Strategic Human Resource Management

“An approach to the development and implementation of HR strategies that are integrated with business strategies and supports their achievement” (Armstrong 2014)

The best way to understand Strategic Human Resources Management (SHRM) is to compare it with Human Resource Management (HRM). HRM focuses on recruiting and hiring the best employees and providing them with the compensation, training, benefits and development they need to be successful within an organization. However, SHRM takes these responsibilities one step further by aligning them with the targets of other departments and overall organizational goals.

The practice of attracting, rewarding, developing and retaining employees for the benefit of both the employees as individuals and the organization as a whole is defined as Strategic Human Resource Management. Departments of HR which practice strategic human resource management do not work independently within a silo; but interact with other departments within an organization in order to understand their aims and then create methods which align with those objectives, as well as those of the organization. As an outcome, the aims of a human resource department reflect and support the targets of the rest of the organization. The Strategic Human Resource Management is understood as a partner in organizational success, as opposed to a requirement for legal compliance or compensation. SHRM make use of the talent and opportunity within the human resources department to make other departments more effective and steady.

http://study.com/academy/lesson/strategic-human-resource-management-definition-importance.html (Accessed at 8.34pm on 31^st October 2017)

 

Competency-based Human Resource Management

“…using the notion of competency and the results of competency analysis to inform and improve the processes of performance management, recruitment and selection, learning and development, performance, employee development and employee reward” (Armstrong, 2014, p.86)

A competency is “knowledge, any skill or other attribute that is observable and recognizes successful performance.” Effectively, competencies translate the strategic vision and aims for the organization into measurable and observable behaviors or actions that employees must display.

A common framework of competencies delivers the resources for integrating all aspects of the HR system so that employees are selected, developed, evaluated, promoted and rewarded based on competencies that support organizational achievements. By interconnecting these competencies, organizations empower employees to take charge of their careers, direct their own personal growth and continually self-evaluate and improve. At the same time, the framework allows the organization to pro-actively plan for its HR needs both in the short and long term, and to establish programs that support employees in gaining the competencies needed for organizational achievements.

http://www.evancarmichael.com/library/suzanne-simpson/Competencybased-Human-Resource-Management-Planning-for-Success.html (Accessed at 11.20pm on 31^st October 2017)