A Strategic Rol strategic role for HRM
HR professionals play a variety of roles within an organisation. Increasingly, these roles are becoming
strategic in nature, as HR managers are seen more as leaders and strategic partners with other business
leaders. In organisations in which the HR leader�s role is shifting, many leaders and managers may see
the value in a more strategic role for HRM; others may be unclear how HRM can add value. In some
organisations, the notion of HRM as a strategic partner may still be on the horizon, awaiting an HR leader
who possesses the competencies and vision needed to help the organisation move in a new direction.
This week�s Key Concept Exercise provides you an opportunity to examine the notion of a strategic role
for HRM.e for HRM
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The role of the human resource department within an organization has changed from the
traditional conception (SHRM 2008, p. 4). In the traditional setting, the human resource
department performed staffing the organization, wherein the crucial roles included, sourcing,
interviewing, recruiting, and orientation. Whereas staffing equipped the organization with skilled
work force to run its day-to-day operations, the present times have made business strategists to
rethink the roles of the human resource department (Dave, Wayne & Dani 2009, p.24). Unlike
the secondary position the human resource department took in critical decision-making, the
department now assumes a central position in strategic management and policy implementation.
Strategic decision-making involves taking concerted steps to avert a future crisis. As
concerns the running of a business entity, this process involves making decisions that will make
the business more profits. The centrality of the human resource department lies in the
implementation of the company policies (Dave Wayne & Dani, 2009, p. 25). People implement
the company’s policies and strategic blueprints. Strategic decisions are no longer within the
purview of the top echelons in the organization. The top personnel’s roles in the organization are
currently mere ratification and assent. Once the human resource department shapes the way
forward, the managers serve to ensure the employees observe them.
Owing to the hard economic recession that hit businesses globally, most of them had to
restructure in order to stay afloat. The process of restructuring involved, changing the manner
and scale of operations, right sizing, and retrenching. Personnel managers had to devise
ingenious ways of going through the aforementioned processes without hampering the operations
of the business or sending a bad signal to former employees and the public at large. In addition,
the very competitive market situation has forced companies to go an extra mile in order to
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position itself profitably in the market. Liberalization policies have made it possible for new
players to have a stake in the market, with old and established entities. This not only minimizes
profits but also threatens the very existence of some businesses.
Against this tirade, some companies with a robust and dynamic human resource
management have withstood the test of time. This discourse will analyze two companies whose
human resource department has steered them to tremendous success. In the telecommunications
sector, Apple Incorporated is a fine example of how strategic management yields better fruit
(Jeffrey 2005, p.4). Apple Incorporated uses internal management system to plan and execute its
functions. The insight approach ensures that only persons conversant with the mission and vision
of the company take the reins. Appointments to top managerial positions follow a thorough filter
system (Jeffrey 2005, p.7). In addition, the company operates on set targets and reviews its
performance appraisals periodically to evaluate the progress of the company so far.
On the non-profit making schemes sector, Digital Opportunity Trust (DOT) is perhaps one
of the best-managed organizations. Its human resource department is the busiest, overseeing
operations throughout the worldwide branches. The organization uses best human resource
business practices, including, ensuring that the human resource department is part of its
corporate strategy. In that, employees are highly motivated as they develop a sense of belonging
( Dave, Brockbank & Dani 2009, p.27).
Overly, the human resource department in today’s business world is crucial to the
existence of the business itself (SHRM 2008, p.3). Through strategic business management, the
department helps the company achieve its overall objectives.
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List of References
Dave, U., Wayne B. & Dani J., 2009, The Role of Strategy Architect in
the Strategic HR Organization. People & Strategy. Vol. 32, Issue 1.
Jeffrey, C., 2005, The Apple Way. McGraw Hill: New York.
Survey for Human Resource Management (SHRM), 2008, HR’s Evolving Role in Organizations
and its Impact on Business Strategy. SHRM Research Department: Alexandria.
