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PART AStrategic Human Resource Management (SHRM) has evolved from the field of Human Resource Management. Describe SHRM. Compare and contrast it with traditional HRM. Identify the barriers to the development and expansion of SHRM. Wherever possible, provide examples from your work organisation or an organisation with which you are familiar. reference the workPART BReview the practice of HRM in a workplace, or an organization in Trinidad and Tobago. Is Strategic Human Resource Management, as articulated in current HRM literature, practiced in the organization. Share the basis for your assessment. reference the workGive feedback to the word documentANSWER ONE
The practice of human resource management in an organization is designed in a way so that
organizations are able to get the best out of all their employees within the organization.
According to (Reynolds, 2018), Human resources practices are strategic in nature. They
represent a vital guidance system that coordinates with your executive business plan. One
can therefore conclude that human resource practices help form the foundation that supports
the proper management of the human capital within the organization. It is therefore,
important that this capital be managed effectively in order to gain the best results and steer
the organization into the path of success.
Given the basis of strategic human resource management, I would say that based on the
current human resource literature, it is practiced within my organization, Scotiabank. From
human resource literature, strategic human resource management is described as the
alignment of practices, programs and policies with the goals and objectives to help the
organization achieve success (Stewart, 2015). It involves the setting aside of the old mindset
and practices of only focusing on operational issues and now focusing on strategic issues.
The idea behind strategic human resource management is to incorporate the role of human
resource into the decision making and implementation processes within the organization.
Human resource is now seen as a compliment to the organization rather than a single unit
capable of only carrying out certain human resource functions. Human resource now has
more to add to the table and can aid in the development of the organization as they become
familiar with the goals and objectives of the organization and where the organization plans
on heading in the near future. Therefore, one integral part is ensuring that human resource
personnel are have fundamental knowledge as to what type of organization they are in and
what is the organization’s purpose.
At Scotiabank, strategic human resource management is present within the organization.
This can be seen mainly through the onboarding or recruiting process in the organization. I
would say that this falls under the aspect where human resource is acting as a strategic
partner to the organization. This function first starts out with human resource understanding
what kind of business the organization is in, which in this case is the banking industry. Given
that this type of industry is one that has major competitors in the country and is rapidly
evolving, human resource must be aware of the new trends and technological
advancements occurring externally and internally. Also, it is important that human resource
be able to create and develop new systems that would facilitate and support the strategic
positioning and goals of the organization, as well as contribute to the strategic planning and
implementation process.
An example of strategic human resource management is when I was going through the
onboarding process at Scotiabank and integral part of the interview was them asking what
knowledge did I have of banking and why I wanted to work there. Then through the threeweek training process, the human resource department gave many presentations on the
organization starting with the history to current developments within the organization, the
policies involved and the expectations of each employee within the organization. My
colleagues and I were presented with a lot of information about the organization so that
when we started taking up our job positions as tellers we were fully knowledgeable of what
we were expected to do as employees. This allows for employees to become innovative and
develop their skills and talents and to also to attract persons from other competing banks as
the organization is seen as one that fosters growth and development of employees. This
method has shown to be very successful for the organization because Scotiabank has
become one of the biggest organizations worldwide and have become one of the major
competitors’ worldwide within the banking industry. The organization has seen so much
growth that they have even branched off into other aspects of financial investments for
customers such as insurance. Therefore, one can conclude that Scotiabank has
implemented strategic human resource management into their organization and this can be
seen from the results and growth of the organization.
According to Boxall and Purcell (2000), Human Resource Management includes anything
and everything associated with the management of relationships in an organization. In
simpler terms, human resource management can be defined as the function within an
organization which focuses on overall management of employees (e.g. recruitment and
selection, training and development, performance management, rewards and recognition
etc.). In my past place of employment, the human resource function was mainly focused on
the administrative aspects of HR practices. Their main focus was on time and attendance,
recruitment and selection of new employees (to fill any vacancies), performance
management of the existing workforce, few training and developments sessions and
compensation and benefits. While all of these are important aspects, there was not the
presence of strategic human resource management (until October 0f 2019). When the
practices and procedures carried out by the Human Resource Unit were compared to what
Strategic HRM was, it was clear to see that SHRM was not really being practiced for the
majority of the organization’s existence.
Strategic Human Resource Management can be defined in a variety of ways. Salaman et al.
(2005) define strategic human resource management as a distinctive approach to
employment management which seeks to achieve competitive advantage through the
strategic deployment of highly committed and capable workforce using an array of cultural,
structural and personnel techniques. Miles and Snow (1984) defined it as a human resource
system that is tailored to the demands of the business strategy. Jahan (2020) defines SHRM
as the linking of human resources with strategic goals and objectives in order to improve
business performance and develop an organizational culture that fosters innovation,
flexibility and competitive advantage. In simpler terms, strategic human resource
management is the connection between the organization’s goals and its human resources.
Whichever definition you chose, the purpose of strategic human resource management is to
improve the performance of the organization while gaining a competitive advantage over
competitors in the environment that the business operates. As stated earlier, iGovTT (my
past employer) did not practice strategic human resource management. I say this because
when it came to activities such as setting goals and objectives of employees in the various
business units, the tasks assigned were not aligned to the goals and objectives of the
organization. What the organization should have done (and has only recently begun to do)
was to develop the company’s strategic objectives and then develop employees’ goals and
metrics based on these objectives. This would now mean that staff would be assessed
based on activities that directly tied into what the company was trying to achieve. Another
example of the organization not practising SRHM was when it came to the core
competencies of the organization. iGovTT’s core values are Operational Excellence,
Teamwork, Enabling and Service Excellence. But while working at the organization, I
discovered that these are not the competencies that employees (including myself) were
being assessed on. Employees were assessed on Accountability, Integrity, Communication,
Teamwork and Performance. While these are important qualities, iGovTT should have tried
to assess on competencies that they expect their employees to possess and portray as
these qualities are an important part of the organizational culture which can affect the
performance of the business. Going forward, the organization may consider incorporating
these competencies in the assessment of its employees. By doing this, they will be able to
develop the type of culture that they want to have in the company. Thirdly, the human
resource function in iGovTT is only seen as one that deals with the operational issues in the
organization (ensuring that vacant positions are filled, making sure that the organization is
compliant etc.). I think that the focus of the human resource unit should change so that there
are focused on aligning the HR practices with what the organizations strategies are. If the
goal of the organization is to be the leader in technology in the next three years, then the
human resource department should focus on ensuring that they either recruit persons who
are innovative and have cutting edge ideas that will take the company from where it is to
where it wants to be. Or they can look at the organization’s current workforce, identify
employees who they believe can have a greater impact on the organization’s performance
and invest in training and development that will help to enhance the skills that these
employees already possess.
I believe that by following the recommendations suggested, iGovTT will be able to perform
at a higher level and there will be the possibility of an improvement in its business

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