in maintaining compliance with
ever-changing rules and regulations. HR audit, thus, helps in analyzing the gap between ‘what is
the current HR function’ and ‘what should be/could be the best possible HR function’ in the
organization. Though HR auditing is not mandatory like financial auditing, yet, organizations
these days are opting for regular HR audits in order to examine the existing HR system in line
with the organizations policies, strategies and objectives, and legal requirements. HR auditor can
be internal or external to the organization. Generally, HR consulting firms render the service of
external HR auditors.

PURPOSE OF HR AUDIT

 Examining compliance with legal requirements and organization’s policies,

 Identifying problem areas to avoid crisis situation with appropriate planning,

 Analyzing ways to better serve the needs of relevant parties – employees, partners or
society, measuring the work processes,

 Seeking HR related opportunities available within the organization, dealing with

situation of merger and acquisitions, etc.

BENEFITS OF HR AUDIT

1) Clarification of the HR department duties and responsibilities.

(2) Ensuring timely compliance with legal requirements.

(3) Creation of increased acceptance of the necessary changes in the HR department.

(4) Stimulation of uniformity of HR policies and practices.

(5) Encouragement of greater responsibility and professionalism among members of the HR

department

(6) Identification of the contributions of the HR department to the organisation.

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 (7) Improvement of the professional image of the HR department.

(8) Finding solution of critical personal problems.

(9) Reduction of HR costs through more effective personnel procedures.

(10) Also review of the department information system.

SCOPE OF HR AUDIT

However, a comprehensive scope of HRM audit includes all aspects of HRM which are as
follows:

1. HR strategies and policies,

2. HRM functions,

3. HR compliance, and

4. HR climate.

1. HR Strategies and Policies:

The starting point of HRM audit should be an evaluation of HR strategies and policies and
the way these are in tune with those of the organization. For formulating HR strategies and
policies, it is essential that the objectives of HRM functions are clearly defined. The audit
may evaluate the extent to which various HR strategies and policies have been formulated
and what their qualities are.

Various HR strategies and policies may be audited by evaluating their:

i. Consistency with the organizational objectives, strategies, and policies;

ii. Consistency with the environment;

iii. Appropriateness in the light of organizational resources;

iv. Appropriateness in the light of time horizon; and

v. Workability.

2. HRM Functions:

The major thrust of HRM audit is on evaluation and review of various HRM functions
relating to acquiring and employing human resources, developing human resources,

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compensation management, integration and maintenance of human resources, and industrial
relations.

The audit should measure and evaluate these functions in the following context:

i. The type of HRM functions performed;

ii. The degree to which these functions are related to HRM objectives; and

iii. The degree to which these functions are performed effectively.

3. HR Compliance:

HR compliance refers to the adherence to various HR strategies and policies by line

managers and adherence to legal requirements.

In this context, evaluation revolves around the following:

i. The extent to which line personnel adhere to various HR policies in dealing with personnel
working under them; and

ii. The extent to which there is compliance with the legal requirements as provided under
various legal Acts relevant for management of human resources.

4. HR Climate:

Quality of HR climate has important impact on motivation, job satisfaction, morale, and
performance of human resources.

HR climate can be evaluated by various outcomes which are as follows:

i. Degree of employee turnover,

ii. Degree of employee absenteeism,

iii. Degree of accidents,

iv. Status of grievances and disciplinary actions, and

v. Findings of attitude and morale surveys.

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HR Audit Cycle

Fig 4.4 HR Audit Cycle

HR AUDIT PROCESS

The general process of conducting an audit includes seven key steps, each of which is discussed
in greater detail below:

 Determine the scope and type of audit.

 Develop the audit questionnaire.

 Collect the data.

 Analyze the collected data

 Create action plans

 Provide feedback about the results.

 Foster a climate of continuous improvement.

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Fig 4.5 HR Audit Process

1. Determine the scope and type of the audit

To uncover the needed information, the audit team must determine exactly which areas to target
for review. If the organization has never audited its HR function, or if significant organizational
or legal changes have recently occurred, the audit team may want to conduct a comprehensive
review of all HR practice areas. On the other hand, if concerns are limited to the adequacy of a
specific process or policy, the audit team can focus its review on that particular area.

2. Develop the audit questionnaire

Whether conducting a comprehensive audit or an audit of a specific practice, the audit team
should invest sufficient time in developing a comprehensive document that elicits information on
all the subjects of the inquiry. HR must develop a list of specific questions to ensure that the
questionnaire is complete.

3. Collect the data

The next phase includes the actual process of reviewing specific areas to collect the data about
the organization and its HR practices. Audit team members will use the audit questionnaire as a
road map to review the specific areas identified within the scope of the audit.

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 4. Analyze the collected data

To fully assess the audit findings, the team must compare them with HR benchmarks. This
comparison will offer insight into how the audit results compare against other similarly sized
firms, national standards or internal organizational data.

5. Create action plans

From this final analysis, the audit team can develop a timeline for action that will help
determine the order in which to address the issues raised. In addition to a formal report, the
audit team should discuss the results of the audit with employees in the HR department, as well
as with the senior management team, so that everyone is aware of necessary changes and that
approvals can be obtained quickly. The organization must create action plans for implementing
the changes suggested by the audit, with the findings separated by order of importance: high,
medium and low. Conducting an audit and then failing to act on the results actually increases
legal risk.

6. Provide feedback about the results

At the conclusion of the audit process, the audit team must summarize the data and provide
feedback to the organization's HR professionals and senior management team in the form of
findings and recommendations. Findings are typically reduced to a written report with
recommendations prioritized based on the risk level assigned to each item (e.g., high, medium
and low).

7. Foster a climate of continuous improvement

At the conclusion of the audit, HR leaders must engage in constant observation and continuous
improvement of the organization's policies, procedures and practices so that the organization
never ceases to keep improving. This will ensure that the company achieves and retains its
competitive advantage. One way to do this is to continuously monitor HR systems to ensure that
they are up-to-date and to have follow-up mechanisms built into every one of them.

One approach is to designate someone on staff (or an outside consultant) to monitor legal
developments to ensure that HR policies and practices are kept current. Likewise, organizations
should keep track of the audit findings and changes made, turnover, complaints filed, hotline

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issues, and employee survey results to identify trends in the organization's employment-related
issues. Identifying problematic issues, growth areas or declining problem spots can help in the
decision of where to allocate time, money and preventive training resources in the future.

4.6.3 HR ANALYTICS

HR analytics is the process of collecting and analyzing Human Resource (HR) data in order to
improve an organization’s workforce performance. The process can also be referred to as talent
analytics, people analytics, or even workforce analytics. This method of data analysis takes data
that is routinely collected by HR and correlates it to HR and organizational objectives. Doing so
provides measured evidence of how HR initiatives are contributing to the organization’s goals
and strategies.

For example, if a software engineering firm has high employee turnover, the company is not
operating at a fully productive level. It takes time and investment to bring employees up to a
fully productive level. HR analytics provides data-backed insight on what is working well and
what is not so that organizations can make improvements and plan more effectively for the
future. As in the example above, knowing the cause of the firm’s high turnover can provide
valuable insight into how it might be reduced. By reducing the turnover, the company can
increase its revenue and productivity. HR analytics specifically deals with the metrics of the HR
function, such as time to hire, training expense per employee, and time until promotion. All these
metrics are managed exclusively by HR for HR.

HR ANALYTICS METRICS

1. Revenue per employee: Obtained by dividing a company’s revenue by the total number of
employees in the company. This indicates the average revenue each employee generates. It is a
measure of how efficient an organization is at enabling revenue generation through employees.

2. Offer acceptance rate: The number of accepted formal job offers (not verbal) divided by the
total number of job offers given in a certain period. A higher rate (above 85%) indicates a good
ratio. If it is lower, this data can be used to redefine the company’s talent acquisition strategy.

3. Training expenses per employee: Obtained by dividing the total training expense by the total
number of employees who received training. The value of this expense can be determined from

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measuring the training efficiency. Poor efficiency may lead you to re-evaluate the training
expense per employee.

4. Training efficiency: Obtained from the analysis of multiple data points, such as performance
improvement, test scores, and upward transition in employees’ roles in the organization after
training. Measuring training efficiency can be crucial to evaluate the effectiveness of a training
program.

5. Voluntary turnover rate: Voluntary turnover occurs when employees voluntarily choose to
leave their jobs. It is calculated by dividing the number of employees who left voluntarily by the
total number of employees in the organization. This metric can lead to the identification of gaps
in the employee experience that are leading to voluntary attrition.

6. Involuntary turnover rate: When an employee is terminated from their position, it is termed
“involuntary.” The rate is calculated by dividing the number of employees who left involuntarily
by the total number of employees in the organization. This metric can be tied back to the
recruitment strategy and used to develop a plan to improve the quality of hires to avoid
involuntary turnover.

7. Time to fill: The number of days between advertising a job opening and hiring someone to fill
that position. By measuring the time to fill, recruiters can alter their recruitment strategy to
identify areas where the most time is being spent.

8. Time to hire: The number of days between approaching a candidate and the candidate’s
acceptance of the job offer. Just like time to fill, data-driven analysis of time to hire can benefit
recruiters and help them improve the candidate experience to reduce this time.

9. Absenteeism: Absenteeism is a productivity metric, which is measured by dividing the

number of days missed by the total number of scheduled workdays. Absenteeism can offer
insights into overall employee health and can also serve as an indicator of employee happiness.

10. Human capital risk: This may include employee-related risks, such as the absence of a
specific skill to fill a new type of job, the lack of qualified employees to fill leadership positions,
the potential of an employee to leave the job based on several factors, such as relationship with
managers, compensation, and absence of a clear succession plan. HR analytics can be used to
measure all these metrics.

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Fig 4.7 HR Analytics Process

BENEFITS OF HR ANALYTICS

HR Analytics helps your organization become more strategic, data helps you tackle current
issues and also plan better for future activities.

1. Improve your hiring process

Finding the right candidate is always a task, and when they do, one can only hope everything
goes well and they actually join the organization. How many candidates actually join, how many
drop-off at what stage? What job boards work the best for you? How many candidates do you
need to reach out to close a position? These are just some questions that you could look at
resolving through analytics.

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 2. Reduce attrition

HR Analytics here will go a long way in identifying what are the factors contributing to attrition
and what remedial measures can be taken to avoid it in the future.

3. Improve employee experience

Employee experience is the sum of experiences that an employee feels throughout their journey.
It is imperative for managers and HR reps to meet with employees regularly to understand what
factors are affecting employee experiences in positive and negative ways

4. Make your workforce productive

Productivity levels will always go up and down and there are a host of factors affecting that. This
ranges from office infrastructure, work environment, managers and team-mates, and job
satisfaction among other things. Gathering data on what’s affecting productivity will certain arm
you with data to take corrective actions.

5. Gain employee trust

When you bring about changes to processes to make them better and introduce new ones, your
employees take notice. They know their feedback is valued and the management team will act on
it. This is crucial to build and maintain employee trust, a critical element to high employee
engagement, employee success, and employee retention percentages.

6. Improve your talent processes

Talent processes are not only about pre-hiring, hiring or annual performance reviews, but they
are also much more than that. HR should always be monitoring their talent processes, identify
challenges and bottlenecks if any, and then work on them. It’s ideal to meet with employees,
however, we understand this may not always be possible or feasible. Conducting employee
surveys is a good idea, get their feedback and inputs and work on them, let them know they are
being heard. Employee surveys don’t always have to only be exit surveys, do it to see what they
feel about employee benefits, how employee experience is at your organization, what changes
they would like to see for improving it, etc.

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PREDICTIVE HR ANALYTICS

Predictive Analytics analyzes historical data in order to forecast the future. The differentiator is
the way data is used.In standard HR analytics, data is collected and analyzed to report on what is
working and what needs improvement. In predictive analytics, data is also collected but is used
to make future predictions about employees or HR initiatives. This can include anything from
predicting which candidates would be more successful in the organization, to who is at risk of
quitting within a year.

How does it work?

Advanced statistical techniques are used to create algorithmic models capable of identifying
trends and future behaviors. These future trends can describe possible risks or opportunities that
organizations can leverage in long-term decision-making.

Example :Let’s take a look at how predictive analytics can be used on turnover
With predictive analytics, an algorithm can be devised to predict the likelihood of employees
quitting within a given timeframe. Being able to flag which employees are at risk enables
organizations to step in with preventative measures and avoid the cost of losing productivity and
the cost of re-hiring.

4.6.4 EMPLOYEE SURVEY

An employee survey is defined as a type of survey questionnaire to obtain opinions and reviews
and evaluate employee mood and morale, a degree of engagement, and also monitor employee
achievements. Generally, employee surveys are used by HR and Management members of an
organization and are kept anonymous to motivate the workforce to comment on their good and
bad experiences without any hesitation.

Employee surveys are integral employee feedback mediums to get perspective on factors such as
work culture, direct managers, and elements that motivate or demotivate employees at the
workplace

EMPLOYEE SATISFACTION SURVEY

Also known as employee morale survey, this survey is used to gather opinions that the
management and HR can use to build a positive environment for the employees. This can be
done by understanding multiple employee perspectives, such as:
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1. Assessment of the human resource department

2. Contentment in regards to the salary and other perks

3. Overall job satisfaction

4. Reasons to stay or leave the job

5. Assessment of company policies

These surveys include questions that are crucial for the growth of an organization, such as
employee loyalty, aspects of the organization that motivate them, and the scope of growth or
training opportunities. The employee satisfaction survey is best used to get a thorough idea of
what makes an employee stay or get retained by an organization’s management.

EMPLOYEE ENGAGEMENT SURVEY

Employee Engagement Surveys are designed to measure and assess how motivated and engaged
your employees are to perform their best at work each day. From these surveys, you can gain
insight into employees’ thoughts and attitudes towards their work and the overall environment.
You can also locate any areas that may be holding your employees back from performing at their
best. This employee engagement survey is implemented when an organization intends to monitor
factors that contribute to its workforce performance. The survey questions can give the
management a peek into an employee’s perspective on changes in the organization, their
motivation to be productive, how closely do they relate to the work culture and mission, etc.
These parameters are measured using employee engagement survey:

1. Employee skillset

2. Employee understanding of assigned tasks

3. Relationship with direct and indirect managers/supervisors

4. Inter-department relationship management

5. The frequency of circumstances for employees to flourish

Employee engagement surveys are transforming from real-time feedback systems to even more
proactive surveys aided by Artificial Intelligence. The system will use intelligent Nudges to help

27
 organizations in developing rules, hints, tips and suggestions to build a more employee-oriented
workplace.

Components of an Employee Engagement Survey

1. Communication:

2. Leadership:

3. Compensation and Benefits

4. Employee Recognition:

5. Workplace Wellness

6. Personal and Professional Development

7. Work Environment:

8. Work-life Balance:

Importance of Employee Engagement Surveys

 Surveys make sure that employee engagement is the top priority in your organization. They are
the best way to make sure that employees are in an emotionally secure work environment.

 Can be the most definitive way to gauge various company concerns such as Employee
Health, Employee Absenteeism, Employee Turnover, Employee productivity etc.

 Employee engagement surveys are the best way to track improvement within the organization
and benchmark employee engagement within the industry.

 They make employees feel heard, cared for and looked after, that can lead to improved employee
satisfaction and boost employee morale.

 Conducting Survey is the only way to quantify or measure employee engagement efforts of
the organization.

 It nurtures a culture of continuous employee feedback.

 Employee engagement surveys are the cornerstone of cultivating a company culture that focuses
on employee autonomy, employee satisfaction and loyalty.

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4,7 HR MANAGEMENT AND TECHNOLOGY: HRIS

HR technology can be defined as any technology that is used to attract, hire, retain, and
maintain human resources, support HR administration, and optimize HRM. This
technology can used in different types of human resource information systems (HRIS)
and by various stakeholders, such as managers, employees, and HR professionals. This
technology can be accessed in different ways. There is no doubt that technology has
made it easier and faster to gather, collate, and deliver information and communicate with
employees. More importantly, it has the potential to reduce the administrative burden on
the HR department so it is better able to focus on more meaningful HR activities, such as
providing managers with the expertise they need to make more effective HRrelated
decisions. Research has indicated that companies who effectively use technology to
manage their HR functions will have a significant advantage over those that do not.

Human resources information systems (HRIS) can be defined as integrated systems used
to gather, store, and analyze information regarding an organization’s human resources.
Using HRIS technology can help HR automate and simplify tasks, reduce administration
and record keeping, and provide management with HR-related information when
required. These systems provide a repository for information/data to be stored and
maintained, and they possess varying degrees of reporting capability. However, for the
data to be useful, they need to be transformed into information that is meaningful to
managers. This is the challenge facing HR departments today and what will ultimately
determine whether HR is able to deliver strategic HR services

RELATIONSHIP OF HRM TO HRIS

HRIS is the composite of databases, computer applications, and hardware and software
necessary to collect, record, store, manage, deliver, manipulate, and present data for
human resources. It is important to note that the term “systems” does not just refer to
hardware and software. Systems also include the people, policies, procedures, and data
required to manage the HR function. In reality, computer technology is not the key to
being successful at managing human resource information, but what it does do well is
provide a powerful tool for “operationalizing” the information—making it easier to
obtain and disseminate and ensuring that it is specific to the organization’s HR policies

29
and practices. A sound HRIS must allow for the assimilation and integration of HR
policies and procedures with an organization’s computer hardware and its software
applications. For example, a simple business rule (e.g., promotions are not to exceed 8
percent of salary) could easily be programmed into the system, and errors could be
flagged when they occur.

FUNCTIONS OF AN HRIS
These data can be used to create information that will serve different purposes for many
different stakeholders
1. Create and maintain employee records
2. Ensure legal compliance
3. Enable managers to forecast and plan future HR requirements
4. Provide information to managers and HR so they can manage knowledge and manage
talent (career and succession planning)

5. Provide information to enable HR plans and activities to align more effectively with
the organization’s strategic plan

6. Assist managers with decision making by providing relevant data so they can make
more effective and informed decisions

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1. Create and Maintain Employee Records

The data being entered create an employee record and this record is maintained throughout
employment. In most organizations the HRIS administrator is responsible for creating (entering
the information into the system) and maintaining these records. Accuracy and timeliness are
critical.

2. Compliance

Data entered into the HRIS can be used to help the organization comply with government
regulations in an accurate and timely fashion. Ensuring data integrity and accuracy is very
important and a key responsibility of the HR professional.

3. HR Planning and Forecasting

Information from the recruitment, training and development, and administrative subsystems,
such as number of open positions, types of positions, employee skills and competencies, job
rates (salaries), retirement eligibility, and employee turnover rates, can be used to help

31
managers develop long-range staffing plans and provide valuable information to HR
professionals.

4. Talent Management/Knowledge Management

The data that are entered into the system, such as skills, competencies, jobs held, training, and
employee development interests, can be used to help managers provide development
opportunities for their employees, ensure that the appropriate employees are offered positions
that will enhance their skills, provide the appropriate training for employees so they can
advance in the organization, and highlight an employee’s interests and development paths. This
information will help HR professionals to provide more targeted advice and counsel to
managers and help HR to work more effectively with employees and managers to create a
development plan that meets organizational and employee needs.

5. Strategic Alignment

Information from the system can help organizations align HR activities more effectively with
their strategic plan. For example, if the organization’s plan was to enter into a new market and it
required a certain number of certain types of employees (say, five accountants), the data from
the system can tell management whether it has these employees, and if not, when they are
expected to be hired.

6. Enhancing Decision Making

The ability to extract data from the HRIS and use these data not just to create information but
also to improve the quality of management decisions has become increasingly important. HRIS
can access a data warehouse, or central repository for all the data collected by an organization’s
business systems.

Some of the most commonly requested reports from the HRIS include

• Basic information, such as name, address, phone number

• Compensation reports, such as salary history

• Performance evaluations

• Leaves of absence, paid or unpaid

32
• Number of jobs held and position titles

• Number of vacation days taken and number outstanding

• Types of training taken and skills acquired

SELECTING AND IMPLEMENTING HRIS

1. Adoption Phase

Adoption Phase In this phase, organizations typically engage in a needs

analysis to determine what type of system they will purchase. A needs analysis helps the
organization decide on what the system should be capable of doing and what the technical
specifications will be, and helps the organization develop an information policy about how the
information should be managed with respect to storage and access. There are several main areas
to be considered in the needs analysis: company background, management considerations,
technical considerations, HR considerations, and pricing.

Once the needs analysis is complete, companies then send out a request for proposal (RFP) to
vendors, schedule demonstrations of the various systems, and ultimately choose one that most
closely aligns with their needs analysis, budgets, and management requirements. At this point,
the adoption phase is complete, and the organization will move on to the implementation phase.

2. Implementation Phase

In this phase, the company selects a project team. This team typically comprises outside
consultants who have the knowledge and expertise on the technical side and also expertise in
change management to help the organization with the implementation. In addition to the outside
consultants, there is typically a senior project manager who leads the team, subject matter experts
from HR and payroll, as well as management from the various functional areas across the
organization. After all, these managers will be using the system and it is important for them to
ensure that the system is implemented effectively and that their requirements are clearly
understood.

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A final, critical piece of HRIS security is making sure that system users clearly understand and
adhere to the company confidentiality and code of ethics policies. All users need to understand
that they must not share passwords, post them in view of others, or compromise them in any
way.

3.Institutionalization Phase

The final step in implementing an HRIS is to train the users on the system. The organization’s
goal is for the stakeholders to use the system and reap the benefits identified through the needs
analysis. However, many difficulties can arise with the implementation of a new system. As with
any change, people need to become comfortable. People typically have difficulties in
transitioning to an HRIS and the organization can experience inertia. Employees need to be
trained but even after training they may not feel fully competent and might not use the system.
With any new system, stakeholders typically underestimate the complexity of the system. HR
may have difficulty with the change as well.

Very recently, a popular extension of HRIS technology has been self-service for employees and
managers in order to automate workflow. With these technological developments, the typical
activities that HR used to carry out are no longer required and, as a result, HR staff may feel
disenfranchised. A recent survey examined the impact of technology on the number of HR staff
and found that the implementation of HR technology does not necessary mean a reduction in HR
staff and that, in fact, the number of HR staff increased or remained the same. One technological
development that has impacted HR and the delivery of service has been Web-based self-service
applications.

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4.8 USAGES AND IMPLICATIONS OF SOCIAL MEDIA TECHNOLOGIES

Social media as a digital platform has had a tremendous impact on how we communicate
and maintain dialogue with friends, family and colleagues. The advent of social media sites like
Facebook, Twitter, Instagram and others have presented to us a democratic platform where
everyone has an opinion and an equal chance of being heard. Social media, in the way it is
structured, allows people to share their life events, their opinions on matters of political or social
significance and their feelings. The hallmark of this medium is in the two-way, instant
communication that it offers vis-à-vis other traditional media channels like television print,
where the communication is only one-way.

35
Because of these very benefits of the digital platform, it has become a rudimentary practice for
every organization to have a social media presence for marketing or for corporate HR
engagement. In any organization, HR is the function that deals with all the employees related
matters like payroll, recruitments, employee engagement, learning and skill development, work
environment etc. It is also the responsibility of the HR function to communicate and generate
conversations about various HR practises such as talent acquisition, leadership, employee
communication as well as attracting future employees. Social Media as a tool helps them do just
that.Through social media, conversations have changed both internally and externally in
organizations. There is a need to create an engaging two-way dialogue between the company and
the employees. HR uses social media to create this dialogue.

 Employee Communication. Before social media, employers communicated to their

employee using in person meetings, email, memos, and interoffice mail. Changes in
policy or corporate restructures were communicated the same way. There was control,
predictability, and a flow to the communications as well as change. Enter social media.
Employers must now communicate changes to their organization making the assumption
that by telling one, you are telling all. A single tweet or Facebook update serves as public
notice to any type of corporate change throwing a wrinkle in the corporate communicate
process.

 The Voice of the Employee. Before social media, companies could rely on break room
suggestion boxes, employee hotlines, and closed room meetings as a way for employees
to raise and express concerns. Through social media, blogs, and online forums employees
can now share their experiences and suggestions good as well as bad. Like consumers
companies have little control except to monitor, address the change, and continue to
communicate.

 Employer Branding. Even during a recession, employees have choices. In the past,
employers communicate their job openings using one-way conversation tools like the
newspaper, job boards, or career fairs. HR and Recruiting teams are now seen as an
extension of their PR and Marketing departments except their target audience using social
media is candidates not consumers.

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  Employee Engagement Internal networking through social media can enable faster and
less hierarchical information sharing . So act as a powerful way of building employee
engagement.

 Facilitates Training Social networking creates a more open and less hierarchical form
of learning. It can react to the changing environment and disseminate new learning
quickly and effectively at low cost. It is more motivating and interesting for employees.

Social media changes HR, forcing them to consider technology and the online conversation in
everything they do. Online social platforms are where the conversations HR and senior
executives can no longer afford to ignore. Social media changes business. Social media changes
HR. Social media is engagement. Social media changes everything.

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38
 SCHOOL OF MANAGEMENT STUDIES

UNIT – V - STRATEGIC HUMAN RESOURCE MANAGEMENT – SBAA7019

1
 5. TRENDS AND ISSUES IN SHRM

5.1 CHALLENGES IN HR

1. Business Environment

Globalization and increased competition

 Managing a global workforce.

 Ensuring availability of employees who have the skills for global assignments.
 Focusing increasingly on employee productivity to ensure competitiveness.
 Ensuring legal compliance when conducting business abroad.

Mergers and Acquisitions

 Managing employee insecurity.

 Ensuring continued employee productivity.
 Developing HR initiatives to manage employee morale.

Downsizing Managing organizational relationship with survivors

 Managing morale and commitment of survivors

 Providing outplacement services or relocation for employees who lose jobs.
 Providing personal and family counseling to employees who lose their jobs.

2. Changing Nature of Work

Industry and Occupational shifts

 Managing workforce with flexible working patterns.

 Focusing on competencies during hiring process.
 Designing incentive based compensation.
 Developing proactive employee development programmes.

Technological Advancements

 Managing a virtual workforce.

 Managing employee alienation.
 Developing training modules and conducting programmes to provide employees with
required skills.

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  Retraining current employees to mange obsolescence.
 Providing work-life balance initiatives.

Outsourcing

 Manage employee concerns about losing jobs due to outsourcing.

 Managing employee morale and productivity.

Flexible Work Arrangements

 Managing the loss of organizational control over work.

 Developing programmes for motivating the flexible workforce.
 Developing ways of ensuring commitment of the flexible workforce to the firm.

3. Demographic, Societal, and Workforce Trends

Workforce Diversity and Work force Competition

 Devising customized HR strategies for hiring, retaining, and motivating employees

belonging to different generations.
 Developing life-style driven perks for the new generation employees.
 Developing work-life balance programmes.
 Workforce Availability Ensuring the availability of skilled talent to fulfill organizational
needs.

Ageing population and workforce

 Finding replacement for retirees.

 Managing the demand-supply gap for qualified managerial talent due to a large retiring
workforce.
 Developing mentoring programmes to ensure the skills of experienced mangers are
passed on to new managers.
 Obsolescence training and retaining of older employees.
 Managing retirement policies.
 Conducting programmes to retain experienced employees.

Educated and knowledge workforce

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  Ensuring the continued supply of trained manpower.
 Training new hires.
 Partnering with universities and developing academic initiatives to meet projected
shortage of skilled manpower.
 Training employees in computer skills, communication skills, and customer handling
skills.
 Emphasizing re-training and development activities.

Women in workforce

 Strategizing to attract and retain educated and skilled women workers.

 Conducting programmes for women who opt for career breaks.
 Providing facilities such as crèches, flexible working hours, etc.
 Changing family structures
 Developing work-life balance programmes.

Global Workforce

 Developing diversity training programmes.

 Developing HR initiatives directed to workforce diversity.
 Identifying and training expatriate managers for overseas assignments.
 Developing equitable pay plans for individuals working in different countries.

Contingent

 Developing systems to motivate the temporary workforce and elicit flexibility

commitment from them
 Helping the temporary employees to quickly adapt to the organization to reach their full
potential

4. Changing Nature of Employment Relationship

 Offering challenging jobs to employees.

 Managing rewards for enhancing employee performance.
 Providing opportunities for enhancing skills through training, development and
educational programmes.

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  Developing programmes for employee commitment.
 Understanding value differences across different employee groups and customizing HR
programmes


5.2 HOW HR ADDS VALUE TO THE FIRM

External business realities

HR actions inside a firm must reflect and influence business realities in the outside world. HR
professionals should be able to cogently discuss these external realities – the technology,
regulatory and economic factors, and demographics of the global business environment – and
connect them to their day-to-day work. Knowing business realities makes it possible to put HR
practices in context, tie them to competitive challenges, and relate them to concerns facing line
managers. These contextual factors offer the rationale for why a transformation should occur.
Everyone in your HR function should be conversant with both the realities of the external world
and how HR actions will help your firm compete in this changing context.

Stakeholders

The receivers of HR work –the investors, customers, line managers, and employees – define its
value more than the givers. HR is successful if and when its stakeholders perceive value from it.
Delivering what matters most to stakeholders focuses on the deliverables (outcomes of HR)
rather than on the do-able (activities of HR). The deliverables of HR involve investor intangibles,
customer share, organization capabilities, or individual abilities.

5
HR practices

HR practices institutionalize beliefs and values and make them real to all stakeholders. For
example, the way you hire, train, or pay people or the way you organize work sends messages to
employees about what matters most. By creating practices around people, performance
management, information, and workflows, you shape an organization’s identity and personality.
These HR practices deliver value to internal and external stakeholders when they are
appropriately aligned with your organization goals. They also ensure that the organization
outlives any individual leader. They become cultural pillars for your organization.

HR resources

HR function needs a strategy and structure that will deliver value. The strategy will help you
focus attention on key factors and respond appropriately to business realities; the structure will
organize HR resources in ways that govern how HR work is done. The strategy and structure of
your HR department will ensure that HR resources are deployed where they add the most value.

HR professionalism

Each HR professional in your organization must learn to play a role and master competencies to
deliver value. Roles represent what people do; competencies define how they do it. HR functions
are only as good as the people who inhabit them, so having clear roles and distinct competencies
ensures that they will deliver they value they intend.

5.2.1 HR'S ROLE IN CREATING VALUE

The value created by the HR function is frequently questioned by line managers. This reflects
how many human resources functions are perceived to be out of step with the needs of business.
Research suggests, time and again, that organizational change fails as often as it succeeds. Even
where change projects do succeed, delivery of value is rarely as easy as it appeared, at the outset.
Why? Too often, emphasizing the business and economic rationale of a project obscures the fact
that value, in all of its forms, is actually created by the application of human talent.

But, amidst unprecedented uncertainty, deriving value from human talent is harder than ever.
This has placed an increasing responsibility on HR function's to source the scarce human talent
which can create the highest value for organizations. HR functions are also required to identify

6
and sustain diverse talent pools which will maximize value creation in rapidly changing market
environments.

So how are human resources professionals able to enhance the value creation process?

 There is no single best way - a 'silver bullet' - of doing things as far as organizational
success and productivity is concerned;
 HR organization, processes and technology need to be integrated and aligned with
business strategy to maximize their impact as value creating opportunities;
 Engaged employees create more value for the organization; and
 There are many legitimate HR metrics which can measure the contribution that HR
makes to value creation in a business.

There is no one single 'best way' of doing things as far as organizational success and productivity
is concerned. What works well for one organization could lead to spectacular failure for another.
The key to maximizing value from HR is aligning HR strategy and programmes to an
organization’s business strategy.

5.3 ALIGNMENT OF HR STRATEGIES

Integrating and aligning HR processes with business strategy

Business strategies and drivers should be analysed for their effect on HR and people practices.
Different business drivers will suggest different approaches to HR strategy and organizational
design. At the micro level, most companies have a business strategy with elements that are
completely unique to their own circumstances. When studying business strategies, however,
most observers agree that these thousands of discrete strategies can be classified into three or
four categories. Michael Porter used the term 'generic strategies' to refer to alternative strategic
positions in an industry. He suggested that companies could compete in one of three ways:

 Cost leadership - being the low-cost producer;

 Differentiation - having a unique product or service; or
 Focus - concentrating special services or products on a specific market niche.

Porter contends that competitive advantage comes from setting up value creating activities to
deliver on a company's particular kind of strategy. This allows the company to erect barriers to
entry. Michael Treacy and Fred Wiersema studied successful companies in different sectors and
7
came to similar conclusions as Porter. They suggest that customers look for one of three sources
of value or strategic styles from a company:

 Operational excellence - low-cost, reliable and easy to use products or services;

 Product leadership - leading edge products; or
 Customer intimacy - highly customized solutions and services.

Applying Treacy and Wiersema's concepts of strategic styles to an organization’s people

requirements we can see how these different strategic styles demand different competencies from
employees and thus, different strategies from HR.

8
5.4 IMPACT ON BUSINESS PERFORMANCE

Engage Employees to create value

Measuring the connection between employee behaviours and business performance is often
difficult. Traditional measures of employee satisfaction and commitment fail to link strongly
with developments in business results and often leave the HR professional as a poor cousin when
business metrics are used to monitor business performance.

One powerful HR measure which does enable the HR professional to link employee behaviours
with business performance is a metric called employee engagement. Using a specialist employee
survey tool it is possible to measure the employee behaviours which impact on business
performance and identify the key drivers of business performance improvement within a
business. Employee engagement:

 Differs by company;
 Impacted by at least 19 different drivers in six broad categories;
 Not every driver applies to every person;
 Does impact financial results; and
 Measured and managed effectively.

9
Fig 5.1 Employee engagement models

Measuring degrees of employee engagement provides data which enables actions to be taken at
the point of business performance. So for example what employee engagement measures might
do is help an HR professional to look at all the elements that make up the employment
experience and identify which of those elements within the experience motivate employees to
stay and which motivate employees to go above and beyond the simple requirements of their job.

Employee engagement measures can also help HR professionals to look at which areas of
activity have a greater influence on retention. Engagement measures can also help explain the
difference between top performing units and units which perform less well and thus determine
how value can be improved across the business.

Measuring degrees of engagement in staff can help line managers to focus on the areas which
will produce the greatest improvement in business performance. If engaged employees and non-
engaged employees are compared there are clear differences. Research has shown that engaged
sales employees tend to stay longer with organizations, for instance, and tend to be responsible
for larger amounts of sales, thus increasing profits per employee and revenues across a business.

5.5 HR METRICS

Using HR metrics to measure value

A lack of early or sufficient consideration of measures such as employee engagement in business

restructuring, denies access to a crucial insights which impact on value. Determining the real
business drivers for an organization is often the first and crucial link in defining the HR people
and practices which have the greatest impact on value. In the last decade, on the back of
increased use of IT solutions, more and more HR teams now have their own process controls and
performance metrics. A recent research study found that more than 80% of the companies
contacted used some kind of HR measurement system. Of those with measures in place, 44%
used balanced scorecards as their organizing framework. Many companies have adapted this
approach. In their work with HR departments they have found that the balanced scorecard
approach is well suited to HR departments that are keen to take the first step in showing the
value they add to a business.

10
The balanced approach to HR measurement answers how HR is adding value from four different
perspectives:

 What is our return on our investment in people?

 Is our service delivery effective and efficient?
 Are our human assets aligned with future needs? And
 Are we serving the needs of our customers?

Purpose of HR measurement

Among those companies in our study that are already using HR measurement, their primary
purposes in doing so are to:

 Build a common language among HR professionals for communicating HR strategy and

results;
 Be proactive in identifying workforce trends and offering solutions; and
 Strengthen relationships with the lines of business.

The combination of a robust HR measurement system and HRMS framework allows today's HR
leaders to make decisions that are grounded in fact and to evaluate the outcome of business
investment. It also offers a means to translate ideas about business strategy into behaviours and
actions that support the company's future direction by creating culture and implementing talent
management practices. The companies which adopt HR measures of value realise substantial
financial performance advantages over companies with less employee-focused employment
strategies.

Measures such as employee engagement deliver a much closer picture of the link between the
people in a business and the overall business performance. An HR function which is able to
prioritise its investments in financial human and infrastructure resources and link these
investments to improved business performance .HR performance metrics are measuring value
creation within businesses.

More sophisticated HR functions are using these metrics inside and outside of the function to
broaden the scope of business management so HR leaders are now using robust data to measure
the impact of investments. For HR professionals the challenge is not so much how quickly they

11
can embrace and deploy these value drivers but more whether they can retain ownership of them
before other disciplines claim them for their own.

5.6 GLOBAL BUSINESS STRATEGY

The nature of a global business strategy is primarily guided by the extent of integration and/or
local responsiveness required by the firm to manage its worldwide operations. Integration is
defined as the extent to which the subsidiaries and the headquarters develop a unified whole and
can thus provide the MNE with a variety of competitive advantages such as economies of scale
(being able to utilize all of the firm’s global resources), improved quality, and standardization.
Local responsiveness is defined as the extent to which subsidiaries respond to local differences,
which involves the modification of products or services in order to fully meet local customer
needs, respond to local competition and culture, remain compliant with various government
regulations, more readily attract local employees, and penetrate local business networks.

The duality of culture – its pervasiveness yet its uniqueness – impacts on global business
strategy. Pressure to be locally responsive, including HR practices, arise from consumer tastes
and preferences, differences in infrastructure and the national business system imposed by the
host government. The integration–responsiveness grid is made up of four typologies – global,
multi domestic, international, and transnational, which show the dual pressure for cost efficiency
and responsiveness.

a) Global strategy - focus is on increasing profit margins through cost efficiencies arising from
economies of scale and economies of location .

b) Multi domestic strategy – focus is on maximizing local responsiveness

c) International strategy – focus is on the global diffusion of the company’s distinctive

competencies

d) Transnational strategy – the focus is on rationalizing and integrating resources to achieve

superior cost-efficiencies from economies of scale and economies of location, while at the same
time, being sensitive and capable of responding to local needs, and by sharing

12
5.6.1 IHRM STRATEGY

The creation and implementation of IHR practices that help achieve an MNE’s international
vision and objectives and involve the strategic management of the HR function and department.

A. IHRM strategy formulation

For IHRM, the central trade-off pits pressures for centralization against the need for
decentralization.

1. Centralization (integration) vs. Localization (differentiation)

a. Centralization is very similar to the notion of integration and refers to the concentration of
authority and decision making toward the top (HQs) of an organization.

b. Decentralization is similar to the notion of local responsiveness and defined as the dispersion
of authority and decision making to operating units throughout the organization.

2. Convergence—the use of parent-company policies and procedures throughout a firm’s global

operations.

3. Divergence—cultural and institutional differences play a role in the manner in which

seemingly universal techniques and procedures (globally applied) are implemented (in varying
ways) within differing countries.

5.6.2 IHRM STRATEGIES AND MNE BUSINESS STRATEGIES

The overall effectiveness of an IHRM strategy is contingent on the context in which it is used.
An IHRM strategy’s effect on organizational effectiveness is always dependent on how well the
IHRM strategy fits with and supports a MNE’s business strategy.

1. Autonomous IHRM strategy—low degree of global integration and high degree of local
responsiveness. Each subsidiary has the freedom to develop and implement its own IHRM
policies and practices that support local rules and conditions.

2. Receptive IHRM strategy—high degree of global integration and a low degree of local
responsiveness. Each subsidiary is tightly connected with headquarters with very little freedom
to adapt to the local conditions.

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3. Active IHRM strategy—high degree of global integration and a high degree of local
responsiveness. A MNE with this type of IHRM strategy is more likely have a transition HR
function with considerably more control over HR decision making than autonomous IHRM
strategy but less than in a receptive IHRM strategy.

5.6.3 EXPATRIATION STRATEGIES

Benefits

Reiche & Harzing summarize the success criteria of an international assignment in terms of
individual benefits and organizational benefits.

Individual Benefits:

In short-term assignments, the carrying out of tasks

 The development of skills

 Learning and knowledge
 Adaptation and a greater degree of work satisfaction

In long-term assignments, these are continuous development

 Attractive future assignments

 Development of contacts with key people
 Possibilities of promotion
 Broadening of responsibility.

Organizational Benefits:

In short-term assignments, the achievement of fulfilling organizational tasks and the attaining of
the organization’s key aims (control, coordination, knowledge transfer) stand out.

In the case of long-term assignments

 Retaining of repatriated workers

 Use of new experience and experience transfer
 Stimulus among colleagues in favor of international mobility

Expatriation failures

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Yet, not all international assignments turn out to be successful. The majority of studies on
expatriation equate “failure” with a premature return. That is to say, if the expatriate remains
abroad for the established time period of the assignment, it is considered that the experience has
been successful. Among the main problems which explain the failure of expatriates few are listed
below

• Family: Many of the failures of expatriates are related to family problems; that is, the inability
of the family to adapt to the new cultural environment. Many firms do not foresee and do not
anticipate the issues related to the candidate’s family. In general, these questions could be taken
into account in the initial recruitment process and candidate selection through interviews (at least
with the partner of the candidate), in which the firm could gather information for instance about
the couple’s work state and/or the need for specific training (language).

• Blocking the Professional Career: At the beginning of the international assignment, the
expatriates are excited about the experience and the new destination. Nevertheless, as time
passes, they feel that the headquarters has forgotten about them and think that their professional
career has been blocked, while they note how colleagues who remained at the headquarters
continue being promoted in the organization.

• Lack of Transcultural Training Prior to Leaving: Few multinational firms offer any type of
training concerning cultural diversity and those that do only offer short, simple courses that do
not cover the employee’s needs. This is a problem because employees need to know how to deal
with the new culture and to develop their capacity for cultural sensitivity.

• Excess of Technical Qualifications: Normally firms select highly qualified staff for
international assignments - employees with a profile of very high performance in the firm and
who have an impressive work record. However, the consideration of these qualities in the
candidates for international assignments has led to many failures, given that the firm has given
more importance to these qualifications than to other skills, such as cultural sensitivity or the
capacity for cultural adaptation.

• Culture Shock: The lack of adaptation to the cultural environment of the host-country. Instead
of learning to work in the new culture, the expatriate tries to impose his/her values or those of the
headquarters on the local employees. This factor is called lack of “cultural intelligence” or

15
incapacity to relate to people of different cultures. Firms can help employees avoid culture shock
by selecting candidates with a greater cultural sensibility and who speak the local language.

• Use of the Assignment to Avoid Conflicts: In many firms, expatriations are used as a means of
getting rid of managers who have problems in the headquarters. By sending these employees
abroad, the firm assumes the risk of the failure of international assignments, given that the
selection of the candidate has not been made in relation to the qualities and skills required, but in
response to the need to solve an internal conflict in the headquarters.

Irrespective of the motive or circumstances which have caused the failure of the international
experience, the costs that the firm assumes are worth considering.

5.6.4 REPATRIATION STRATEGIES

Repatriation Failures

An international assignment does not finish when the expatriate returns to his/her home-country.
Rather, it is then that a last phase, called repatriation, begins. Expatriation and repatriation are
not separate processes: expatriation is the beginning and repatriation the end of the same process.
For a manager tasked with expanding the company internationally, repartiation is an aspect that
should not be forgottenDespite the huge benefits that an international assignment can bring both
for the firm and for the worker, there are problems associated with the return of the expatriate to
the headquarters after an international assignment:

• Impossibility of Transmitting Skills Learnt: In many organizations, the information and skills
which the expatriate has learnt in the international assignment are unappreciated by the
colleagues and supervisors in the headquarters. Nonetheless, this has of late been changing.

• Loss of Status: When the expatriate returns to the headquarters, he/she often suffers from a loss
of privileges, prestige, power, independence and authority.

• Poor Planning of the Return to the Headquarters: The uncertainty of the repatriation. The
employees frequently do not know what their post is going to be in the headquarters or what
options there will be for professional growth.

• Reverse Culture Shock: As the time the worker spends abroad increases, his/her adaptation to
the home country after repatriation will become more difficult, given that he/she will have, to a
greater extent, adopted the host country’s cultural values.
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Measures to Overcome

• Necessary Integration of the Selection, the Performance Management and the Repatriation
System: election for the international mission must be part of a wider career development plan.
The performance of the expatriate has to be measured based on the competences desired for
his/her development during the international assignment and, then, the repatriate can also return
with a greater knowledge of what his/her career plan will be after repatriation.

• Certain Departures after Repatriation are Operable: The relocation in the company is difficult
and many receive a job which means a loss of the privileges and rights that they had. An
explanation of this is the lack of strategic integration of the international assignment, and another
is that, in reality, some multinationals do not want or do not need all the expatriates to return.

• Different International Assignments Require Different Repatriation Strategies

◦ Technical Assignments: For the repatriation strategy to be successful, the firms will
have to take into account the extent to which they need the technical skills of the
repatriated employee once the international mission has been completed. In many firms,
these are required throughout the organization, therefore they are in high demand,
although not necessarily in the headquarters. That is, the experts may see themselves in
the situation of stringing together different international destinations. For example, a
manager that had just landed in the country as the CEO of a company in Tokyo but, a few
years ago, had moved to London where he/she was setting up home. In other
organizations, this “experience” is only necessary for a specific period of time, so once
the project is finished, the contract with the firm also ends and this is how it must be set
out.

◦ Development of High Potential Assignments: This type of assignment is often made up

of a series of very structured experiences. Therefore, the repatriate’s subsequent
assignment tends to be clearly understood well before the culmination of the period
abroad. In this case, the repatriation is simple and predetermined by the rotations set out
in the manager development program.

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 ◦ Strategic or Executive Assignments: The repatriation in these cases tends to be well
thought out and is part of the organization’s general planning. The repatriates tend to be
in the know that they are being prepared for a given post. An important issue will be to
ensure the use of the skills developed during the international mission. The repatriates
should be endowed with a sufficient level of autonomy and freedom, as if these profiles
leave after the repatriation, this will be highly harmful for the firm.

◦ Functional or Tactical Assignment: These are profiles more inclined to leave and the
strategy of repatriation should primarily be based on determining whether the skills
acquired are necessary in the company. If they are, they have to be recognized and
rewarded and their use has to be made possible, considering all this as an investment in
human capital. On the other hand, if the skills are not necessary, the expatriate has to be
informed as soon as possible. This is also the case when the company’s intention is to
replace this international post stringing together new recruitments.

• Individual Career Motivations Differ: As occurs in the case of other professional profiles in
high demand, on occasions not even the best program of repatriation will be able to prevent the
employee leaving. International experience is currently a very valuable asset that substantially
increases employability. Some workers will opt for other employment alternatives, either for
reasons which have to do with the post, or for economic reasons, and they will not perceive
leaving as a negative career move. Retaining repatriated staff is a real challenge in these cases,
where some considerations take on special relevance, such as recognition, stimulus, praise,
professional growth opportunities, remuneration, corporate communication, flexibility and stock
options.

Briefly, and to sum up, with respect to the repatriation phase, a repatriation is successful given
three conditions: that the repatriate obtains an appropriate job on his/her return, that the
difficulties of cultural re-adaptation are minimal, and that there is little or no intention of leaving

5.7 FORMULATION OF A GLOBAL HUMAN RESOURCES STRATEGY

Creating an effective global work force means knowing when to use "expats," when to hire
"locals" and how to create that new class of employees -- the "glopats." The strategy demands
global H.R. leadership with standard systems but local adaptation. Implementing these ideas can

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be broken down into 10 steps. By taking these steps, a company should be able to put into place
an effective global human resources program within three to four years.
1. Break all the "local national" glass ceilings: The first, and perhaps most fundamental, step
toward building a global H.R. program is to end all favoritism toward managers who are
nationals of the country in which the company is based. Identify the right person Expatriate or
local national suitable for the assignment.

2. Trace your lifeline

Based on your company's business strategy, identify the activities that are essential to achieving
success around the world and specify the positions that hold responsibility for performing them.
These positions represent the "lifeline" of your company. It is important to understand what
people need to develop as executives.
3. Build a global database to know who and where your talent is
The main tool of a global H.R. policy has to be a global database simply because multinational
companies now have many more strategic posts scattered around the globe and must monitor the
career development of many more managers. For overseas assignments, H.R. directors correctly
consider such soft skills and cultural adaptability to be as important as functional skills. The fact
that overseas appointments are often made based largely on functional skills is one reason so
many of them fail.
4. Construct a mobility pyramid
Evaluate your managers in terms of their willingness to move to new locations as well as their
ability and experience. This will encourage many more managers to opt for overseas assignments
and open the thinking of line and H.R. managers to different ways to use available in-house
talent.

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Managers can move up and down a mobility pyramid at various stages of their career, often
depending on their family and other commitments. Young single people or divorced managers,
for example, may be able and eager to sign up for the glopat role but want to drop to a lower
level of the pyramid if they wish to start or restart a family life. Or seasoned senior managers
may feel ready to rise above the regional level only when their children enter college.
5. Identify your leadership capital
Build a database of your company's mix of managerial skills by persuading people to describe
the information in their c.v.'s, their management talents and their potential on standard personal-
profile templates. Jump-start the process by having your senior managers and those in the lifeline
posts complete the forms first. Add others worldwide with the potential to move up. Include
functional specialists who show general management potential.
6. Assess your bench strength and skills gap
Ask each executive to compare his or her skills and characteristics with the ideal requirements
defined for the executive's current post and preferred next post. Invite each to propose ways to
close any personal skills gaps -- for example, through in-house training, mentoring, outside
courses or participation in cross-border task forces.Compare the skills detailed in the personal

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assessments with those required by your business strategy. This information should form the
basis for your management development and training programs and show whether you have time
to prepare internal candidates for new job descriptions.
7. Recruit regularly
Search for new recruits in every important local market as regularly as you do in the
headquarters country. Develop a reputation as "the company to join" among graduates of the best
universities, as Citibank has in India, for example.
8. Advertise your posts internally
Run your own global labor market. Routine internal advertising has many advantages in that it:
 Allows a competitive internal job market to function across nationalities, genders and other
categories.
 Shows ambitious people they can make their future in the company.
 Makes it harder for bosses to hide their leading lights.
 Attracts high-fiyers who may be ready to jump ship.
 Helps to break down business-unit and divisional baronies.
 Reduces inbreeding by transferring managers across businesses and divisions.
 Gives the rest of the company first pick of talent made redundant in another part of the world.
 Solidifies company culture.
 Is consistent with giving employees responsibility to manage their own careers.
9. Institute succession planning
Every manager in a lifeline job should be required to nominate up to three candidates who could
take over that post in the next week, in three months or within a year, and their bosses should
sign off on the nominations. This should go a long way toward solving succession questions, but
it will not resolve them completely.
10. Challenge and retain your talent
Global networks that transfer knowledge and good practices run on people-to-people contact and
continuity. Executive continuity also cuts down on turnover, recruitment and opportunity costs.
As international competition for talent intensifies, therefore, it becomes increasingly important
for companies to retain their good managers. Monetary incentives are not sufficient: the package
must include challenge, personal growth and job satisfaction. A policy should be adopted that
invites employees to grow with the company, in every market

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5.8 FUTURE OF SHRM
Forecasting Future Trends in SHRM

 Stepped-up competition for talent. As labor market conditions have improved and as
the need for skilled and educated workers rises around the world, organizations are
finding it more difficult to compete for the best employees. This is placing greater
importance on building a strong employer brand. In addition, the factors that go into
building a strong employer brand are multiplying. Issues like corporate social
responsibility, employee safety and security and civility in the workplace are an
important part of the conversation around building a great place to work. The competition
for talent is also continuing to influence everything from compensation and benefits
strategies to immigration policies and global relocation of operations.
 Technology: The ongoing influence of new developments in technology. There is
growing importance of big data creating the opportunity—and pressure—to produce data-
driven evidence of the success of HR interventions. The use of big data in HR processes
was also cited, such as more targeted staffing and improved HR metrics. Technology’s
ability to support a virtual workforce raised issues with employee management and
teambuilding. Security issues in relation to technology were also frequently raised within
the different contexts .
 A rising sense of insecurity: Related to the security issues involving technology, many
panels mentioned threats to security—whether they involved data breaches of employee
data or actual threats to employee well-being through workplace violence or political or
social instability in countries where organizations do business and have staff.
 The continuing impact of the economy: Although many aspects of the economy have
improved across the globe, many organizations still feel a strain on budgets. These
budgetary limitations will continue to have an influence on hiring and HR strategies. In
addition, increased globalization, market interdependence and other factors such political
unrest and partisanship in countries around the world continue to make economic
uncertainty the “new normal.”
 Demographic changes: As in previous years, several panels included in their trends lists
demographic issues such as the aging workforce, more generations working together, the
changing nature of the family and parental roles, and the globalization of the workforce,
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 bringing with it increased diversity of cultures and languages. These trends are expected
to continue to affect many aspects of employment and HR practices.
 Evidence based HR : A growing demand for evidence-based, data-driven HR practice.
Business leaders are increasingly demanding that HR professionals, like their colleagues
in other functional areas, use metrics and in-depth data analysis to both make decisions
and demonstrate the return on investment of key HR expenditures. Customers are also
growing more demanding in their expectations of organizations’ ability to demonstrate
follow-through on service promises or key commitments. For example, the CSR trends
suggest that it is no longer enough for an organization to publicly commit to CSR
initiatives; instead, it will need to be able to demonstrate that its promises have made a
real impact.
 Global issues Globalization formed a backdrop for many of the trends different panels—
in addition to the Global Panel—mentioned. These included issues such as global labor
law, international political developments, changes in the global economy, and security
issues stemming from conflicts or security weaknesses and vulnerabilities in areas around
the world.
 Growing complexity of government legislation Many panels mentioned the need for
HR professionals to ensure compliance with a wide array of global, federal and state
laws.
 Doing More With Less

As an HR professional today, you are expected to play a more strategic role than ever
before and develop better and better HR processes, but at the same time, you’re being asked
to reduce headcounts. The new workforce differentiation mentioned above will probably
require a variety of new HR approaches—all with fewer people on your team to help design,
develop and deliver them.

These challenges highlight the complexity inherent in managing people, a complexity that
requires deep expertise to both understand the problems and develop coherent responses.
New challenges will only increase the value of strategic HR experts and the importance of
HR in every organization’s success.

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