STRATEGIC HRM MODEL

Is your company prepared to answer these questions?

If your company cannot answer them, you need working on the HRM model (human resource management)

This model describes an ideal approach, in which the people involved are committed and work together effectively.

How implement this model: STEPS

PREPARATION: Attention must be paid to the involvement of management and the will and capacity of the organization to change. A team must be the responsible for creating the strategic human capital plan. Additional analyses can be carried out regarding current performance to support the following steps with data and facts.

ANALYSIS OF THE CURRENT AND FUTURE ORGANIZATIONAL PROFILE: If you want to develop the second step, you needs  information such as environment; policy; structure; working processes; culture; governance; management; human capital. We need identified those characteristics that are critical factors for success If skills or characteristics are missing from the set, a project to bring about change will be required.

KEY ISSUES FOR HRM

We need to weigh and cluster the critical success factors (the differences between the present and desired organizational profile) and transform them into the key indicators.

Elements = cultural change – human capital reduction – out sourcing and quality of leadership.

ORGANISATION OF HRM

The model requires different points to develop:

A	PROCESSES	Recruitment  and selection – training – compensation and benefits
B	ORGANISATION	Centralization vs. decentralization -  HR governance – management vs. HR responsibility - outsourcing
C	PEOPLE	Employees – management – HR professionals (the role of different actors in the execution of HRM)
D	TECHNOLOGY	Level of automation and the impact of a chosen service delivery model on IT

ACTION PLAN 

This plan not only keeps track of who will complete the different aspects and by when they need to be completed, but also looks at the commitment and willingness of management and HR professionals to priorities the actions required.

IMPLEMENTATION

Some additional details are worked out during this step., further results are achieved, and the plan is evaluated and possibly fine – tuned.

CONCLUSION

This model has high validity because it is based on common sense. However, its potential is not always fully utilized in practice. The application and value of the model depend strongly on the HRM director responsible for implementation and their relationship with management. The strength of the model is increased when the user adds hard data and measurable results to steps, such as expected growth numbers, actual formation, age analysis, diversity, retention and labor market trends.

It is very important to say that this and other model should be the orientation of the strategy of the organization. This objective can be achieved is that they are able to change their company into a sustainable business. This is the first change in mental model we have to do to implement it successfully.

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