The Different Functions of Strategic Human Resource Management Free Essay Example, 1250 words

Moreover, strategic HRM benefits the organization as it contributes to the accomplishment of goal, supports and allows implementing of business strategies, creates and maintains a competitive advantage and improves innovation potential of the organization. In addition, SHRM enhances the number of real strategic options within the organization. The Society for Human Resource Management (20008) recognizes SHRM in its the impact on the strategic direction of the organization and that it improves cooperation between numerous line managers and the HRM department (HR’s Evolving Role in Organizations and Its Impact on Business Strategy, 2008). The main functions of HR, the recruitment, training and development of employees, support the organization’s business strategy through human capital and ensure the organization in building, developing and maintaining its workforce. Addressing critical business issues through Strategic Human Resource Management The most critical human resource issues are connected with the decision making (Walsh, Sturman & Longstreet, 2010). There are a number of such challenges that make HR strategic implementation difficult. They are connected with the specific characteristics that differ HR from other resources in the organization. This is the human performance, which is difficult to predict, therefore it is up to the HRM to lead specific improvement in order to make the positive impact on organizational ending results (Millmore, 2007). We will write a custom essay sample on The Different Functions of Strategic Human Resource Management or any topic specifically for you Only $17.96 $11.86/pageorder now According to Millmore (2007), strategic HRM is concerned with an organizations human capital, which is its experience, skills and abilities. In addition, only HR policies and practices serve the development of human capital within certain organization. However, here the main challenge is in ability to select the appropriate cost-efficient approach that would assist employees in their ability to perform better. The challenge is also in the ability of HR decision makers to transform human capital into such capabilities that would be the most valuable, unique and difficult to imitate by others, which will represent the competitive advantage of the particular organization (Salaman, Storey & Billsberry, 2006). The issue with HR policies and practices is usually a concern of how to select the appropriate set of rules and approaches for better accomplishment of organizational goals. These resources are also shaped by such conditions as intellectual and ski ll-based prowess of workforce that is utilized by the organization, creating a competitive advantage for it through exemplary set of employees’ attributes (Salaman, Storey & Billsberry, 2006).