Strategic Human Resource Management

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Adaptability to the economic and technological changes

Several global economic changes have taken place that has affected the industrial and employment systems in the world. There has been a significant drastic change in jobs from manufacturing and agriculture industries to service and telecommunications sector. There have been several implications that have been associated with this shift such as reductions in the number of employees required, while other firms have been forced to attract and hire employees with different skills and capabilities. The increase in globalization has also drawn cross-border competition in many countries. These competitive pressures have resulted in firms closing down businesses and flexing their human management practices for the company to remain competitive. Some of the SHRM systems have failed to cope sufficiently with this transition leading to grave loopholes in performance, people, and culture management (Armstrong & Taylor 2014).

SHRM future transformation

HR planning and analysis

Through HR planning, human resource managers can predict factors that can affect future organizational staffing requirements. The advanced plan helps managers know the number of employees required and retiring. Through HR planning, a smooth transition between the aging and new employees can be established to allow transfer of important organizational culture from the retiring employees to the freshly recruited staff.

Global HR management

Common universal SHRM strategies and systems can be devised globally and each organization measured following the standards set. The rule can develop general procedures for recruitment, retention, work values, and training requirements. Each organization will then customize its organizational SHRM requirements in line with the global framework.

Equal employment opportunity and indiscriminate staff policy

Organizations should be compliant with the fair employment opportunity laws and regulations. It is unethical to discriminate a job candidate by gender, race, religion or any other social injustice. Employment should be done on merit basis with female candidates given preference to fill the existing gender imbalance in the workplace. Women should also have more leadership positions and training opportunities in an effort of reducing the male-female gap. Salaries and wages for each employee should be uniform as per each organizational level irrespective of the employee gender. Racism and other social injustices should also be condemned by management and the perpetrators booked and prosecuted.

HR development

The HR managers should devise systems that allow sound, rigorous, flexible, and efficient staff training and development. Not only does this enhance continuous human development, but also it will ensure that employees are trained on the new technological advancements and changes in the business world. Training can be incorporated in each career path of an employee for efficient and effective implementation. Precise, accurate and useful performance system should also be implemented to ensure employee performance is measured reliably and areas of weaknesses spotted. As a result, employees can work on areas of weaknesses to improve their productivity.

References

Armstrong, M. & Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Burke, R.J. & Ng, E. 2006, ‘The changing nature of work and organizations: Implications for human resource management’, Human Resource Management Review, vol. 16, no. 2, pp.86-94.

Burris, E. R. 2012, ‘The risks and rewards of speaking up: Managerial responses to employee voice’, Academy of Management Journal, vol. 55, no. 4, pp. 851–875.

Hooks, B. 2012, Introduction; Racism; Moving Past Blame. In Writing beyond Race: Living Theory and Practice (ch. 1–3, pp. 1–38), Hoboken: Taylor and Francis.

Khadem, N. 2017, Australian women earn 87 cents to every man’s dollar: OECD report, viewed 22 October 2017, .

Riach, K., & Kelly, S. 2015, ‘The need for fresh blood: understanding organizational age nequality through a vampiric lens’, Organization, vol. 22, no. 3, pp. 287–305.

Sullivan, S.E. & Mainiero, L.A. 2007, ‘The changing nature of gender roles, alpha/beta careers and work-life issues: Theory-driven implications for human resource management’, Career Development International, vol. 12, no. 3, pp.238-263.

Thomas, R., Hardy, C., Cutcher, L. & Ainsworth, S. 2014, ‘What’s age got to do with it? On the critical analysis of age and organizations’, Organization Studies, vol. 35, no. 11, pp. 1569–1584.

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