Before I try to explain the meaning of strategic HRM, let us first

define the terms ‘strategy’ and ‘strategic management’.

STRATEGY
Strategy was originally a military term. ‘The art of commander-in-chief;
the art of projecting and directing the larger military movements and
operation of campaign.’ Commander-in-chief and military campaigns do
not exist in business, the public sector or voluntary organization, but at
least this definition conveys the message that strategy is ultimate
responsibility of the heady of the organisation. Thus, strategy is
associated with the long-term decisions taken at the top of the
enterprise.

The term strategy is frequently being used in the present-day corporate

world. It envisages thinking ahead to survive and grow in a highly
competitive environment’. Strategy is concerned with determining which
option will provide maximum benefits.

STRATEGIC MANAGEMENT
The purpose of strategic management has been expressed by Rosabeth
Moss Kanter- professor of business at Harvard Business School, as
being to ‘elicit the present actions for the future’ and become ‘action
vehicle- integrating and institutionalizing mechanisms for change’.
Strategic management has been defined by Pearce and Robinson
(1988) as follows: ‘It is a set of decisions and actions resulting in the
formulation and implementation of strategies designed to achieve the
objectives of the organizations.’
The focus is on identifying the organization’s mission and strategies, but
attention is also given to the resource base required to make it succeed.
Managers who think strategically will have broad and long term view of
where they are going.

Now that I have defined strategy and strategic management, let’s define
the term ‘Strategic Human Resource Management’

STRATEGIC HUMAN RESOURCE

MANAGEMENT
Strategic HRM is an approach that defines how the organization’s goal
will be achieved through people by means of strategies and integrated
HR policy and practices.

Other definitions of Strategic HRM include:

 Strategic HRM is concerned with ‘seeing the people of the

organization as a strategic resource for the achievement of
competitive advantage.’(Hendry and Pettigrew, 1986)

 ‘A set of processes and activities jointly shared by human resource

and line managers to solve people related business problems.’
(Schuler and Walker, 1990)

Strategic HRM, therefore, is concerned with the following:

 Analyse the opportunities and threats existing in the external
environment.

 Formulate strategies that will match the organisation’s (internal)

strengths and weaknesses with environmental (external) threats and
opportunities. In other words, make a SWOT analysis of organisation.
  Implement the strategies so formulated.

 Evaluate and control activities to ensure that organisation’s objectives

are duly achieved.

THE ROLE OF HR MANAGER

The Strategic HRM is not just about planning. It is equally, if not more,
concerned with the implementation of strategy and the strategic
behaviour of HR manager working with their line management
colleagues on an everyday basis to ensure that the business goals of
the organization are achieved and its value are put into practice.

The four key roles of HR manager:

1. Strategic Partner:

 HR manger builds a strategic partnership and relationship with the

dedicated internal clients. Strategic partner acts as a single point of
contact for internal clients. He represents Human Resource and
advertises HR services in the organization.

 He influences positively the organization design and identifies key

top talents. He helps to identify key know-how holders and helps to
spread their knowledge across the organization.

 Strategic partner gives honest feedback to the internal client and

uses feedback to improve HR procedures and services.

 Strategic partner runs cross functional projects aiming to increase

productivity, support innovation and develop talents.
  Strategic partner acts as couch in difficult moments. He facilitates
difficult meetings and find a win-win solution.

2. Change Agent:

 The change agent is a second strategic role of the human

resource manager.

 HR participates in change management teams and takes the

responsibility to communicate change internally and gain the
trust of employees. HR leads initiatives to prepare
employees to live in a new organization.

 HR plans the internal communication and intervenes to plan

to make them achievable and understandable by employees

 HR leads training sessions for employees and helps them to

gain new skills and competencies, which are required for a
changed role. HR updates job descriptions, consults
changes with employees and helps them to transform their
job habits.

 HR continuously collects feedbacks from the employees.

3. Administration Expert:

 The administration role is a transactional role of HR. Without

being a trustful administration expert HR cannot play it
strategic role.
  HR has to demonstrate its deep knowledge of the labour law,
trade union bargaining, dealing with difficult employees and
keeping of personal data accurate.

 HR implements all requirements evolving from the changes

in legislation, regulation, work and safety rules etc.

4. Employee Advocate:

 Employee Advocate or Employee Champion is a core role of

HR. HR has to represent employees, protect their interests
and make sure that strategic initiatives are well balanced.

 HR runs regular voice of Employee satisfaction survey to

indentify gaps in the corporate culture and HR and
managerial practices.

 HR ensures that employees have a fair chance to apply for

new roles in the organizations.

 HR runs training and development sessions to develop skills

and competencies of employees.

 HR leads initiatives to improve experience of the employees

in the organization.

 HR manages the regular grievance and compliance

procedure to ensure that employees enjoy fair treatment
from the management.