Strategic human resource management is designed to help companies best meet the needs

of their employees while promoting company goals. Human resource management deals
with any aspects of a business that affects employees, such as hiring and firing, pay,
benefits, training, and administration. Human resources may also provide work
incentives, safety procedure information, and sick or vacation days.

Strategic human resource management is the proactive management of people. It requires

thinking ahead, and planning ways for a company to better meet the needs of its
employees, and for the employees to better meet the needs of the company. This can
affect the way things are done at a business site, improving everything from hiring
practices and employee training programs to assessment techniques and discipline.

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Companies who work hard to meet the needs of their employees can cultivate a work
atmosphere conducive to productivity. Human resource management is the best way to
achieve this. Being able to plan for the needs of employees by thinking ahead can help to
improve the rate of skilled employees who chose to remain working for a company.
Improving the employee retention rate can reduce the money companies spend on finding
and training new employees.

When creating a human resources plan, it is important to consider employees may want
or need and what the company can reasonably supply. A larger company can usually
afford training and benefit programs that smaller companies cannot afford to offer. This
does not mean that a smaller company should not engage in strategic human resource
management. Providing specialized on-site training, even if provided by senior members
of the company, and offering one-on-one assessment and coaching sessions, can help
employees reach peak performance rates.

An important aspect of strategic human resource management is employee development.

This process begins when a company is recruiting and interviewing prospective
employees. Improved interviewing techniques can help to weed out applicants that may
not be a good match for the company.

After being hired on, a strong training and mentoring program can help a new member of
the staff get up to speed on company policies and any current or ongoing projects they
will be working on. To help employees perform at their best, a company can follow up
with continual training programs, coaching, and regular assessment. Investing in the
development of its employees can allow a company to turn out more consistent products.
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Strategic human resource management is essential in both large and small companies. In
small companies, this may be as simple as the owner or manager taking a little time every
day to observe, assist, and assess employees, and provide regular reviews. Larger
companies may have a whole department in charge of human resources and development.
By meeting the needs of the employees in a way that also benefits the company, it is
possible to improve the quality of staff members. Taking the effort to provide employees
with the tools they need to thrive is worth the investment.

Human resource management is undergoing a massive transformation that will change

career paths in as-yet uncertain ways. Employers are placing greater emphasis on
business acumen and are automating and outsourcing many administrative functions,
which will force many HR professionals to demonstrate new skills and compete for new,
sometimes unfamiliar roles.

PRACTITIONERS WHO MASTER THE BUSINESS SKILLS NEEDED FOR

DEMANDING NEW ROLES WILL TAKE FLIGHT AS HR UNDERGOES FUTURE
METAMORPHOSIS

Job titles and functions will likely remain in flux for some time, say business leaders,
academics, HR consultants and HR professionals. But they say that some of the standard
niches--such as HR generalist and benefits specialist--will become less common and less
important, giving way over time to new ones such as HR financial analyst.

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Once CONSIDERED A BONUS for an hr worker, BUSINESS LITERACY will be a

PREREQUISITE.
Those who aspire to leadership roles within the profession will have to become more
strategic, more proactive, more involved in the overall business of their employer, say the
experts.

But there is an upside to this upheaval: HR people who develop business competencies
and embrace the new roles--in the process redefining themselves and their profession--
can aspire to greater and much more rewarding careers than were possible for HR people
a generation ago.

"HR is dead. Long live HR," says David Ulrich, a professor of business administration at
the University of Michigan. That's his way of saying that "the old HR"--that which
emphasizes expertise in transactions and; paperwork--"is dying in a sense."

HR departments will he smaller, says Ulrich. "Some of HR will go away. Some of HR

should go away."

In its place will rise a leaner, refocused cadre of professionals who put the business first
and foremost. The most successful HR people will be those who "think from the outside
in," according to Richard Beatty, an HR management professor at Rutgers University and
the University of Michigan. "When we talk about being strategic, we mean thinking from
the customer back to the organization."

In this new HR, professionals are expected to know the business well enough to align
human capital with business needs, either developing the needed talent or going outside
the organization to get it. HR is proactive. HR goes looking for problems to solve. HR
doesn't just have a seat at the table; HR helps set the agenda.

What exactly will be the desirable HR jobs in the next decade and beyond? How does HR
get there from here? And how can HR people obtain the education and training they need
to secure and keep those jobs?

HR Jobs of the Future

Though the job picture is still developing, experts see several possible critical roles on the
horizon for HR professionals. Among them:

* The CFO for HR. This number cruncher can apply the metrics to demonstrate the
inherent economic value of HR and to analyze the cost-effectiveness of various practices
HR proposes or implements: How much do certain employees contribute to the bottom
line? How much does the right training help the business? Which functions or programs
do not add value and should be eliminated?

* The internal consultant. This person helps spread HR competencies through the
organization, empowering line managers to recruit, interview, hire and retain the talent
that they need while counseling the managers on crucial legal and ethical matters such as
disability and age discrimination laws.
* The talent manager. This person is responsible for finding, developing and keeping the
best and the brightest workers to meet the needs of the organization. He or she will
manage learning and succession planning, moving people through the talent pipeline.

* The vendor manager. He or she determines which functions can be handled better and
less expensively outside the organization. This professional monitors quality and costs,
stays on top of trends in this business, and maintains a close working relationship with
outsourcing firms and other vendors.

* The self-service leader. This person works with internal and outside information
technology specialists to establish and run web-based portals for many automated
functions, such as benefits and pension administration, that employees can access from
their desktop computers.

In these and other possible HR jobs of the future, HR leaders "have got to create a
product at the right price and with certain characteristics that the buyer needs," says
David Rhodes, a principal at consulting firm Towers Perrin. The product is the
contribution of the workforce to specific business goals. The buyer is senior management.

Skills for Survival

"People are finally realizing that, to be successful in HR, you need more than HR
knowledge," says Susan Meisinger, SPHR, president and CEO of the Society for Human
Resource Management (SHRM). The primary missing link, say Meisinger and other
experts, is knowing business and its language.

"Get thee off to business school. Study finance," says Dave Kieffer, who heads Mercer
Human Resource Consulting's human capital strategy practice. Once considered a bonus
for an HR worker, business literacy will be a prerequisite for almost every desirable HR
job, says Kieffer.
Moving beyond training- Performance consulting
IF not us, WHO? If not now, WHEN?

When the global economy is slowing crawling back to its original form, this situation
offers a tremendous opportunity to those in training & development to rise up to this
occasion. Management today seeks out those people who can partner them to install the
performance required by organizations to win back the lost ground.
We must evolve from training to performance perspective. Performance consulting is the
process by which we can work with the management to identify and achieve performance
excellence linked to business goals.

Role of Performance Consultant

Following points can describe the role of a Performance Consultant

1. Focus: Identify and address performance needs of people
2. Output: Provide services to assist in changing or improving performance
3. Accountability: Held accountable for establishing and maintaining partnership with
business leaders.
4. Measures: The results of training and non training actions are measured for
performance change & cost benefit.
5. Assessment: Assessments are completed to determine performance gaps and reasons
for these gaps.
6. Relationship to organizational goals: The function is viewed as producing
measurable results like cost savings, increase in productivity etc.

Skills required for being a successful Performane Consultant

Four key areas of skill and knowledge is required by performance consultants to be

successful

1. Business Knowledge
2. Knowledge of Human Performance Technology
3. Partnering skills
4. Consulting skills

Performance consultants are business people who specialize in Human performance.

How Performance Consulting moves beyond training

· Identify the primary forces, outside the control of the organization that will challenge
the organizations ability to meet its business goals.
· Discuss the strategies and actions being taken by competitors and the implications of
those actions for the organization.
· Skillfully use the business language- the language which is spoken throughout the
organization.

Performance Consultant is a role and not a job. Its is distinguished from the role of a
traiditional trainer by its focus on what people must do rather than on what they must
learn