stahrm8 chapter4

7/29/2019 STAHRM8 Chapter4

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THE EVOLVING/ STRATEGIC

ROLE OF HUMAN RESOURCE

MANAGEMENT


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Strategic Human Resource Management

Involves the development of a consistent, aligned

collection of practices, programs, and policies to

facilitate the achievement of the organizations

strategic objectives. Requires abandoning the mindset and practices of

personnel management and focusing on

strategic issues than operational issues.

Integration of all HR programs within a larger

framework, facilitating the organizations mission

and its objectives.


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Strategic Human Resource Management

Probably the single-most important caveat of

strategic human resource management is that

there is no one best way to manage people in any

given organization. Even within a given industry,HR practices can vary extensively from one

organization to another.

Establishing a strong HR strategy that is clearly

linked to the organizations strategy is notenough. HR strategy needs to be communicated,

practiced, andperhaps most importantspelled

out and written down.43


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Strategic HR at Yahoo!

Planning the type and number of employees

Yahoo! needs

Attracting desirable employees

Recruiting potential employees

Assessing qualifications of job applicants

Developing employees to ensure that skills sets of

employees are updated and developed Retaining top performers

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Average of 12

hours interviews

for EACH new hire


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One organization that has effectively redesigned itHR function to assume all four roles is Mercantile

Bank. Headquartered in St. Louis, Mercantile Bank

is a multibank holding company, with $131B inassets and more than 10,000 employees. The bank

strategically redesigned it s HR function during the

1990s, when it went through more than 39 mergers

and acquisitions. As part of this process,Mercantiles HR function moved beyond traditional

recordkeeping and compliance to become more

strategic in nature.


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This transformation happened through streamlining

work processes, eliminating unnecessary activities,

re-evaluating technology, and outsourcing

nonstrategic functions. Furthermore, some retainedHR functions remain centralized at headquarters;

others are deployed to operating divisions.

Consequently, Mercantiles HR function is able toassume the roles of strategic partner, change agent,

administrative expert, and employee champion

simultaneously.


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HR Roles in the Knowledge-BasedEconomy

The human capital steward role involves the

creation of an environment and culture in

which employees voluntarily want to

contribute their skills, ideas, and energy. Thisis based on the premise that unlike raw

materials, plant, and equipment, human

capital is NOT owned by the company; it can

move freely from one company to another at

the employees whim.

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The knowledge facilitator role involves the

procurement of the necessary employee

knowledge and skill sets that allow

information to be acquired, developed, anddisseminated, providing a competitive

advantage.

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The relationship builder role involves the

development of structure, work practices and

organizational culture that allow individuals

to work together, across departments andfunctions. To ensure competitiveness,

networks need to be developed that focus on

the strategic objective3s of the organization

and how synergies and teamwork that lead to

outstanding performance are valued and

rewarded.

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The rapid deployment specialist role

involves the creation of an organization

structure and HR systems that are fluid and

adaptable to rapid change in response toexternal opportunities and threats. The global,

knowledge-based economy changes quickly

and frequently, and success in such an

environment mandates flexibility and a

culture that embraces change.

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Traditional HR versus Strategic HR


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Barriers to Strategic HR


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