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LO1: Understand how the strategic management of human resources contributes to the
achievement of organizational objectives
1.1 Explain the importance of strategic human resource management in organizations
Within HSBC, strategic human resource management has been regarded as an important
organizational function.
Strategic human resource management activities are critically important for Siemens to manage
its diversified portfolio of products and also to meet human resource requirements in each
segment of the organization. This is also critical for Siemens to meet needs of employees in an
effective manner. This is because if needs of employees are not met adequately, they cannot
contribute effectively to attain organizational goals of Siemens. The strategic human resource
management activities are also critical for Siemens to manage employee needs proactively. These
activities enable Siemens to manage multiple HR objectives from hiring employees to selecting
staff, to training and motivating them.
1.3 Evaluate the contribution of strategic human resource management to the achievement
of an organizations objectives
Strategic human resource management is often regarded as the strategic and aligned approach for
organization to meet its objectives through most important asset i.e. human resource. Employees
are considered as the most important asset of an organization because they contribute actively for
achieving organizational objectives (Noe and Hollenbeck, 2000).
Within Siemens, strategic human resource management has directed to attain the organizational
objectives. With effective human resource management, recruitment strategies are developed to
hire skilled staff that can meet customer demands. Highly skilled professionals at Siemens
deliver effective consultancy services to clients.
Strategic HRM strengths: The one important factor is the strength of strategic HRM is to
identify the key people required for meeting the organizational objectives. HSBC focuses
on the HR practices for meeting organizational objectives in a satisfactory manner. The
resource to meet growing needs of business. HSBC has been growing its business across
the world; hence it requires skilled professionals for its new branches.
Business change: The next important factor that can influence HR planning in the HSBC
is the business change. When the organization implements change programs, it needs key
staff for meeting new demands. For instance, HSBC has introduced online banking
system to meet emerging demands of customers. For this reason, HSBC needs skilled
professionals who can work on online banking software.
Assess current status of human resource: The first step is to analyse the current human
resource objectives, capacity and structure of the organization. Moreover, analyse the
market environment in which organization operates.
Forecast HR demand: The next step is to assess the future demand of human resource by
the organization. This forecasting is done in terms of number of employees required by
the organization in future.
Forecast HR supply: The next step is to assess the human resource supply in the external
environment that can be hired by organization for meeting organizational demand.
Match demand and supply: Next step is to compare the future demand and supply of
human resource to assess that whether organizational needs can be met.
Develop HR policies: The last step is to take relevant steps for meeting HR requirements
of the organization through recruitment, selection, transfers and promotions.
2.4 Critically evaluate how a human resources plan can contribute to meeting an
organizations objectives
Human resource planning has aimed at identifying human resource needs of the organization to
meet the organizational goals. This process enables organization to hire right people for the right
job in the organization. Hence, it can be said that human resource plan contributes in the
attainment of the organizational objectives. Following are the ways by which it is clarified that
human resources plan contributes to meeting an organizations objectives:
Effective use of the people: HR planning is responsible for attracting right people for the
right jobs in the organization. When employees are effectively utilized, they help
appropriate place that does not put burden on the organizational budget.
Succession planning: HR planning is also effective to train employees for future position
of the organization. Succession planning enables transition to prepare and train existing
employees for future key positions of the organization. In this way, future position of the
organization is adequately secured.
terrorist assault or any other disaster. HSBC has urged its employees to take wellbeing and safety
as a piece they could call their own obligation.
Diversity: In HSBC bank Equity and Diversity practices are drilled with loads of respectability.
The diverse workforce of HSBC has provided opportunity to company for improving the
organizational goals in an effective manner.
Bullying and Harassment: HSBC as the world nearby bank has put the individual particular
worker approaches are forced by the enactment and the provincial social standards. All
employees are responsible for acting colleagues with deference and nobility for making the
environment free from Discriminations and harassments.
3.2 Analyse the impact of regulatory requirements on human resource policies in an
organization
The effect of regulatory requirements on Human Resource strategies in HSBC bank is vital and
key for fitting practice of administrative arrangements and complies with the standards. It has
stressed on practicing Employment enactment and legitimate and administrative prerequisites
including pay, discrimination, correspondence livelihood right and obligations. The effect of
regulatory policies in HSBC bank is discussed as below:
Gender discrimination act: Under the Gender discrimination act 1995/1997 it is unlawful to
victimize somebody o grounds of their sex or conjugal status.
Race Relation act: Under the race relation act 1992 it is unlawful to oppress somebody on
grounds of Race, Color, Nationality or Ethnic minority birthplaces or on the grounds of their
religion or philosophical convictions. Anybody get to be inability to be submitted to the
standards would be confronted legitimate activity of end.
Employment act: Under the employment act 2008 HSBC has acquainted the fundamental
business law with the staff. The enrollment law cover the discrimination on number of grounds is
illicit for occurrence, race, sex, and age.
4.2 Analyse the impact of an organizational culture on the management of human resources
Organizational Culture is the key component of organizational practice. In the part of
organizational life culture keep a focal and dimensional area in the association. Authoritative
culture in some cases saw an express consideration by how individuals consider the organization,
the quality and the thoughts how guided by the importance and the conviction of a social nature.
Dealing with the hierarchical culture is critical and the view of it see by the corporate world can
build up the social practice and the execution (Kleiman, 2005). Organizational culture is the type
of perception and thoughts, belief systems and the estimation of the association interior conduct.
The relationship in the middle of culture and HRM capacity is exceptionally normal and inside
connected. HRM capacity incorporates Resourcing, Development, execution administration, pay
and conditions and workers' relationship has the possibility way to deal with every others. The
elements of HRM and the way of life are drilled in the meantime to create and activity the
Strategic Human asset administration in the association.
It should analyse the business performance in relation to the human resource of the
organization.
It should provide authority to employees to take relevant decisions for catering customer
needs in the best way. This will not only boost employee morale but also enhance
organizational performance.
It should introduce regular monitoring plans and programs for assessing employee
performance.
References
Page Publishers
Randall S. Susan E. (2007). Strategic Human Resource Management, Blackwell
Noe, R. A., Hollenbeck, J. R., Gerhart, B. & Wright, P. M. (2006). Human Resource
Bratton, J., and Gold, J. (2007) Human Resource Management: Theory and Practice, 4th
Edition, Houndmills: Macmillan
Alan, Robert and Bill, (2009), Effective Recruitment and Selection Practices, 5th ed, CH
Australia Limited
Mullins, L. (2007). Management and Organizational Behavior. 7th Ed. India: Pearson
Education