The paper 'Management of Talent' is a great example of a Management Essay. Strategic human resource management (SHRM) defines the intentions of an organization and plans on how the organizational goals will be achieved through people. Thus, it links the activities of human resources and the strategic objectives of the organization (Armstrong, 2011). Paauwe & Boselie (2003) defines SHRM on basis of three propositions: first, the major source of competitive advantage in an organization is human capital; second, the strategic plan is implemented by people; and, third, there should be a systematic plan that the organization should adopt in order to determine where it wants to go and how to get there.
SHRM is regarded as a process that incorporates the use of overarching approaches to the creation and development of human resource strategies which are horizontally integrated with one another and vertically integrated with the business strategy. These strategies define the plans and intentions that are related to the overall considerations of the organization such as learning and development, reward, resourcing, and employee relations (Armstrong, 2011). SHRM addresses the broad issues in an organization in relation to effectiveness and performance, changes in structure and culture, matching organizational resources to future requirements, management of knowledge, development of capabilities, and managing change.
The concern of SHRM is the ability to get things done in an effective way by dealing with issues that are related to people which affects or is affected by the organization’ s strategic plan (Huselid, Jackson & Shuler, 1997). This article discusses the aim of SHRM and approaches to SHRM and the management of talent as a ‘ big issue’ that an HR manager needs to consider. Aims of SHRM The main aim of an SHRM is the generation of a strategic capability by making sure that the firm has committed well-motivated and skilled employees that it requires in order to achieve a competitive advantage.
Thus, it provides a way for addressing critical issues as well as success factors that are related to the employees where strategic decisions that have a major impact on the success of the organization are made. In this way, the SHRM offers a sense of direction in a changing environment in order to meet the organizational and employees' needs through the development of practical and coherent HR policies and programs (Becker & Huselid, 2006). Wood (1999) states that while considering the aims of an SHRM, it becomes important to consider how the strategies of human resources will take into account all stakeholders’ interests in the organization.
That is the employees and the management. Soft SHRM will greatly emphasize on the aspect of people management, communication, stressing continuous development, the security of employment, involvement, and quality of working life as well as the balance of work-life.
Ethical considerations are also essential. Hard SHRM will emphasize the yield as a result of human resources invested in the interests of the organization. SHRM should achieve a balance between soft and hard elements. It should ensure that the organizational plan should put the personnel in mind by considering the needs as well as the aspirations of all employees within the organization.
Armstrong, M. (2011). Armstrong’s Handbook of strategic human resource management. London: Kogan Page Publishers.
Aston, C., & Morton, L. (2005). Managing talent for competitive advantage, Strategic HR review, 4(5), 28-31
Becker, B. E & Huselid, M. A. (2006). Strategic human resource management: Where do we go from here? Journal of Management, 32, 898-925
Boston Consulting Group (2007). The future of HR: Key challenges through 2015. Dusseldorf: Boston Consulting Group.
Capelli, P. (2008). Talent management for the Twenty-First century, Harvard Business Review, 74-81
Huselid, M. A, Jackson, S. E & Schuler, R. S. (1997). Technical and strategic human resource management effectiveness determinates of firm performance, Academy of management journal, 40, 171-178.
Paauwe, J. & Boselie, P, (2003). Challenging strategic HRM and the relevance of institutional setting, Human resource management Journal, 13, 56-70
Wood, S. J. (1999). Human resource management and performance, International journal of management reviews, 1, 367-413