Barriers to SHRMLinkage of Organization & HR

strategies

Presented byRuby

Dewangan

Although the concept of strategic HR may make sense logically & intuitively,

many organizations have a difficult time taking a strategic approach to HR

• Short-term mentality/focus on current performance.

• Inability of HR to think strategically.

• Lack of appreciation of what HR can contribute.

Cont..

• Difficulty in quantifying many HR outcomes.

• Perception of human assets as high-risk investments.

• Incentives for change that might arise.

• Failure to understand general manager’s role as an HR manager.

Outcomes of SHRM

through

Increased performance

Customer & Employee

satisfactionEnhanced

Shareholder value

Effective management of staffing, retention & turnover through selection of employees that fit with both strategy & culture.

Cost-effective utilization of employees through investment in identified human capital with potential for high retention.

Integrated HR programs & policies that clearly follow from corporate strategy.

Facilitation of change & adaptation through a flexible, more dynamic organization.

Tighter focus on customer needs, key & emerging markets, quality.

Traditional HR v/s Strategic HRAreas Traditional HR Strategic HR

Responsibility for HR

Staff Specialists Line managers

Focus Employee Relations Partnership with internal and external factors

Role of HR Transactional, Change follower & respondent

Transformational, change leader& initiator.

Initiatives Slow,reactive,fragmented

Fast,proacative,integrated

Time Horizon Short Term Short, medium, long (as necessary)

Control Bureaucratic-roles, policies, procedures

Organic-flexible, whatever is necessary to succeed.

Job Design Tight division of labor, independent, specializations

Broad, flexible, cross-trainings, teams

Shift in HR manager in India

Traditional HR practice

Administrative role

Reactive

Separate, isolated from

company mission

Production focus

Functional organization

Individuals encouraged,

singled out for praise,

rewards

People as expenses

Emerging HR practice

Strategic role

Proactive

Key part of

organizational mission

Service focus

Process-based

organization

Cross-functional teams,

teamwork most

important

People as key

investments/assets

Linkage of Organisation & HR strategies