STRATEGIC HUMAN RESOURCE

MANAGEMENT

PRESENTED BY
Dr. Reshu Mathur
Dr. SALONI BANSAL
Dr.SNEHA KHURANA
Dr.SWATI BHANDARI
Varsha Prasad
 INTRODUCTION
HUMAN RESOURCE- The process of analyzing and managing
an organisation’s human resource needs to ensure
satisfaction of its strategic objectives and policies and
practices involved in carrying out the “people” or human
resources aspects of a management position, including
recruitment, screening, training and appraising.

STRATEGY- Direction and scope of an organization over the

long term, which matches its resources to it’s changing
environment ,and in particular to it’s markets, customers
and clients to meet stakeholder expectation.(Johnson and
scholes1993)
Strategic Management Process- Ongoing
process to devise and revise future oriented
strategies that allow an organization to achieve
its objectives, considering its capabilities ,
constraints and the environment in which it
operates .
Parts Of Strategic Management –
1. Diagnosis of strategy
2. Formulation
3. Implementation
STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM)

“ It is the practice of attracting, developing rewarding

and retaining employees as individuals and the
organization as a whole.”

AIM – Aim is to address issues related to organizational culture

, structure, effectiveness, resource matching and performance.

 Hr dept that practice shrm do not work individually they interact

with other depts. In an organization in order to understand their
goals and then create strategies that align with those objectives , as
well as those of the organizations.
 Importance of SHRM

• When a human resource department strategically develops its

plans for recruitment, training and compensation based on the
goals of the organization, it is ensuring a greater chance of
organizational success.
• Provide a sense of direction in an often turbulent environment so
that organizational and business needs can be translated into
coherent and practical policies and programmes.
• The organization at all levels establishes responsibility and
accountability for human resource management.
• It includes the responsibility to identify and interact in the social,
political, technological and economic environments in which the
organization is and will be doing business.
 Propositions Of SHRM Perspectives Of SHRM

The HR of an organization play a Universalistic perspective or best practice

strategic role in the success of an approach.
organization and are a source of
competitive advantage of an
organization

HR strategies should be lined with Contingency perspective or best fit

business strategies approach

Individual HR strategies should work as Bunding approach

a whole by being linked to one another
to give mutual support
Approaches used in SHRM-
• Resource based strategy: Addresses issues wherein the strategic
capabilities of the firm can be increased.
• High commitment management: By enhancing the mutual
commitment between the managers and employees.
• High involvement management: Treating employees as their
partners in the business.
• High performance management: Improves the performance of
the firm by focusing on improving the productivity, growth and
profitability rate of its people.
• Achieving strategic fit: Integration of human capital and
resources is necessary for smooth and profitable operation of
business.
Developing HR strategies
 CLARIFY AND ARTICULATE THE BUSINESS STRATEGY

DEVELOP THE BUSINESS CASE FOR HR AS A STRATEGIC ASSET

CREATE A STRATEGY MAP FOR THE FIRM

IDENTIFY HR DELIVERABLES WITHIN THE STRATEGY MAP

ALIGN THE HR ARCHITECTURE WITH HR VARIABLES

DESIGN THE STRATEGIC MEASUREMENT SYSTEM

EXECUTE MANAGEMENT BY MEASUREMENT

 COMMON MISTAKES MADE IN THE
DEVELOPMENT OF HUMAN RESOURCE
STRATEGY
• HR strategy owned by HR only
• Over Ambition
• Wishful thinking
• Conflicting elements