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Strategic Human Resource Management
Human resource management has always been an important part of the organizational planning and strategy but over the past few years, its role has shifted from purely traditionalist to more strategic and hence the sudden surge in the use of the term "Strategic HRM." Strategic management of human resource is not just hogwash because the change has been important as focus shifted from laws and regulations to people. Traditionally Human resource managers like myself were mostly involved with the job of making sure that organization was complying with various rules, regulations and laws. But when the strategic alignment was introduced, we moved to more important and critical component of organization i.e. its people. By aligning people's needs with goals of the company, it was believed that we could get better results at lower costs and hence the need for integration of needs with goals was stressed. For one, aligning the needs of employees with organizational goals is not something that needs to be taken casually. Secondly, once the needs and goals have been identified, it is also important to see how the two can be aligned in a way that employees would feel empowered and important while organizational success level would improve. Our organization had been successful for some time so it was critical to show that alignment had produced a visible "improvement" in the level of productivity and performance. For this reason, we maintained some logs documenting our success over the years and periodically measuring our…
The document chronicles the improvement in turnover situation since 2007. In 2007, we had a reasonably high turnover rate of 15% annually. Though some would say that 15% was not something to worry about, it must be noted that we are a small organization and 15% for us means thousands of wasted dollars in recruitment and training. We need to control this turnover rate in order to able to become more cost efficient and also improve employee morale and productivity. We first identified the most common reasons for an employee to leave the organization within first two years of joining. We identified the problem areas and worked on them by paying closer attention to what employees needed and how it all could be changed so employees' grievances were effectively addressed and all necessary steps were taken to make them feel important and to give them a sense of ownership in the organization. These measures worked and last year we had only a 4% turnover rate which was a major improvement and we are consistently working to maintain and even lower the existing turnover rate.
Financial Gains:
The organization was doing well in 2007 as well but lately the financial health has improved significantly due to cost effectiveness that we have achieved through lower turnover and higher employee productivity. In the third quarter of 2007, the company reported profits amounting to $1.5 million and last year, we reported profits in the neighborhood of $2.2 million. The company attributes this success to effective strategic alignment of employee needs and company goals and we are very proud of our achievements since adorning this new role.
Strategic Planning at the Chronicle Gazette Decline of the Newspaper Publishing Industry Declining Circulation and Revenue Status of Leading Newspapers Reasons for Decline in Circulation and Revenue Economic Factors Political Factors Demographic Factors Technological Factors Porter's Model Strategies adopted by different Companies Steps to be taken by the Chronicle Gazette Form a Website Minimize Cost and Increase Efficiency Organization Structure Adopt Digital Technology Susan Feiman is the publisher of The Chronicle Gazette, which is one of the most prominent newspapers of the United States. It has
Waste Management: A Strategic Case Analysis Company History External Analysis General Environmental Analysis Demographic Segment Economic Segment Political/Legal Segment Socio-Cultural Segment Technological Segment 103.1.6 Global Segment 103.1.7 Summary of General Environmental Analysis 113.1.8 Driving Forces 123.2 Industry Analysis 123.2.1 Description of the Industry 123.2.2 Industry Dominant Economic Features 133.2.3 Market Size 133.2.4 Market Growth Rate 143.2.5 Industry Trends 153.2.6 Five Forces Analysis 173.2.7 Industry Key Success Factors 184.0 Internal Analysis 184.1 Organizational Analysis 194.1.1 Corporate Mission 194.1.2 Products and Services 194.1.3 Leadership 204.1.4 Organizational Culture Structure 204.1.6 Strategy 214.1.7 Summary of Organizational Analysis 214.2 Analysis of Firm Resources 214.2.1 Tangible
Brief History and Background Sam Walton founded Wal-Mart and quickly grew the company by offering goods at the lowest prices. The stores were originally smaller than the stores of today, and focused in rural areas of the South that were otherwise underserved by retail stores. The current Wal-Mart model emerged by the 1980s as a large format store selling a wide range of consumer goods. The company would later extend its
Unions, HRM and Government Intervention Unions, human resources management personnel, and government interventions all set about addressing worker rights and safety in different ways. For instance, in the early 20th century, unethical companies were exploiting child labor and allowing unsafe practices to continue at workplace environments. The government finally enacted laws curbing these activities: it created the 40-hour work week, the minimum age law, and the Food and Drug Administration to
HRM -- HR -- Impacts on Organizations What are the best strategies for Human Relations Management (HRM) and Human Relations professionals (HRPs) to improve the performance of their employees? There are several important strategies that relate to that question, and they are reviewed in this paper. The impact of Human Resource Management (HRM) on organizations is the subject of a peer-reviewed article in the International Journal of Human Resource Management (Dyer, et
In other words, the HR department is currently seen as primarily a staffing function, there to provide advice and fulfill personnel functions. Recently, however, your board of directors has asked you to inform them as to what strategic human resource management is all about and how you see your HR department (and its functions and subsequent activities) transforming to such a new role as a strategic partner. Your company