The Basic Hr Strategic Model

“Strategic HR planning predicts the future HR management needs of the organization after analyzing the organization's current human resources, the external labor market and the future HR environment that the organization will be operating in” (HR Council, n.d.). Human resource planning directly ties in to an organization’s strategic development and implementation by calculating company trends, resources, design, previous works and future expansion and ensuring that the impending requirements are met. This paper will further examine the role of human resource development

Business strategies touch every entity of the business including HR which is where many of the business necessities begin. The HR function needs to be involved in the strategic management process as “each component of the process involves people related business issues” (Noe et al., 2002, 59) which is the primary function of HR. “Once the strategy has been determined, HRM has a profound impact on the implementation of the plan by developing and aligning HRM practices that ensure that the company has motivated employees with the necessary skills” (Noe et al., 2002, 83).

In simple term, strategic human resource management is concern with the ways in people is crucial to company effectiveness. According to Miller (1987) strategic

The strategies adopted by our organisation can be influenced by both internal and external factors. HR are involved in the initial planning process and assisted with the formation of a business plan detailing objectives for departments to achieve.

Wright and McMahan (1994) define strategic HRM as “the pattern of planned Human Resource deployments and activities intended to enable the organisation to achieve its goals.” A HR function should impact the success of an organisation; a policy must remain current and suitable to both the internal and external environment. Ulrich and Lake (1990) affirm, ‘HRM systems can be the source of organisational capabilities that allow organisations to learn and capitalise on new opportunities.’

It is important for HR Management to transform from being primarily administrative and operational to becoming more strategic contributor because of the involvement of competitive advantages through a company s’ employees. Strategic HR managers need proceed with the professional growth by hiring employees with high potential and giving them opportunity to learn and make lot of experience from their job roles where can access to brightest future in the industry. Secondly, the executive succession where the strategic HR managers will hiring the potential successors and grooming them with experience and advancement to be ready for replacement of the owner of company. A company can be in right direction if proceed with the strategic succession planning. Third is the labor cost efficiency. Strategic HR department mainly focus on their top performers who effort the most to organizational goals and long-term company success. A strategic HR philosophy ensures the employees satisfied perfect where by paid to

Strategic HR responsibilities surpass transactional duties. These responsibilities have to do with an ongoing support of the organizational long-term goals. This is where “strategy meets the market place” so that when “the economy moves from recession to recovery” the company is prepared to move with it (Cascio, 2005). The Strategic HR process looks ahead using organizational strategy as the guideline to building organizational readiness.

The strategic human resources management of the means every person from within organization from the top of management level to the bottom of ground staffs are doing things that make the organization successful. According to Schuler, R. S. (1992) strategic human resources management is defined about integration and adaption within organization .Its concern to ensure HR management is fully integrated with the strategy and these HR policies are adjusted and used by the employees and their line managers as part of their everyday work.

HR’s strategic management responsibilities include collaborating with other departments and leadership to plan, incorporate change initiatives, and provide tools which measure the effectiveness of HR in reaching organizational goals (Reed & Bogardus, 2012). As Anca-Ioana (2013) pointed out, it is crucial that HR participate in strategic planning and management processes in order to develop a workforce of employees who possess the competencies needed to achieve organizational objectives.

To ensure a high probability of success in the implementation of strategic human resource management, the HRM function needs to be truly strategic in its orientation.

To ensure a high probability of success in the implementation of strategic human resource management, the HRM function needs to be truly strategic in its orientation.

Aim: This research will help us understand the role played by Strategic Human Resources Management in Organizational success, what role a HR manager plays in improving organizational efficiency and how it differs from traditional Human Resources Management.

Strategic fit: This concept emphasizes that there should be congruence between HR strategies and the organizations environment. It can be perceived in terms of vertical and horizontal integration of HR strategies and corporate strategies. This is in agreement with Wright and McMahan (1992) cited by Armstrong (2008:38)

An organization can apply any HR Strategy but implementing the strategies and evaluating the result of that strategy is always the final stage. HR Strategy can be implemented by some individual who are made responsible by the

Strategic human resource management process is very important to any organization in the present day context because it contributes to the organizations performance to a greater extent even on a highly volatile environment.