Strategic Human Resource Management Essay Example | Topics and Well Written Essays - 1250 words

Strategic Human Resource Management - Essay ExampleHowever, this whitethorn not be achieved without taking into consideration the role of the HR department in the fundamental law. Basically, strategic human resource management (SHRM) is concerned with the human resources, HRM systems and functions (Swanepoel , 2003). It is undoubtedly true that all aspects related to human resource management affect all facets of the organisational strategy formulation. Internal activities such as recruitment and training argon part of the RBV model because they ultimately influence performance of the organization as a whole. It may be difficult to formulate and implement strategies in an organization without incorporating the relevant human resource related issues. It is the role of the HR department to identify strategies that can bring about positive development and growth in the organization through the efforts of other mass such as the employees. Following the best course of action in the or ganization is commonly known as best fit and this determines the success or failure of the organization. HR policies that ar designed to fulfil the needs of the employees as well as the organization are effective in contributing to its success. For instance, a company like SAB uses the RBV model to shape its operations. The company tries to balance its human resources as well as other external factors that can impact on its operations. Theme two Strategic recruitment and competencies For each organisation to operate viably, there is need for recruiting the best endowment fund in the first place since these employees would be capable of being developed to become valuable assets to the organisation. Strategic recruitment that is characterised by identification of competencies of skilled people can significantly contribute to the success of the organization in the long run. Basically, recruitment is a process that involves searching for and obtaining qualified job candidates and it g ives the organisation the hazard to select the most appropriate persons to fill its job positions (Carrell, et al, 1995).