This paper presents an assessment of the role of strategic human resource management (SHRM) and its links with the strategic business objectives of Leeds City Council.
• The first wave arose with Storey’s New Perspectives on HRM (1989)
• The second wave arose in consideration of:
• Social and economic context of HR functions
• HR and organisational performance
• New organisational forms and HR
• HR and knowledge management (1990s)
• The third wave (current) looks at the strategic implications of HRM, known as Strategic Human Resource Management (SHRM) (Bratton John 2007)
SHRM Definition and Key Concepts.
According to Storey (1995) SHRM is “a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of Cultural, structural and personal techniques” (Human Resource Management Journal)
• Distinctive approach to employment management
• Assists with Competitive advantage
• Encouraging a committed & capable workforce
• A strategic and coherent approach
The vital role of SHRM
SHRM elevates HRM from micro level (personnel) to the macro level (business strategy).
SHRM includes analysis of: -
• Business, social and political environment
• Using the internal labour market to the best advantage
• The Global and local business climate
• Internal human resource analysis against existing and future business strategies
• Organisational analysis and organisational design recommendations.
• Benchmarking against effective internal and external organisations
Some SHRM considerations are: -
• Is the organisational culture reinforcing the long-term business strategy?
• Is the organisation’s structure in harmony with the business strategy?
• Are development, appraisal and reward procedures related to the organisational long-term and short-term goals
• Are staffing levels and skills appropriate for the business strategy?
Does Leeds City Council adopt SHRM principles?
SHRM is a long established component of LCC’s management framework. The Councils business plan sets out the Councils ambition “to be the best City Council in the UK”. The vision for the HR service is to “enable the Council to achieve its ambition through its people” as a result the HR service have produced the people plan 2012- 2015, which sets out the Councils priorities for its people across 5 themes. Underpinning the people plan are the Council values in addition to a commitment to joint working with the trade unions and partnership working with the public, private and voluntary sectors. (Leeds City Council People Plan 2012 – 2015) See Appendix No 1 L.C.C. People Plan.
The Diversity of HRM.
A distinction was made by Story (1989) between the ‘hard’ and ‘soft’ versions of HRM, where the soft is associated with human relation whilst the hard sees people as a human resource.
The Soft HRM, or Qualitative approach...