Case Study Analysis:

Delivering Strategic Human Resources Management

BA530 1H - Human Resource Strategy & Management

Kuan Zhang

Mount Ida College

07/05/2015
After reading this article. I saw a general reviews of the history of the human

resources (HR) works and the various strategic human resources management

(SHRM) innovations and activities that HR managers' yearn for being strategic

partners with line managers. Like the first two wave of SHRM: 1. Human-Capital

Management and Executive Training. The main target and challenge is aligning

management development with businesses specific need, to analyze external and

internal factor and make assessments of those requirement. 2. As mentioned above,

the strategic partnership. This is the so-called new HR that we are learning it now.

New HR comes with the increasingly sophisticated enterprise resource planning

technology, which I could associated with the video that professor showed to us in the

class. However, with the development of technology and equipment, some workforce

might be lost, and it is very hard to recover, therefore, the strategic human resources

managers is playing more and more important roles in organization, with leaders

started to shift, they made significant contribution to changing paradigm was a

method to organizational alignment with a systems perspective practices, such as

designing organizational structures and staffing roles that created measurable

improvements in retention, leadership development,intellectual-capital utilization,

work-process efficiency, and total quality. In addition, the practices for utilizing a

strategic partnership model for HR with the business strategy, structures, and systems

companies have to purse.

With the increasing of HRs value, it stared to centralizing or outsourcing tactical

Human resources, like hiring temporary workers on a contingent basis or relying on

an independent contractor. Moreover, people started to use technology to leverage HR

process, Many firms electing to invest in HR technology platforms chose a centralized

information system, eliminating the possibility of system errors and aligning the

platform with the firms financial system, this is the time to implementing a strategic-

business-partner role. It makes their functions more strategic and efficient.

Technology also helped address another barrier to the delivery of SHRM: measuring

and communicating the business impact of both strategic and tactical HR processes.

For example, the new HR vision required not only a measurement system that

presented the association between investments in HR and shareholder value were

clearly and managers understood, but also can focused more on strategically related

questions, such as why and how people make differences. For these skills that

aspiring SHRM leaders need to develop in order to successfully play a strategic role.

With exploring how line managers' perceptions of new HR roles and what capabilities

they most want HR leaders to have in those roles, HR began the process by creating a

map of four boxes representing the customer, operational, strategic and financial

perspectives, it adapted from the balanced scorecard, which we can see that in the HR

metrics.

In the section of Line Managers Views on Strategic HR, we can realize how

important of SHRM. For example, SHRM could give managers feedback, providing

strategic value-added services and it helps make HR more flexible, but sometime HR

cannot totally understand their firms business. In the mean while, get trained for HR
knowledge is very necessary. So to master the a broad range of effective skills for

SHRM is important, such as when they need to provide strategic support to line

managers. Whats more, SHRM needed demonstrable capabilities in recruiting,

training and development, succession planning, and compensation, While the

SHRMs role varied in practice depending on line managers needs and

expectations, involvement in planning and operational meetings called for analytic

and execution skills similar to those held by line managers themselves.

The article also shows the difference between Benchmarking and Strategic Measures.

I think the metrics in the HR balanced scorecard is very useful, as it focuses on

leading indicators and identifies the differences between HR feasible and HR

deliverable, it also shows HRs contribution to strategy implementation and to the

organizations bottom line, helps HR mangers focus on and manage their strategic

responsibilies, and it support the HR flexibility and change.

Reference
BOR IS GROYSBERG ANDREW N . MCLEANCATE R EAVIS (F EBRUARY 2 3 ,

2 0 0 6), Delivering Strategic Human Resource Management

https://hbr.org/product/delivering-strategic-human-resource-management/405049-PDF-ENG

Leo Lingham( 8/2/2014), Management Consulting/MBA questions

http://en.allexperts.com/q/Management-Consulting-2802/2014/8/mba-questions-3.htm

gihan aboueleish, Kpi Dashboard.

http://www.authorstream.com/Presentation/gihanaboueleish-1310234-hr-scorecard/