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Strategic Human Resources Management questions.

These are questions that encompass long term planning of the human resource of a company. Long term planning entails the placement of appropriate recruitment procedure, appraisals and reward schemes. Good organisation values the experienced, honest and qualified staff members and designs human resource policies which help to provide conductive atmosphere in order to retain them. Human Resource strategies are integrated with business strategies as the human resource managers and the business managers or the line managers work hand in glove to recruit, train and retain those employees which contribute effectively towards the corporate strategy. 225 words for each answer. So 675 words for Section 1 Section 1: Show how the strategic management of human resources contributes to the achievement of organisational objectives Questions; 1.1. Explain the importance of strategic human resource management in organisations 1.2. Assess the purpose of strategic human resource management activities in an organisation 1.3. Evaluate the contribution of strategic human resource management to the achievement of an organisations objectives

Section 2: Develop a human resource plans for an organisation Questions; 2.1 Analyse the business factors that underpin human resource planning in an organisation 2.2 Assess the human resource requirements in any given situation

2.3 Develop a human resources plan for an organisation 2.4 Critically evaluate how a human resources plan can contribute to meeting an organisations objectives

Section 3: Understand human resources policy requirements in an organisation Questions; 3.1 Explain the purpose of human resource management policies in organisations 3.2 Analyse the impact of regulatory requirements on human resource policies in an organisation Section 4: Examine human resources management in an organisation Questions; 4.1 Analyse the impact of an organisational structure on the management of human resources 4.2 Analyse the impact of an organisational culture on the management of human resources The role of the human resources department just doesnt end when the basic HR functions, but fostering an organizational culture which helps the employees to be satisfied and engaged in their respective jobs is a responsibility taken seriously. Even while hiring an employee the HR department keeps in mind whether the potential hire is a suitable fit with the organizations culture. While devising the compensation strategy the HR is the one that creates a positive culture if the compensation package is fair, adequate, and rewards the employees sufficiently for their contribution to the organization. If the HR department fails to

make fair and non-competitive salary packages, this may have a negative impact on the organizational culture. The responsibility of cultivating healthy employee relations on an organization also is of the HR department. The way it handles the employee-employer relationship can either affect the organizational culture, negatively or positively. IBMs work culture has developed over the years, and this development was necessary for its survival. Even though the dress code and mannerism is professional in the workplace, IBM aims to encourage innovation, risk taking and employee empowerment through its culture. Another responsibility the HR department has is to bring in leaders whose leadership style aligns with the organizations culture. The feedback from the employees is collected by HR, so that their opinions are heard. If the HR detects negative vibes in the team, it works on strengthening employee relations. If the problem lies with the leader, it asks them make changes to ensure a healthy and positive work culture environment.

4.3 Examine how the effectiveness of the human resources management is monitored in an organisation At the end of the day, the bottom-line is reducing costs and the costs related to human resources management are often questioned, for that purpose measuring and monitoring the effectiveness of human resources efforts is necessary. The aim of the human resources is strategic which makes the measurement of its efforts a bit complicated. The HR processes, activities and practices can be measured at the level of the employee and also the business unit. While measuring the impact of the HR efforts on the employee level, different things are taken into account like how the HR processes have affected the

employee job satisfaction, engagement, creativity and performance at work. Also different quantitative factors like absenteeism and retention are taken in to account. The size of the business unit can vary; it can either be divisional, regional, etc. There outcomes are measured through financial measurements. To determine what impact the HR processes has on the unit, the differences in the outcomes can be observed. For the measurement of some HR activities financial outcomes such as revenue, profitability, market share growth, etc. can prove to be effective. Usage of metrics in the control process of HR functions is can be used to measure and monitor effectiveness of the processes. For example, recruitment has a significant cost so it is a process whose effectiveness can be measured by analysing the costs associated, the effectiveness and capability of the recruitment team, the quality of the pool of applicants and the new recruits. Attrition rate and success rate are also measured for this purpose.

4.4 Make justified recommendations to improve the effectiveness of human resources management in an organisation The recommendations are made in regard to IBM in this section:

Even though IBM is taking steps to ensure its survival by changing its mindset and also by adopting the blue ocean strategy, it needs to understand that blue oceans dont remain uncontested forever. The only true competitive advantage an organization has is its people. Being in knowledge-based industry retention of the right people is crucial.

IBM should develop a retention program, because innovators who significantly contribute to the organizations future and growth are not found easily. Attractive compensation packages are not enough, a work environment where the employee can work long hours (average of forty five hours a week) is also an important factor. IBM is a global organization, and standardizing HR processes to manage talent and reduce the complexity of administrative functions is a challenge it faces. IBM needs to focus on standardizing it HR functions in order to reduce the costs and also so that the organizations HR can focus on the more strategic issues rather than spending all its efforts dealing with the clutter of the administrative functions. A globally functioning organization needs to have a common approach, this is the reason why IBM needs to have a clearly defined and common approach to define the skills it needs, the leaders it requires, the criteria for succession and workforce planning. This would open new doors for talent acquisition as it would be able to identify the strengths of individuals it requires globally.

Textbooks Armstrong M Strategic Human resource Management: A Guide to Action, 4thEdition (Kogan Page, 2008) ISBN 0749453753 Holbeche L Aligning Human Resources and Business Strategy, 2nd Edition (Butterworth-Heinemann, 2008) ISBN 0750680172

Saunders M, Millmore M, Lewis P, Thornhill A and Morrow T Strategic Human Resource Management: Contemporary Issues (Financial Times/Prentice Hall, 2007) ISBN 027368163X

Journals/newspapers Management Today People Management Professional Manager The Economist Websites www.businesslink.gov.uk www.cipd.co.uk www.managementhelp.org