STRATEGIC HUMAN RESOURSE MANAGEMENT:

This discipline covers the concepts and practices that guide and align Human Resource Management philosophy, tactical planning and practice with the strategic and long term goals of the organization, with a particular focus on human capital. It deals with the macro-concerns of the organization regarding structure, quality, culture, values, commitment, matching resources to future needs and other longer term people issues. Strategic HRM gives direction on how to build the foundation for strategic advantage by creating an effective organizational structure and design, culture, employee value proposition, systems thinking, an appropriate communication strategy and preparing an organization for a changing landscape, which includes downturns and mergers & acquisitions. Sustainability and corporate social responsibility come within the ambit of this discipline, especially with reference to organizational values and their expression in business decision making. Strategic HRM emphasizes organizational codes of ethics, managing the societal impact of business decisions, philanthropy and the role of the human resource professional in improving the quality of life of employees, their families and the community at large. Looking for information specific to the management of human resources, the human resource profession, the roles of a human resources professional or the strategic partnership of human resources managers with leadership teams? You've found it here. Read more to understand the opportunities for value added from human resources professionals in your organization. How to Do Human Resources Strategic Planning Need basic information about Human Resources' strategic planning and management as a function or department within an organization? What are the... Develop a Human Resources Department Business Plan If youre a department leader, your boss will likely one day ask: What is your plan for your department? Your Human Resources department...

Create Value With Human Resource Measures Are you interested in how to measure the impact of Human Resources leadership, management, actions, policies, and assistance in your organization? A significant component of your Human Resource business planning is identifying what Human Resources measures to collect. When you consider measuring the performance of your Human Resource department,... Build a Strategic Framework Through Strategic Planning Want help and samples to help you develop a mission statement that resonates and inspires for your Human Resources department? Both people and organizations need a mission statement to ensure success. Identify your mission statement, vision, values, strategies, goals and plans. How to Implement Strategic Planning: Vision Statement, Mission Statement,... In an earlier article, I gave you a strategic planning framework, samples, and examples for creating your organizations mission statement, vision statement, and more. As a result of the strategic planning article, people ask: now that I know what all of this strategic planning should look like, how do I actually make strategic planning happen... How to Get a Seat at the Executive Table: Ten Tips Do you influence your company's direction? Contribute to the corporate discussion about customers, products and strategy? Are you a participant in senior level meetings? Do managers seek your opinion? If you can answer "yes" to these questions and you also initiate people programs and processes, welcome to the executive board room. You've made... Create Your Personal Vision Statement Part of strategic HR management is starting with the formation of your own personal vision and values. You can build those of the department starting from there. Find out how. Identify and Live Your Personal Values Values are traits or qualities that are considered worthwhile; they represent your highest priorities and deeply held driving forces. When you are part of any organization, you

bring your deeply held values and beliefs to the organization. There they co-mingle with those of the other members to create an organization or family culture. Thinking Strategically First Makes Strategic Planning Work Strategic planning for organizations is not fun. Strategic planning is often done under duress because it is required. Strategic planning is important yet many plans are found on bookcases, not on the desktops being used. Done well, strategic plans provide a useful focus that energizes and moves the organization toward its mission, plus it provides a document to recruit others to the mission. Strategic Planning Pitfalls - to Avoid I have mixed feelings about what many companies call strategic planning but creating an overall direction for your company, office, or work group is necessary for success. People need to feel as if they are part of something bigger than themselves. At the same time, they need clear direction to know what "bigger thing" they are part of. Learn strategic planning pitfalls to avoid. What Is Human Resource Management? Human Resource management is dealing with and managing the people in your organization. You can manage people strategically. Find the basics of HRM. Recession Planning for Employees Given the downward spiral of CEOs' confidence and with the talk about a potential recession, what have you done to plan for the possibility that the downturn becomes severe and impacts employees? These are some of the actions to take in recession planning for employees, for your HR department and other departments within your business, perhaps... Reinventing HR from the Classroom to the Boardroom We need to reinvent the field of HR in our HR educational programs and in our businesses. HR needs to be more strategic to gain a seat at the proverbial table, and we need to be more business-oriented. However, the whole HR community must invest to educate, certify, and mentor HR professionals, or we will never see the industry gain the.

Strategic Human Resources: Avoiding Circular Conversations We've been talking about making Human Resources strategic for decades, but organizational readiness, resistance to change, and complicated and expensive technology issues continue to get in the way. So strategic human resources remains a challenge. But, if you do the right math and talk about the bottom line, strategic human resources thinking will occur. The Strategic HR Coach A new definition of the coaching role for the HR professional is recommended. Look at how coaching differs from some of the other human resources roles. A New Role for HR: Support Your Company's Brand "I once read an article in which Mickey Mantle tells about a recurring dream. He's racing to get to Yankee Stadium in a panic, because he's late for the game. To his horror the gates to the field are locked. He finds a hole in the centerfield fence and sticks his head through. As he tries to wiggle through the small hole he wakes up drenched in... Why Human Resources Leaders Need Degrees If you want to be a strategic partner, Human Resources leaders need to have an education on par with that of the rest of the leadership team. Increasingly, these executives have degrees. Find out why. Vision Is Your Desired Future A vision, a component in strategic planning, is a picture of your organization's desired future expressed in a way that resonates with all members of the organization. The vision is shared with employees, customers, shareholders, vendors, and candidates for employment and creates shared meaning about what your organization wants to become. Learn... Mission Is What You Do A mission is your expression of what it is that your organization does. Your mission tells a customer, employee, shareholder, vendor or interested job candidate exactly what you are in business to do. Learn more about what a mission is at it relates to corporate or organizational strategic planning.

Core Values Are What You Believe Core values are traits or qualities that you consider not just worthwhile, they represent an individual's or organization's highest priorities, deeply held beliefs, and core, fundamental driving forces. Core values or guiding principles define what your organization believes and how you want your organization resonating with and appealing to... Poll: Why Is Creating a Personal Vision Statement Important? Do you have a personal vision statement? If so, why? If not, why not? HR Redesign How do we give our customers what they want while still giving them what they need? This article makes an interesting observation on the changes needed in HR departments today. 5 Tips for New HR Professionals Want to know what, as a person new to the field of Human Resources, you can do to most quickly leverage your skills and experience to support the strategic direction of your business? Here are five tips to heed. Human Resource Management Strategy To ensure a high probability of success in the implementation of strategic human resource management, a number of things are necessary. 1. Strategic recruitment where the right person is selected to fill the right job and according to organizational needs 2. Using the right mix of incentives to motivate and engage employees who then can concentrate improving their performance 3. Appointment of the right HR Head to provide the necessary leadership in making HR as a strategic partner 4. An HR mission statement with well defined HR objectives drawn up in alignment with the overall organizational objectives

5. Provision of the right set of training and development programs on an on-going basis to every level of employees 6. Implementation of a performance management system to identify high-performing employees for the purpose of giving rewards befitting their performance, work quality and output 7. Giving recognition and implementing a fair rewards system to retain quality employees

The Human Resource Function Someone, somewhere within your organization must carry out the HR function. If not, your organization cannot fulfill its legal and contractual obligations towards employees. So, who are responsible for the HR function? Human Resource Managers are appointed for important purposes. HR professionals are there to help them. Your organization may have appointed an HR Manager or an HR Director or both. If your organization is very serious about implementing strategic human resource management, appointing an HR director goes a long way in ensuring that the HR plan is treated as important as the organization's business plan. He or she can provide the necessary leadership on all matters relating to HR. Whatever is the approach, it is crucial that you have a competent person looking after this important function. It is important to remember that HR leaders do face a lot of different problems. Capable professionals are what your organization needs to succeed in implementing strategic Human Resource management.

Note however, that a survey had shown that there are still a lot of organizations who do not place much importance to human resource. Surely, your organization doesn't want to follow suit. Some organizations may have even decentralized or outsourced the entire function. The Better Option Decentralizing the entire HR function goes against the new development and trends in Human Resource management. However, you can decentralize certain human resource activities to line managers. When you do this, provide them with all the necessary support. Make your line managers responsible for the occupational health and safety issues in their own area of operations, the training of their subordinates, recruitment for their respective sections according to needs, and the performance appraisal of their subordinates.

Integration of Strategic Human Resource Management into Planning and Decision Making Process It is now accepted that without people, achieving result is practically impossible. In managing your people, prepare a long-term plan to integrate your organizational goals with HR policies and actions. Strategies are implemented in identified key HR areas to improve employee motivation and productivity. You need to see whether your HR strategies are competitive enough as compared to industry standards. Benchmark them while exercising due care.

Information must freely flow throughout the organization. You can ensure that this can by adopting an effective information system.

Strategic Human Resource Management and Business Strategy Strategic Human Resource management helps to identify the business strategy that you can adopt. For example, you implement an effective training and performance improvement plan to improve customer service. More satisfactory customer service will bring in more revenue. You can use this superior performance to determine the rewards. This, in turn, motivates your employees to perform better. Learning and skills improvement forms a necessary part of improving human resource management both on the part of employees and management. The 7S of HRM attempts to simplify the important characteristics of human resource management. Thereafter, conduct a more in-depth examination.

The Future of Strategic Human Resource Management Proponents of strategic Human Resource management generated tremendous interest on the subject. Some large organizations had implemented it. In contrast, some lament the ineffectual efforts by many organizations in implementing the system.

Strategic human resource management is not going to disappear. This is so as long as people continue to run organizations of whatever size and for whatever purpose. Go to "Strategic HR Management" for more information. It is very certain that people will continue to play pivotal roles. It is in people that creativity and innovative ideas reside. This is one reason why people will continue to play important role in the business plan of organizations. As the world of business becomes more complex and challenging, strategic human resource management will continue to grow in importance in the success story of organizations. THE STRATEGIC ROLE OF HR As people become the key competitive advantage in any industry especially banking, the human resource (HR) development function will and should play a more strategic role. It should go beyond its mere administrative support function to operations and front line departments. Whether or not company views HR strategically may decide whether market share, sales, or profits would increase or not. An effective HR strategy becomes equally decisive as the companys marketing strategy. Technology too is changing HR roles. As industries, specifically the banking industry, and the way they compete become knowledge-based, HR performance indicators will shift from manpower and man-hours supplied to brainpower and brain hours delivered. The key result areas in people management will also shift from production and quantity to productivity and quality. Capability, measured in employee ideas generated and implemented, and productivity gained, will be more important than capacity, measured in man-hours available, man-hours lost, absenteeism, etc. What is strategic HR? How different is it from the conventional administrative HR? The current HR function is very much configured like the companys purchasing department. People, like parts and supplies, are requisitioned by user departments based on depletion

and growth rates of their operations. Both resources are screened for quality control and cost or budget constraints. The only slight difference is that unlike purchased parts, people are trained or prepared before they are sent to the requisitioning parties which may train them further before actual deployment or usage. HR is also involved in the replacement, termination and retirement process of unusable people assets, much like the handling of depreciated equipment. In short, most HR systems exist only for replenishment and maintenance of a resource called people. Strategic HR does not abandon these administrative responsibilities. Otherwise, no other department in the company will carry out these operations-sustaining activities. But its main task is to participate in corporate strategy rather than support administration. Strategic HR is more proactive rather than reactive in its relationships with the other functional areas. It is more concerned about what its internal customers need in the future to compete globally. Strategic HR managers do not wait for instructions, requisition or complaints. It does its homework, does research on the future, and offers proactive solutions and strategic advice. Strategic HR is preventive rather than corrective or punitive. It is developmental in orientation. The conventional HR function is the dispenser or implementers of justice and protector of corporate assets. It views employees as resources not be wasted rather than strategic resources to be developed. Strategic HR aims to create a working environment conducive for employees to do things right the first time. It aims to prevent mistakes rather than punish them. Strategic HR is output driven rather than input oriented. For instance, training results are measured not in terms of training hours or number of trainees per year, but in terms of improvement in the trainee performance attributable to the training. Performance improvement can be in terms of productivity, efficiency, quality of work (defects), customer satisfaction or conversely, number of customer complaints received. Strategic HR personnel are concerned with these results as much as the operating departments it serves. In spite of the fact that output results are more difficult to measure than input

deployed, strategic HR aims to find ways and means to directly and indirectly measure these more accurate metrics of its success and effectiveness. Strategic HR is mainly pre-occupied in molding the employees of the future today. For organizations to survive and excel in the future, its needs to develop or acquire employees who are multi-skilled, cross-functional, empowered, team players. In addition, they have to have high emotional intelligence (EQ) and capable of thinking out of the box about the future. They should be capable not only of improving their work, but reengineering or reinventing it if necessary. Front liners who are engaged in millions of moments of truth meeting customers, must have superior flexibility, resourcefulness, and excellent memories especially if their task requires greeting customers by their first or last names. Strategic HR keeps these employee attributes as its goals while conducting its basic processes of recruitment, training, job rotation, career pathing, and performance appraisal. Strategic HR aligns performance criteria systems with corporate goals and strategies rather than traditional functional concerns. It includes in performance criteria of both rank and file employees and managers those that will enable them to contribute to corporate goals. Most traditional HR performance appraisal systems basically gauge how well a subordinate satisfied his boss or superior during the appraisal period. This degree of satisfaction may or may not be related to how well the employee contributed to corporate goals. Most of the time, it does not. For this reason, conventional performance appraisal has become a highly politicized, controversial, wasteful exercise that creates more disharmony than teamwork in the organization. Strategic HR appraises people on the more relevant output performance like quality, productivity, internal and external customer satisfaction. If negative criteria are used, these become defects or rework, wastes, and internal and external customer complaints or returns. In banking, performance appraisal may include lost calls, closed accounts, queuing time, and clerical errors, ATM downtime, improvement projects. Strategic HR aims to change employee behavior and attitude by directly connecting his appraisal (and eventually his pay) to what actually matters to corporate performance and customer satisfaction. It puts less

weight on nebulous criteria like teamwork, attendance, boss satisfaction, and neatness. HR is no longer a backroom or support function. It is in the forefront of corporate strategy, much like sales and marketing. It provides and determines competitiveness to an ever increasing degree. All other things being equal financial, physical, and product assets people will make the difference between two competing companies. Strategic HR can make this difference happen.

Conclusion
As global business competition shifts from efficiency to innovation and from enlargement of scale to creation of value, management needs to be oriented towards the strategic use of human resources. Strategic human resources management practices enhance employee productivity and the ability of agencies to achieve their mission. Integrating the use of personnel practices into the strategic planning process enables an organization to better achieve its goals and objectives. Combining human resource practices, all with a focus on the achievement of organizational goals and objectives, can have a substantial affect on the ultimate success of the organization. To manage future operations effectively, it is essential that companies produce "business leaders" and "innovators" through SHRM Approach.