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Case study analysis

Introduction

Human resource management (HRM) is essential to the organization's other parts. The case

study focuses on how the role of HRM is ignored and how the organization's success depends

entirely on human resources (HR). Therefore, the main issue to be addressed in the context is

strategic HRM, where there is undervaluing the Chief Human Resources Officer (CHRO) and

viewing HR as the least important function of the organization. Addressing CHRO as the

strategic partner of the CEO is vital to ensure that the organization is functioning in harmony.

Human Resource Area

The HR area that the study will address is strategic HRM concerning top management of the

organization. The concept will involve elevating the role of CHRO as the CEO's strategic

partner in the organization's top management, which initially consisted of the chief financial

officer (CFO) and CEO. The area establishes the relationship between economic performance

and HR.

Theories and Models

The case will consider the following theories to ensure the depth of the analysis and a clear

understanding of the topic. Firstly, the G3 leadership model, which includes the CEO, CFO,

and CHRO working closely together, emphasizes the importance of HR and financial

resources. Secondly, the three-legged stool model incorporates the three critical areas of

leadership, including people, finance, and operation. Finally, transformational leadership

involves inspiring and motivating teams to achieve common goals.

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Recommendations and Implementation Plan

Considering the strategic HRM as the central issue in the context, the following are the

recommendations. Recognition of CHRO as the strategic partner, implementation of the G3

leadership model, and use of educational and awareness campaigns.

The implementation plan will consist of the following key steps: conducting leadership

workshop management, integration of three-legged stool leadership, development of

transformational leadership programs, development of internal communication strategy, and

reviewing and adjustment.

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References

Charan, R., Barton, D. and Carey, D., 2015. People before strategy: A new role for the

CHRO. Harvard Business Review, 93(7/8), pp.62-71.

Fenech, R., Baguant, P. and Ivanov, D., 2019. The changing role of human resource

management in an era of digital transformation. Journal of Management Information &

Decision Sciences, 22(2).

Karim, M.M., Choudhury, M.M. and Latif, W.B., 2019. The impact of training and

development on employees’ performance: an analysis of quantitative data. Noble

International Journal of Business and Management Research, 3(2), pp.25-33.

Aldrich, P. and Pullman, A., 2019 Building and Outstanding Workforce: Developing People

to Drive Individual and Organizational Success. London: Kogan Page.

Aldrich, P. and Dietz, G. Clark, T. and Hamilton, P., 2015 'Establishing HR professionals’

influence and credibility: lessons from the capital markets and investment banking sector.',

Human resource management., 54 (1). pp. 105-130.

Anderson, V., 2013. Research Methods in Human Resource Management: Investigating a

Business Issue. London: Kogan Page

Marchington, M., Wilkinson, A., Donnelly, R., and Kynighou, A., 2021. Human resources at

work: The definitive guide. London: Kogan Page. (7th Ed).