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Strategic HR policies

On occasion, policies can be resisted, subverted or even deliberately misinterpreted when they conflict
with what particular individuals, teams or departments are trying to achieve. All of this leads to the
existence of both the organisation�s �espoused� HR strategy � what is planned or intended � and
its attendant policies and practices, as well as the �emergent� strategy and policy as actually

implemented (Bamberger, Biron and Meshoulam, 2014, p.8).

In this essay, you build on your work to consider how you could work to ensure that well-aligned HR

policies will be implemented so as to have their desired effect.

Aligned HR Policies Implementation


Strategic HR policies remain a significant element in strategic HR management since this
process links HR management directly to an organizations strategic plan. Most organizations
therefore develop strategic policies in order to guide their functions in meeting their missions
successfully. It is vital to detail that even the smallest organizations have the capacity to develop
HR policies that guide their future decisions. Based on the HR policies, an organization has the
capacity to initiate a strategic HR plan that would aid its management in making HR
management decisions that supports the organizations future direction.

Aligned HR Policies Implementation

The implementation of HR policies infers to an organizations effort directed towards
ensuring productivity and maximum success. In implementing HR policies, it is integral that HR
professionals initiate appropriate strategies that support an organizations direction. This process
requires the HR practitioners to consider an organization strategic vision since an efficient HR
strategy may not survive in a vacuum (Ulrich, Brockbank, Ulrich, & Kryscynski, 2015, pp.56).
These policies should be aligned with the strategic vision of the organization that
indicates where an organization is headed to including the people resources that are required in
aiding it achieve its goals (Arthur, Herdman, & Jaewan, 2016, pp.420). It is therefore essential
that the HR professionals review the current visions of a company to establish effective
approaches of conducting HR activities that support the vision. In relation with other managers
within the organization, HR practitioners need to also ensure that the vision of the company is
applicable on the internal and external elements and whether the proposed changes within the
marketplace may require the initiation of a new vision.
In addition to this, aligned HR policies implementation requires the consideration of
demographics. For instance, when the baby boomer generation approaches their retirement, an
organization may be required to understand the need to resolve the exodus of their key staff
members. This is in consideration of the fact that an aging population may translate to high
staffing costs as well as the need to retain and train the employees (Creelman, 2015, pp.17). This
clearly determines the need for the HR practitioners to take consideration of the demographical
factors in adjusting to the gaps that may exist between the current required skills and the need for
experiences in the future, as aligned to the vision and strategy of an organization. HR strategy
therefore needs to be directed towards filling these gaps through an approach that involves
strategic recruitments, retention approaches and training efforts.

Lastly, it is significant to ensure that the element of knowledge transfer between the
departmental employees, whether these personnel are departing on a voluntary or involuntary
basis, or as a result of retirement is considered. This is attributed to the need of an organization in
ensuring continuity, an approach that is directed towards impacting the effectiveness and
productivity of an organization (Chadwick, Super, & Kwon, 2015, pp.350). A knowledge
transfer approach is considered as vital, a factor that requires the creation and implementation of
knowledge transfer plans. These approaches are developed to ensure that the knowledge and
skills of the older workers is captured, retained and transferred to the new and younger workers
during the retirement of the baby boomers.


As detailed in this paper, it is vital to establish that the aligned HR policies
implementation that impacts the function of an organization requires the inclusion of effective
strategies aimed at supporting an organizations future endeavor (Ostroff, & Bowen, 2016,
pp.198). This process requires HR managers to evaluate an organizations vision, consider the
demographical factors of the organization and lastly ensure that adequate knowledge transfer
approaches are initiated.



Arthur, J, Herdman, A, & Jaewan, Y 2016, ‘How Top Management Hr Beliefs And Values
Affect High-Performance Work System Adoption And Implementation Effectiveness’,
Human Resource Management, 55, 3, pp. 413-435, Business Source Complete,
EBSCOhost, viewed 9 June 2016.
Chadwick, C, Super, J, & Kwon, K 2015, ‘Resource orchestration in practice: CEO emphasis on
SHRM, commitment-based HR systems, and firm performance’, Strategic Management
Journal, 36, 3, pp. 360-376, Business Source Complete, EBSCOhost, viewed 9 June
Creelman, D 2015, ‘HR in the Middle (Hot) Seat: Implementing the Right Talent Management
System’, Workforce Solutions Review, 6, 5, pp. 15-18, Business Source Complete,
EBSCOhost, viewed 9 June 2016.

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