Essay on Significance of SHRM

Introduction

This essay is a critical examination of how human resource can gain a competitive edge and add value to their organizations. Furthermore, this is possible by investigating how Human Resource Management and in particular Strategic Human Resource Management abbreviated as SHRM enhances these achievements. The essay adopts some literary work of a prominent scholar, Ulrich (1997, 2012, & 2016) who altered the HRM as we currently recognize it. His work places HRM into a strategic context to SHRM with the main concentration on leadership, talent development, accountability, learning, accountability, talent, and sustainability. SHRM is a significance branch which no business cannot operate in its absence. He weighs alignment of HR skills, activities, organizations abilities, and strategies and contends that human resource skill escalates organization performance while adding value. This essay, therefore, presents the literacy work of Ulrich et al. (1997, 2012, & 2016), which has had an influence on human resource practice and transformed thinking on the manner HR add value to businesses.

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Human resource strategy is defined an orderly and elaborate action plan created by the department of human resource. It is intended to create competencies, behaviors, and attributes among employees to facilitate enterprises in meeting their goals (Lepak et al., 2006). It comprises of philosophies for managing staff via HR policies and practices. It covers some sectors of HR functions, for instance, training, employee relations, reward and recognition, and recruitment among others. An efficient HR strategy is essential in benefiting an enterprises' bottom line. It raises staff satisfaction and motivation while helping them understand their full capabilities and grow in their professions.

Alfes et al. (2013), states HR strategy is concerned with improving the performance of employees to best of their abilities in relation to their positions in an organization. It is also connected with acquiring people's services, improving their competencies, inspiring them to the highest degree to ensure they persist in maintaining their commitment to an enterprise. In other words, HRM focuses on employee management from the process of recruitment and deploying throughout to retirement. These concepts are similar to that introduced by Ulrich (1997), where he stated that functions of HR should concentrate on the results of HRM to an enterprise rather than on actions it performs. On the other hand, strategic human resource management is a method of appealing, retaining, growing, and rewarding staff for their merits and those of the organization in general. It is intended to facilitate enterprises best achieve the employee's requirements while promoting goals of an organization (Kramar, 2014). It requires firms to think ahead and may impact the manner activities are performed in the organization, improving all its aspects from the process of hiring and training employees to discipline and employees' assessment techniques.

SHRM according to Ulrich et al. (2012), is refers to connecting HR with strategic objectives and goals of an enterprise to upsurge the general organization perfomance. SHRM stresses on the growth of employees together with attainment of objectives and goals. SHRM also takes roles of human resource management further. This is possible by aligning these responsibilities with the goal of various department and the entire firm objectives. Human resource departments which adapt SHRM make sure their primary objectives are also aligned with organization's values, vision, and mission (Kramar, 2014). In this competitive business universe, SHRM emphasizes the significance of raising the employee productivity. This may perform by offering employee training and development which ultimately makes the staff stick to the firms. Thus, employees provide their best to improve the organization performance hence adding value to it.

One of the famous theories is resource-based view on an organization. According to this theory, the competitive edge may only happen in occasions where resources of an organization are immobile and heterogeneity. Moreover, these assumptions act to distinguish this theory from the tradition SHRM models (Martin-Alcazar et al., 2005). This model argues that, for an organization to offer a sustainable competitive edge, four principles should be attended. They demand that resources should be distinctive among potential or current competitors, must introduce positive value to the organization, should not be replaced with another resource by competing organizations, and they must be imperfectly imitable (Taylor, Doherty & McGraw, 2015). Ulrich (1997), partially depended on this theory while defining SHRM as a competitive advantage. According to Kaufman (2015), additionally extended Porter's competitive advantage model to incorporate strategic unity, unique skills, and organizational culture as intermediaries of a plan-competitive advantage relationship. He deliberated how SHRM practices can be utilized by organizations to create plans which will result in a sustained completive edge (Ulrich et al., 2012). Furthermore, he described this while stating the need to concentrate on the link between competitive advantage, strategies, and SHRM.

Ulrich (1997, 2012 & 2016), has famously been recognized as management guru in human resource due to his significant concepts sprouting from everything from organization leadership to company development. He is known as the first and principal author of the current HR. He is also the writer of numerous books such as Human Resource Champion (Ulrich, 1997). He is a scholar whose work endures to impact the manner individuals think concerning HR in the present and future. Since HR is accountable for maintaining employees' happiness, motivation, and their commitment in the objectives and long-term goals of an organization, Ulrich formulated a Human Resource Model which is a vital aspect of any organization's current or future success.

Ulrich (1997), HR Model was formulated in 1997 and acted as a revolutionary for human resource since it first and foremost concentrated on individuals and their responsibilities. HR departments are essential in any company since the focus on individuals such as board members, managers, and employees among others. Ulrich's (1997) model does not establish an HR department within its functions. First, it builds it within its roles. In specific, he outlined and described four roles which are fundamental elements of the department of human resource.

HR business partner: it is responsible for communicating with what is known as internal customers and acts as the place of contact for these parties. HR business partner among other things defines the essential talents in a firm, facilitates filling work gaps, and offer feedback to the internal clients regarding their experience. This aids in sharing goals and objectives of SHRM within an organization which in turn facilitates in enhancing the general harmony and productivity in a job place.

Change agent: where enterprises are needed to grow, evolve, or change their objectives and goals, the change agent has a responsibility which converses such organizational alterations internally. The change agent significantly aids an organization to adapt SHRM future or next phase evolution or growth goals and objectives.

The administration experts: They are liable for establishing personal staff information and ensuring that it is updated. They utilize a human resource information system abbreviated as HRIS to observe, secure, and update such data. While framed precisely, the administrative expert is the nearest component to an integral management document specialist in the Ulrich human resource model. Additionally, by utilizing the HRIS, administration experts act as a fundamental component in keeping information, protecting personal documents, and sharing information files across an organization among other roles. These roles are essential in implementing SHRM in HR departments and the entire organization.

Employee champion or advocate: every HR department after all activities is accountable for maintaining awareness of interests of employees and ensuring there are secured. Furthermore, the employee champion directs programs to increase employees' experience and morale, aids the change agent in providing training as well as professional growth opportunities and certifies that the present staffs have chances to apply new occupations or promotion with a company.

Ulrich et al. (2012), additionally adapted a Competency Model by described six different skills that human resource should develop to handle the global problems associated with technological advancements, globalization, and economic crises among others. In their work, their established six different competencies that human resource should reveal to be efficient and have an influence on an organization performance (Alexander et al., 2012). Furthermore, these competencies react to various problems experienced in the current business world. Assessment of their work found that HR profession if improve their skills through six competencies, they may respond to business challenges and develop sustainable organization value. These competencies comprise:

Strategic positioner: they are high-acting HR experts who think and perform within and outside an organization. They aim and serve core clients of their enterprises by defining customer segments, recognizing clients' anticipations, and aligning firm's activities to attend customers' requirements (Burns, Smith & Ulrich, 2012).

Credible activist: HR specialists should be credible activists since they establish their trust via organizational acumen (Ulrich et al., 2013). For example, credibility is evident in an organization where HR professions perform what they assured, create individual connections of trust and are depended upon by others.

Capacity builder: efficient HR specialists aid abilities audits to discover the organization's identity essential for SHRM. Some of these abilities in the organization include innovation, efficiency, and customer service among others which HR experts must facilitate supervisors in by creating significance for such capabilities to reveal the more profound employees' values (Glaister, 2014).

Change champion: HR professionals should ensure that separate organizational activities are incorporated and maintained via disciplines transformation procedures. They should collaborate with managers and employees to build firms that are responsive, flexible, agile, and enable change to occur in a manner which develops a sustainable value (Burns, Smith & Ulrich, 2012).

HR integrator and innovator: HR specialists should understand history studies on HR to be creative and incorporate HR actions into unified resolutions to resolve future organization challenges. They should transform the distinctive HR actions into integrated answer within the leadership of organization brand. The incorporated and innovative HR practices, in turn, lead to a high influence on business outcomes by making sure that HR actions preserve their focus for a long duration (Kramar, 2014).

Technology proponent: HR specialist is required to utilize technology more effectively and provide administrative models, for instance, benefits and healthcare expenses. They should employ technology to aid individual connection with one another. Human resource specialists with technological capabilities can develop improved company identity external to the organization and develop social connections with a company (Glaister, 2014).

Going through the work of Ulrich and colleagues from 1997 to 2012, it is evident that there is the higher complexity of the core competencies needed...