In Human Resource (HR) and management circles these days there’s abundant speak about Strategic Human Resource Management and several expensive books will be seen on the shelves of bookshops. But what exactly is SHRM (Strategic Human Resource Development), what are its key features and how does it differ from traditional human resource management? SHRM or Strategic human resource management may be a branch of Human resource management or HRM. It is a fairly new field, that has emerged out of the parent discipline of human resource management. Abundant of the first or thus referred to as traditional HRM literature treated the notion of strategy superficially, rather as a purely operational matter, the results of that cascade down throughout the organisation. There was a reasonably unsaid division of territory between individuals-centred values of HR and tougher business values where company methods very belonged. HR practitioners felt uncomfortable within the war cabinet like atmosphere where company strategies were formulated. Definition of SHRM Strategic human resource management can be outlined because the linking of human resources with strategic goals and objectives so as to enhance business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organisation SHRM means that accepting and involving the HR perform as a strategic partner within the formulation and implementation of the corporate’s strategies through HR activities such as recruiting, choosing, training and rewarding personnel. How SHRM differs from HRM In the last two decades there has been an increasing awareness that HR functions were like an island unto itself with softer individuals-centred values way aloof from the onerous world of real business. In order to justify its own existence HR functions had to be seen as a lot of intimately connected with the strategy and daily running of the business side of the enterprise. Many writers in the late 1980s, started clamoring for a more strategic approach to the management of individuals than the standard practices of ancient management of individuals or industrial relations models. Strategic human resource management focuses on human resource programs with long-term objectives. Instead of focusing on internal human resource issues, the focus is on addressing and solving issues that effect people management programs in the long run and usually globally. So the first goal of strategic human resources is to increase employee productivity by focusing on business obstacles that occur outside of human resources. The primary actions of a strategic human resource manager are to identify key HR areas where ways can be implemented in the long run to enhance the general employee motivation and productivity. Communication between HR and top management of the corporate is important as without active participation no cooperation is possible. Key Options of Strategic Human Resource Management The key features of SHRM are ? There is an specific linkage between HR policy and practices and overall organizational strategic aims and the organizational surroundings ? There is some organizing schema linking individual HR interventions therefore that they are mutually supportive ? Much of the responsibility for the management of human resources is devolved down the line Trends in Strategic Human Resource Management Human Resource Management professionals are increasingly faced with the issues of employee participation, human resource flow, performance management, reward systems and high commitment work systems within the context of globalization. Older solutions and recipes that worked in a very native context do not work in a world context. Cross-cultural issues play a serious role here. These are some of the foremost problems that HR professionals and top management involved in SHRM are grappling with in the first decade of the 21st century: ? Internationalization of market integration. ? Increased competition, that may not be native or maybe national through free market ideology ? Rapid technological change. ? New ideas of line and general management. ? Constantly changing ownership and resultant corporate climates. ? Cross-cultural problems ? The economic gravity shifting from ‘developed’ to ‘developing’ countries SHRM additionally reflects some of the most up to date challenges faced by Human Resource Management: Aligning HR with core business strategy, demographic trends on employment and the labour market, integrating soft skills in HRD and eventually Knowledge Management.
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