Principles of HRM

(Case Study Article - on the future of the

HR profession)
Executive Summary

The report is focused on describing various HR practices and theories as per the case study
article. It has been described that traditional HR is somehow different from the concepts
described in the article. The article describes that CEO must involve CHRO in the decision-
making to improve the management of people in the organisation. They discussed that people
management plays a crucial role in achieving organisational success. In the report, three
activities of CHRO have been discussed that include predicting outcomes, diagnosing
problems, and implementing actions to add value. This will help CHRO in identifying problems
that people in the organisation are facing and implementing actions to enhance their value and
uniqueness. Further, the talent management model is used to reflect on talent management and
the centralised training model is used for reflecting on training and development. Lastly, two
reflective models including Kolb’s learning cycle and Gibb’s reflective cycle have been used
to reflect on my learning from the report.
 Table of Contents
Introduction ................................................................................................................................ 1

Critical Analysis of the case study article .................................................................................. 1

Future of HRM ....................................................................................................................... 4

Critical analysis of specific areas of HRM ................................................................................ 5

Talent management ................................................................................................................ 6

Training and development ..................................................................................................... 9

Reflective Blog ........................................................................................................................ 10

Kolb’s learning cycle ........................................................................................................... 10

Gibb’s reflective cycle ......................................................................................................... 12

Conclusion ............................................................................................................................... 13

References ................................................................................................................................ 15
Introduction
The report will be discussed about various HR practices in today’s changing world in critique
with the case study article provided. The article will describe the HR perspectives keeping
CHRO and CFO in mind. Various theories, models, and HR practices will be used to analyse
the statements made in the article critically. Further, two HR areas will be selected and they
will be critically analysed with the case study concepts and statements. At last, the reflective
blog will be developed using Kolb’s experiential learning cycle and Gibb’s reflective cycle.

Critical Analysis of the case study article

The article critically discusses the role of Chief Human Resource Officers (CHROs) in HRM
practices. It has been observed that CEOs are aware that they are highly dependent on the
company’s HRM for achieving the organisation’s growth and success (Charan et. al. 2015). As
researched, many of the CEOs are not happy with their CHROs and HR function generally.
The article is based on changing the mindset of CEOs as they think human capital is the top
challenge but keeps HR as the 8th or 9th most essential function in the organisation. The article
states that there is a need for changing the HR functions as same as Chief Finance Officer
(CFO) has done in the recent decade. There is an essential requirement for CHRO to help CEO
in assigning and building talents in the organisation for achieving success. The article has
critically evaluated the change CFO has bought by helping CEO in leading the business by
allocating and raising financial resources.

Furthermore, it is the responsibility of the CEO to implement HR and remove the gaps that
restrict CHRO to become the strategic partner. The article states that there is an essential
requirement of inspiring HR by implementing new work rules and adopting a new mechanism
called G3- a group including the CEO, CHRO, and the CFO. This mechanism will help in
making CHRO a member of decision making and it will change their role. These changes will
help in bringing essential shifts in HR executives that would benefit the organisation in
assessing new talents and skills (Modise, 2018). It is all about bringing changes in HR
executives so they can have a better management system and manage the organisational
employees adequately. Based on some meetings and consultation with the team and board
members three activities have been identified that CHRO needs to do for adding value to the
business. It includes predicting outcomes, prescribing actions, and diagnosing problems.

Predicting Outcomes: In this, it is the responsibility of CHRO to identify the goals the
organisation needs to accomplish so they can set a link between the jobs and people. It would

1
help CHRO in analysing the job role and whether the person meets this requirement. This
activity highlights assessing actual talents and HRM mustn’t treat every employee the same
way. For example, in today’s diversified society every people have their skills and talents and
it is must for HR to identify those talents and offer them job and task accordingly (Goleman,
2017). Additionally, they can also offer training and coaching to employees so they can
enhance their knowledge and skills about the role they are going to perform or the goals they
have to achieve for organisational success. CHRO must analyse the gaps and loopholes in skills
and behaviour so they can bring best out of them.

The article also suggests that there is a requirement of communication between CHRO and
CFO so CHRO can analyse the key performance indicators, budgets, and talent assignments
are enough to meet the outcomes. It has also described that there is an essential need of paying
employees as per the skills, talents, and job roles they are assigned with. In today’s competitive
environment it is must that what is required for performing effectively and successfully. They
must make predictions about the changes that are going on in the market that can impact their
organisation. It has been declared that for staying market competitive it is must that they hire
people that can help them in securing a competitive edge in the market (Srinivasan and
Makhecha, 2019). They must bring modifications in incentive systems; hire new expertise as
per demands and increase turnover.

In predicting outcomes, CHRO must make comparisons team by team, unit by unit, and leader
by leader. It suggests that they must not only analyse the competitors but also the non-
traditional ones that could give competitiveness (Charan, 2015). Various questions need to be
raised for identifying the predictable outcomes. Based on academic articles, it has been found
that the HRM roles that have been identified in this section include identifying competitors'
positions, hiring and recruiting, coaching, and offering incentives to retain talented employees
(Troger, 2021). These practices will help CHRO in identifying the employees that could
perform the role effectively for meeting the goals and objectives.

Diagnosing problems: As per several types of research, it can be seen that it is the
responsibility of HRM to identify the root cause of the problem so they can resolve them and
perform it adequately. Concerning this, CHRO needs to identify the primary problems that are
restricting organisations to perform well and achieve their goals, and the CEO instead of
blaming consultants must learn from CHROs about the problem (Dwarakanath, 2019). The
article states that many of the problems are due to the people's problems that need to be

2
resolved. It is all about looking at the different factors like the interest of people, currency
valuation, and setting a link between the company’s insights with the people rather than just
focusing on external factors. It has been depicted that many of the organisations blame external
factors for not achieving success but there can be a problem in people management. It is must
to handle the organisation’s employees and keep them aware of the goals and it is the
responsibility of HRM. Diagnosing the problem will help in identifying the proper solution and
also help in replacing the people.

It doesn’t end here; CHRO has to focus on diagnosing all the departments of the organisation
so they can identify the loopholes adequately. Many of the CEOs don’t focus on identifying
the root cause of the problem and there is a requirement that CHRO must identify the problems
and put them but this interaction is still lacking in many organisations (Boon et. al. 2019).
CHRO must analyse the people that are good creators and needs to be worked upon. In context
with this, the article has discussed about group collaboration and teamwork are must for
achieving success. It has been described that many of the times while diagnosing problems
related to lack of collaboration among peers, CEOs focus on implementing solutions like
budget shifting, cost-cutting or admonition will not work. It states that increasing collaborative
work environment is must for making the organisation more productive and healthier (SMITH,
2019). It has been observed that CHRO needs to focus on whether people are collaborating in
bringing positive outcomes or identifying the core issues that can possess a threat to
organisational success.

Prescribing actions to add value: Based on McKinsey’s research, it has been found that
companies that have shifted more than 56% of human capital have achieved 30% higher returns
from shareholders as compared to organisations that shifted less. This described that CHRO
must be aware of taking advantage of employees' skills and talents to add value to the
organisation (Bakker and Albrecht, 2018). They must be prepared of recommending some
actions to bring the best. It could be about identifying someone’s hidden talents and assigning
the task as per their potentials or promoting employees as per their performance and hiring new
talents as per market demands. As per the article, reassignment of people with capital
reallocation is must for boosting the company’s market value and position. In today’s changing
market environment, responding to market requirements and demands is must for
organisational success. In adopting changes, companies will require talents, and might be they
are available in the company at lower levels. CHRO has to identify them and move them to the
upper organisational level. In changing the role of CHRO, they must search for individuals in

3
the organisation that could create value in the future (Van den Heuvel and Bondarouk, 2017).
This segment describes the capability of CHRO to judge people’s skills and talents.

Furthermore, CHRO must possess the ability to take advantage of their talents and assign them
a task they are interested in or coach them to improvise their skills. As per the article, CHRO
can add value by moving one individual from one boss to another or improving their
performance by providing them with coaching that can help in enhancing a crucial skill they
already possess (Sanders et. al. 2021). They can take initiative to join two-three people for
developing new business ideas. They have to reassign leadership positions if the leaders are
not able to perform their best as per the data from the past two years.

Creating a G3: In creating a G3 the CEO will form a triumvirate in the organisation that
includes CHRO and the CFO both. It is the best approach in the organisation for linking the
financial numbers with the people. Developing a G3 will also help in budgeting the people,
providing them incentives, and much more. The development of G3 will also help in building
the connection between business and organisation results (Troger, 2021). In making an
effective G3, the organisation must organise regular meetings to identify the various
perspectives on different sections from CFO and CHRO. They must interact about the people
issues that are acting as a restriction in goal accomplishment, aren’t they able to identify the
competitiveness or any other issues being identified. They have to plan mutually about the
expected company’s upcoming three years plan. It will help them in offering adequate
resources to the people and improves their working capability.

Future of HRM
HRM theory:

Strategic Contingency theory: Based on the theory, leaders become the most crucial part of an
organisation because of their unique skills and talents for solving the problems or issues being
faced. A contingency can be described as the need for different tasks of subunit on which tasks
of other subunit make an effect in the organisation (De Haan et. al. 2018). It becomes strategic
when other subunit starts to control the contingencies and becomes powerful. The strategic
contingency theory of HRM states that every personality has its skills and talents. For example,
if leaders can resolve problems, then they could be effective leaders even though they don’t
have charisma. In the article, it has been discussed that CHRO can swap roles and move a
candidate from one task to another if they have the quality to perform the task effectively.
Similarly, problems need to be solved by analysing the root cause of the problem. It also

4
suggests that problem-solving is the crucial role leaders can be capable of performing and so
as the article has stated in the element of diagnosing the problem. If the problem is not
diagnosed adequately then the proper solution will not be implemented (Valeri, 2021). Hence,
the problem will not be solved to achieve effective outcomes.

HRM practices:

Selective Hiring: HRM needs to hire the right people that best suit the job requirements. The
article has discussed that CHRO needs to hire new talents in bringing the changes that are
required in the market (Veth et. al. 2019). They must focus on hiring talents as per the job
requirements and based on their skills and talents.

Training and coaching: HRM need to offer training to employees so their skills and talents
can be improved. In the article, it has been suggested that CHRO needs to offer training and
coaching to any individual for strengthening their crucial skill (Anwar and Abdullah, 2021). It
would help in adding value to the organisation. They must focus on improving their skills so
they can perform effectively and help in achieving organisational goals.

Collaborative working environment: HRM practices states that they must create a
collaborative working environment to achieve organisational goals (Rana and Sharma, 2019).
The article also discussed the lack of collaboration in the organisation and the way it can restrict
organisations from achieving goals. It states that the future of HRM depends on developing a
collaborative environment so employees can focus on building strategies for achieving success.

Fair and performance-based compensation: In traditional HR practices, compensation and

incentives are provided by HRM to employees based on their performance. The article suggests
that managing benefits and compensation needs to be reassigned to finance functions. The
article states that CHRO needs to focus only on hiring talents and offering them training
(Manzoor et. al. 2019). The best example to adopt this reassignment is Netflix as they believe
that HR should only focus on hiring talents and provide them essential coaching to improve
their skills.

Critical analysis of specific areas of HRM

Two specific areas of HRM have been selected in this section for critical analysis based on the
case study article. It includes talent management and training and development.

5
Talent management
Talent management is described as the process of hiring, recruiting, and retaining high-quality
employees as per the job role for achieving organisational success. The article also states that
CHRO needs to focus on talent management most to identify the employees that could best
perform a particular role (Claus, 2019). The major purpose of talent management is to develop
a motivated workforce that will stick with the company for the long run. Even every
organisation wants to hire and recruit employees that are ready to stick with the company. All
HR practitioners need to focus on hiring long-run employees because offering training to new
employees in a short interval of time can be difficult and leaving a trained employee is a loss
in the organisational asset. Further, HRM needs to work for retaining employees to keep them
in the organisation for the long run.

Talent management helps in improving the business performance as it helps in combining three
key components including positive employee experience, talent allocation, and strategic HR
team. It also helps the organisation in staying competitive. As discussed in the article, CHRO
needs to swap talents or hire new people for staying market competitive as it is must to achieve
organisational success. Further, talent management also helps in driving innovation and it is
the major requirement of HR for bringing a group of people together to bring creative changes
in the business (Nwanisobi and Christopher, 2020). Acquiring new talents will help the
organisation in forming productive teams along with developing a collaborative environment.
It is more beneficial for the organisation than having just creative and talented people in the
organisation working on their own without any collaboration in the organisation. In retaining
talented staff, the turnover rate of employees will decrease which is must for organisation to
operate successfully.

Talent management model: As per the talent management model, every company must go
through five stages including planning, attracting, developing, retaining, and transitioning. It
is essential for implementing organisational strategy to achieve organisational performance and
outputs. Further, talent management model helps HRM in hiring the talents they are seeking
based on the job role they want them to perform.

Planning: Planning helps in aligning the talent management parallelly with the organisational
goals. It states that if HR has a clear direction about their goals, they will be able to identify
the roles and responsibilities they are expecting their employees to perform. It will be beneficial
for HRM to analyse the skills, talents, and behaviours they are looking forward to hiring. In

6
planning, HRM has to also go through the characteristics and skills of current employees so
they can identify the skills they are expecting to hire. It will also help in developing a workforce
plan that will assess the current employees that are responsible for benefits the organisation is
achieving and employees that are underperforming. In talent management, HRM must identify
whether there is a requirement of hiring new talents or coaching the existing employees
(Gallardo-Gallardo et. al. 2020). As per the article, Apple has hired technology medical people
for using their watch and other Apple devices that are developed for another medical purpose.
Hiring medical people will analyse its use more appropriately as compared to non-medical
people. Based on this, the organisation needs to analyse their requirements initially to hire
people as per their skills and needs.

Figure 1: Talent management model.

(Source: Talent management, 2021)
Attracting: It is not easy to search for a new employee just after one employee has left the
organisation. In this, it is the responsibility of HRM to swap employees to fulfil the position so
all the business operations can be controlled and completed. Utilising the right strategy for
attracting employees is must. These hires will be skilled, driven, and seeking advancements. In
talent attraction, being an HR and employer, they have to do marketing about the employee
skills and talents they are looking for (Anlesinya and Amponsah-Tawiah, 2020). In this
scenario, CHRO needs to assign duties to hired employees till new employees are not recruited.

7
Development: It is the stage where organisations have to help their employees to develop and
grow within the company. This process needs to be aligned with the employee development
plan and HR has to identify roles about the employees and analyse whether they are capable of
moving into the future roles along with analysing the skills that are required to be improved. It
also describes that HRM needs to keep their employee motivated and encouraged so they can
perform productively and actively (Ganaie and Haque, 2017). Talent management also helps
in analysing the actions that will help HRM in keeping their employees enthusiastic and willing
to work more and hard. In context with motivation, CHRO needs to keep their newly hired
employees motivated to live a great impression of the organisation on them. It will increase
their chance to stick to the company for the long run. The motivation factor is the key to
retaining talented and skilled employees.

Retaining: The primary purpose of talent management is to retain and keep skilled employees
in the organisation for the long run. As per the article, it has been seen that the major purpose
of CHRO needs to be to keep skilled and talented employees to achieve organisational goals
and objectives. For employee retention, it is must that HR focuses on keeping them motivated,
encouraged, and excited about their work in the organisation (Pandita and Ray, 2018). For
motivating employees, they can offer them both extrinsic and intrinsic motivation. In extrinsic
motivation, HR can offer benefits and incentives and other offers or memberships. Whereas;
in intrinsic motivation, they can provide them with training and coaching that would help them
in developing their skills and talents and also support them in building or meeting their career
goals. As per the article, retaining talented employees and offering them coaching would
benefit in adding value to the organisation.

Transitioning: Hiring and developing employees is not enough for organisational success as
per the talent management model, it states that after all this it is necessary to plan for employees'
transition. As per Borisova et. al. (2017) in this stage, HRM needs to promote employees or
assign them other roles and shift them to another department. As discussed in the article, CHRO
needs to examine the problem, and for resolving that they can move employees from one role
to another. In any case, business is not performing well, they can identify the skills and talents
of lower-level employees and if it suits the particular task they can promote them as per
requirements. Achieving organisational success and managing the talent transition of
employees is must. Looking at keeping people before strategy, it is noticed that many of the
times, employees feel bored doing the same work all day so bringing transition will keep their
productivity high.

8
Training and development
From the case study article, it can be observed that CHRO needs to only focus on talent scouts
and coaching. Training and development are a part of coaching itself. In today’s changing
requirements HR has to focus on offering proper training and coaching to employees so they
can improve their skills and help the organisation’s in achieving its goals. As per the article, it
has been suggested that CHRO needs to identify employees' skills and must coach them to
strengthen their crucial skills (Larsen, 2017). Offering training and development to employees
is not only beneficial for enhancing their talents and skills but also helps in keeping employees
motivated and retaining them. Employee retention is must to keep talented and skilled
employees stick to the organisation for the long run and keeping employees motivated is
necessary to improve their productivity and creativity.

Every company wishes to achieve growth and success and it could only be achieved if people
are provided with resources they require. Training and development is described as an integral
component of HRM and coaching of employees depends on the job role or skills they already
have (Burhan Ismael et. al. 2021). The organisation can utilise various training and
development models as per the changing requirements.

Centralised training model: As per the model, all the resources, people, and training and
development programs are located in the same place. If the delivery and training management
is centralised, it helps align with business strategy adequately. Based on the review of the
article, it can be seen that CHRO needs to offer training as per the business strategies and skills
of employees (Manresa et. al. 2018). The training model ensures that training is offered at the
employment place that making it easy for trainers to take training along with completing the
task they are assigned with. It is beneficial as it helps in ensuring that all the training goals have
been met successfully. Further, it also enhances the return on training investment. The CHRO
needs to ensure that training time is flexible with the work hours and with the schedule of
employees.

Furthermore, offering training is essential for developing the skills and talents of employees.
As per the article, CHRO needs to assure that offered coaching is advantageous for
strengthening the crucial skills of employees so they can improve their productivity that help
the organisation in meeting goals. Relating it to employee retention, coaching will help
employees in being productive that is beneficial for them to achieve career goals and desires
along with meeting organisational goals (Mira et. al. 2019). In context with, Maslow’s need

9
hierarchy offering training is must to meet the self-actualisation and esteem needs of
employees. It also provides them motivation and encouragement to work effectively at the
organisation.

Moreover, training and development also play a crucial role when CHRO analyses the problem
and thinks to move an employee from one position to another or from one department to
another. Coaching will help them in understanding their role effectively and this will help them
in working adequately. In offering training, initially, HRM needs to identify the loopholes and
problems that employees have or face. It will help them in identifying the skills they are lacking
and providing coaching will improve it (Rodriguez and Walters, 2017). Therefore, training and
development is a continuous process that needs to be organised in the organisation to ensure
that employees are developing their skills as per the changing market requirements. As
observed in the article that many organisations faces problem in securing a competitive edge
in the market due to a lack of people skills and talents. So, for achieving a competitive market
position in today’s changing era providing employees with proper coaching is mandatory and
a core element for organisation success.

Reflective Blog
Kolb’s learning cycle
Kolb’s theory is mostly concerned with the learner’s internal cognitive process. As Per Kolb’s
learning is described as the process of creating knowledge by the transformation of experience.
It describes that learning needs to be the acquisition of various concepts that can be
implemented flexibly to disperse situations. The learning cycle of Kolb consists of four stages
that include concrete experience, reflective observation, active experimentation, and abstract
conceptualisation (McLeod, 2017). All of these four stages are linked with my learnings from
the HRM practices and case study review.

Concrete Experience: This stage helps in critically analysing the new situation or experience
with the existing experience. It states that every individual has to look at things or situations
from a different perspective so they can conclude better results (Wallace, 2019). My experience
of HR practices state that HRM is the way of managing employees in the organisation and their
activities include hiring, recruiting, retaining, training and development, and offering rewards
to employees. After reviewing the article, I have analysed that CHRO needs to focus only on
talent acquisition and coaching to seek people that can help the organisation in achieving goals.

10
I have observed that CFO is there to manage the compensation and benefits offered to
employees. This was responsible for making me look at HRM in two different concepts.

Reflective observation of the new experience: It helps an individual in reflecting on the task
and communication plays a critical role at this stage. Communication will help the learner in
analysing any discrepancies between experiences and understanding (Kolband Kolb, 2018). I
have observed that the new concept of HRM and CHRO I have experienced from the article is
good as it helps HRM in managing people as per the demands of the organisation. It helps in
keeping people before strategy so their motivation and encouragement can be increased. I
observed that it is the future of HR to focus on recruiting and coaching so employees' talent
can be managed.

Figure 2: Kolb's learning cycle.

(Source: McLeod, 2017)
Abstract conceptualisation: Reflecting on the new experiences will help in offering better
ideas and concepts to modify the old experience of an individual and it will further help in
developing abstract concepts (Sudria et. al. 2018). I have learned that it will help HRM and
CHRO to focus on managing people adequately and help them learn about new skills and
talents as per the organisational goals. Further, it will be beneficial for CHRO to assign tasks
and job roles clearly to the best capable employees. It will help in changing the way HR works
and the way they manage people.

11
Active Experimentation: In this stage, learners focus on applying their ideas into the actions
to identify what happens. I am looking for a job role as a junior HRM to implement my article
concepts into actions and analyse what changes it has bought to the people management done
by HRM.

Gibb’s reflective cycle

Gibb’s reflective cycle offers a structure to learning from experience and the framework helps
in examining the experience to analyse improvements that can be made in the future (Adeani
et. al. 2020). It has segregated the reflective cycle into six stages including description, feelings,
evaluation, analysis, conclusion, and action plan.

Description: This stage helps in examining the happenings in a particular task or situation
(Markkanen et. al. 2020). In this, I have learned a new concept of CHRO (Chief Human
Resource Officer) that can manage people. I have reviewed the article carefully and then
presented a report to explain my understandings. In this task, I have to critically analyse the
HR practices with the practices and activities defined in the case study article.

Feelings: It described an individual’s feelings during the task or any situation they are in
(Tanaka et. al. 2018). I have felt good while reviewing the article as it changed my mind set
about the HR practices and activities about managing people. I was feeling excited as it helped
me in learning about new concepts of CHRO and CFO. I got a little nervous while reviewing
the article as there were some concepts, I was unable t understand clearly.

Evaluation: The experience was good as it helped improve my knowledge about HRM and
CHRO. I evaluated that I have learned about the importance of HRM in any organisation for
keeping people engaged and encouraged. I have faced issues while selecting HR theories and
practices as I was unable to find the best suitable theories and models as per the case study.

12
 Figure 3: Gibb's reflective cycle.
(Source: Gibb’s reflective cycle, 2021)
Analysis: I have analysed that reading the entire article initially has helped me in enhancing
my understanding of the article and its concepts (Wain, 2017). It was further beneficial for
analysing it critically while preparing the report. The thing that went wrong was my way of
selecting theories and practices but even though I have selected them adequately.

Conclusions: I have concluded from the entire analysis that before writing a report it is must
that an individual has an in-depth and clear understanding of what they are thinking to write. It
is essential to manage time initially as I have faced various time management issues and I ended
up hurrying up due to several delays initially.

Action Plan: In the future, if I was assigned a similar task, I will focus on developing a schedule
and proper planning will be done. It would help me in completing the task without any delays
and hurry.

Conclusion
It has been concluded from the critical analysis that HR concepts described in the report are
highly different from traditional HR practices. As per the article review, it has been found that
CHRO needs to be involved in decision-making so they can identify goals and budgets
adequately so it can be further assigned to people for achieving positive outcomes. It has been
concluded that CHRO needs to focus on talent scout and coaching instead of focusing on
offering compensation and benefits to employees. The three primary CHRO activities defined
in the report include predictable outcomes, diagnosing the problem, and prescribing actions to

13
add value. It helps HR to identify the problems with people that are restricting organisation
from achieving organisational goals and objectives. The two HR areas that have been discussed
in the report include talent management and training and development. At last, Kolb’s learning
cycle and Gibb’s reflective cycle were used to analyse my learning experiences.

14
References
Books and Journals

Adeani, I.S., Febriani, R.B. and Syafryadin, S., (2020). USING GIBBS’REFLECTIVE
CYCLE IN MAKING REFLECTIONS OF LITERARY ANALYSIS. Indonesian EFL
Journal, 6(2), pp.139-148.

Anlesinya, A. and Amponsah-Tawiah, K., (2020). Towards a responsible talent management

model. European Journal of Training and Development.

Anwar, G. and Abdullah, N.N., (2021). The impact of Human resource management practice
on Organizational performance. International journal of Engineering, Business and
Management (IJEBM), 5.

Bakker, A.B. and Albrecht, S., (2018). Work engagement: current trends. Career Development
International.

Boon, C., Den Hartog, D.N. and Lepak, D.P., (2019). A systematic review of human resource
management systems and their measurement. Journal of management, 45(6), pp.2498-2537.

Borisova, O.N., Silayeva, A.A., Saburova, L.N., Belokhvostova, N.V. and Sokolova, A.P.,
(2017). Talent management as an essential element in a corporate personnel development
strategy. Academy of strategic management journal, 16, p.31.

Burhan Ismael, N., Jabbar Othman, B., Gardi, B., Abdalla Hamza, P., Sorguli, S., Mahmood
Aziz, H., Ali Ahmed, S., Sabir, B.Y., Ali, B.J. and Anwar, G., (2021). The Role of Training
and Development on Organizational effectiveness. Ismael, NB, Othman, BJ, Gardi, B., Hamza,
PA, Sorguli, S., Aziz, HM, Ahmed, SA, Sabir, BY, Ali, BJ, Anwar, G.(2021). The Role of
Training and Development on Organizational effectiveness. International Journal of
Engineering, Business and Management, 5(3), pp.15-24.

Charan, R., Barton, D. and Carey, D., (2015). People Before Strategy: A New Role For The
CHRO.[online] Hbr. org. Available at:[Accessed 5 March 2020][іn English].

Claus, L., (2019). HR disruption—Time already to reinvent talent management. BRQ Business
Research Quarterly, 22(3), pp.207-215.

De Haan, E., Kannan, P.K., Verhoef, P.C. and Wiesel, T., (2018). Device switching in online
purchasing: Examining the strategic contingencies. Journal of Marketing, 82(5), pp.1-19.

15
Dwarakanath, P., (2019). Untapped CHRO Potential: From Partnering to Chairing the
Board. NHRD Network Journal, 12(4), pp.317-327.

Gallardo-Gallardo, E., Thunnissen, M. and Scullion, H., (2020). Talent management: context
matters. The International Journal of Human Resource Management, 31(4), pp.457-473.

Ganaie, M.U. and Haque, M.I., (2017). Talent management and value creation: A conceptual
framework. Academy of Strategic Management Journal, 16(2), pp.1-9.

Goleman, D., (2017). Leadership that gets results (Harvard business review classics). Harvard
Business Press.

Kolb, A. and Kolb, D., (2018). Eight important things to know about the experiential learning
cycle. Australian educational leader, 40(3), pp.8-14.

Larsen, H.H., (2017). Key issues in training and development. In Policy and practice in
European human resource management (pp. 107-121). Routledge.

Manresa, A., Bikfalvi, A. and Simon, A., (2018). The use and determinants of training and
development for creativity and innovation. International Journal of Innovation
Management, 22(07), p.1850062.

Manzoor, F., Wei, L., Bányai, T., Nurunnabi, M. and Subhan, Q.A., (2019). An examination
of sustainable HRM practices on job performance: An application of training as a
moderator. Sustainability, 11(8), p.2263.

Markkanen, P., Välimäki, M., Anttila, M. and Kuuskorpi, M., (2020). A reflective cycle:
Understanding challenging situations in a school setting. Educational Research, 62(1), pp.46-
62.

McLeod, S., (2017). Kolb's learning styles and experiential learning cycle. Simply
psychology, 5.

Mira, M., Choong, Y. and Thim, C., (2019). The effect of HRM practices and employees’ job
satisfaction on employee performance. Management Science Letters, 9(6), pp.771-786.

Modise, J., (2018). Changing role of the chief human resources officer. HR Future, 2018(11),
pp.8-9.

Nwanisobi, B.C. and Christopher, I.C., (2020). Talent management: a conceptual framework
with practical approach. Int J Recent Res Commerce Econ Manage (IJRRCEM), 7, pp.1-10.

16
Pandita, D. and Ray, S., (2018). Talent management and employee engagement–a meta-
analysis of their impact on talent retention. Industrial and Commercial Training.

Rana, G. and Sharma, R., (2019). Emerging human resource management practices in Industry
4.0. Strategic HR Review.

Rodriguez, J. and Walters, K., (2017). The importance of training and development in
employee performance and evaluation. World Wide Journal of Multidisciplinary Research and
Development, 3(10), pp.206-212.

Sanders, K., Bednall, T.C. and Yang, H., (2021). HR strength: Past, current and future research.
In Handbook on HR Process Research. Edward Elgar Publishing.

SMITH, R.R., (2019). Taking careful stock of the CHRO role.

Srinivasan, V. and Makhecha, U.P., (2019). Ambidexterity in CHRO Roles: Balancing

Exploitative with Explorative Roles. NHRD Network Journal, 12(2), pp.174-185.

Sudria, I.B.N., Redhana, I.W., Kirna, I. and Aini, D., (2018). Effect of Kolb's Learning Styles
under Inductive Guided-Inquiry Learning on Learning Outcomes. International Journal of
Instruction, 11(1), pp.89-102.

Tanaka, M., Okamoto, R. and Koide, K., (2018). Relationship between Reflective Practice
Skills and Volume of Writing in a Reflective Journal. Health, 10(3), pp.283-288.

Troger, H., (2021). Rethinking Human Resources Management. In Human Resource

Management in a Post COVID-19 World (pp. 109-119). Springer, Cham.

Troger, H., (2021). Rethinking Human Resources Management. In Human Resource

Management in a Post COVID-19 World (pp. 109-119). Springer, Cham.

Valeri, M., (2021). Organizational Studies: Implications for the Strategic Management.
Springer Nature.

Van den Heuvel, S. and Bondarouk, T., (2017). The rise (and fall?) of HR analytics: A study
into the future application, value, structure, and system support. Journal of Organizational
Effectiveness: People and Performance.

Veth, K.N., Korzilius, H.P., Van der Heijden, B.I., Emans, B.J. and De Lange, A.H., (2019).
Which HRM practices enhance employee outcomes at work across the life-span?. The
international journal of human resource management, 30(19), pp.2777-2808.

17
Wain, A., (2017). Learning through reflection. British Journal of Midwifery, 25(10), pp.662-
666.

Wallace, D., (2019). Parts of the Whole: Theories of Pedagogy and Kolb's Learning
Cycle. Numeracy: Advancing Education in Quantitative Literacy, 12(1).

Online

Charan. R. (2015). People Before Strategy: A New Role for the CHRO. [Online]. Accessed
through: <file:///D:/office%20work/2021-22/December/28-
Dec/Case%20Study%20Article.pdf>

Gibb’s reflective cycle. (2021). [Online]. Accessed through:

<https://www.sampleassignment.com/blog/a-complete-guide-to-gibbs-reflective-cycle-
nursing-australia>

McLeod. S. (2017). Kolb’s learning cycle. [Online]. Accessed through:

<https://www.simplypsychology.org/learning-kolb.html>

Talent management. (2021). [Online]. Accessed through:

<https://www.valamis.com/hub/talent-management>

18