¶ … Management
The concept of strategic human resource management is rooted in the idea that human resources makes a critical contribution to the ability of the company to achieve its strategic objectives. Getting the right people is a combination of recruitment, selection, training and promotion. One of the issues that comes up in the recruitment and promotion area is the balance between internal and external candidates. There are merits to both approaches. An article in HR Magazine, published by the Society for Human Resource Management, discusses this issue (Krell, 2015).
The article makes the point that the debate between internal and external hiring is obsolete in the 21st century. Strategic human resources management, the author proposes, demands that companies do both. The more important decision is knowing when, how and for what a company should hire internally or externally. The article then covers some of the pros and...
Internal hires are more familiar with the company culture and systems, so they only need to worry about acclimating to the job; external hires may have more talent with respect to the specific position, especially if they are making a lateral move. Typically, the author notes, it is faster and less expensive to promote from within, but there are advantages to external hiring including fresh ideas and new skill sets (Krell, 2015).
This relates closely to the concepts studied in class. In order to understanding the hiring needs, there needs to be human resources planning. The organization needs to set out not only strategy, but then operationalize that strategy so that there are specific targets that can help HR to project needs. HR can then determine what sort of talent is required going forward. It will be able to first determine the degree to which that talent is available internally, but also to know what skills will need to be required externally. In this way, demand forecasts can be set in line with expected needs and with existing capabilities. The HR department can then strike the right balance of internal and external talent.
Internal recruiting is often used for positions when the company needs somebody to move in right away. That person can be trained ahead of an actual promotion, too, if the human resources department includes that person in a pool of individuals who have the potential to fill future needs. Further, the company likely already has an internal hiring strategy in place, which is one of the reasons it is cheaper and faster. Further, while internal hires will often require some training, they are at least familiar with many aspects of the company that will not necessarily be familiar to an outsider.
Where an externa hire is beneficial is when the HR department has determined that the company does not have a lot of talent internally for the position. Moreover, the company may wish to inject fresh ideas, or take on someone who is making a lateral move between companies -- they have the requisite…
SHR is transformational, consultatively oriented, and views the organization in terms of the big picture. SHR is concerned with the contributions HR strategies make to organizational effectiveness, and how these contributions are accomplished. SHR involves designing and implementing a set of internally consistent policies and practices to ensure that an organization's human capital, that is their employees' collective knowledge, skills, and abilities, contributes to overall business objectives. Conclusion These three articles,
Strategic Human Resource Management The focus of this work in writing is to answer the questions of what aspects of SHRM have made the writer of this work a stronger candidate to enter the business world and to discuss how this course affected the professional development of the writer as a student and as a person. No matter what the pursuit 'aligning with the mission' is critical to success. SHRM Strategic Human Resource Management
Strategic Human Resource Management In general, human resource management has adhered to one of two major models in the workplace; the "best fit" and "best practice" model. To determine which of these is best, companies should carefully examine the advantages and challenges of each. For each company, the outcome should adhere to the needs and culture of the personnel base involved. Morris and Maloney (2) offer an overview of both models. The
Aside from the features which differentiate it from human resource management, strategic HRM is also noteworthy in terms of the basic traits which characterize it. In this order of ideas, Michael Armstrong and Angela Baron (2002) identify three specific features, namely the organizational level, the focus and the framework. In terms of the organizational level, it is noteworthy that SHRM is implemented at the wider organizational setting, since all of
Strategic Human Resource Management There are a multitude of definitions to describe the term strategic human resource management, the vast majority of which revolve around the conception that the term refers to a specific application of personnel to further the proficiency and productivity of a particular enterprise. There are two primary theories associated with strategic human resource management which conflict in ideology on one fairly important point: mutability. The first such
Strategic Human Resource Management: Business Strategy Every business requires human resources that require substantial attention when cultivating and maintaining a successful business strategy. A successful business strategy is grounded in the ability to predict the future or at least win the argument about what the future will look like (Kearns, 2010). For business leaders it needs to be about creating value, namely the greatest possible value, from all capital resources at their