Strategic human resource management is a component of human resource management (HRM). Strategic human resource management is a relatively new subject area, which has come out from its mother subject area of human resource management.
About Strategic Human Resource Management
Strategic human resource management is a segment of human resource management. Previously, the concept of strategy was mostly addressed by the human resource management studies in a superficial manner, instead of a purely functional issue, the outcomes of which go down all the way through the company.
Strategic human resource management (SHRM) may be delineated as the association of human resources with strategic aims and targets for the purpose of bettering the performance of a company and growing a culture in the company, which would nurture competitive benefits, flexibleness and creativity.
Strategic human resource management implies the acceptance and engagement of HR (Human Resource) activities as a strategic partner in the designing and application of the strategies of the company with the help of human resource functions like selection, recruitment, training and offering rewards to the employees.
Strategic human resource management concentrates on human resouce plans that have long term goals. It has a number of differences with the conventional human resource management methods. It does not focus on matters related to internal human resources.
The principal objective of strategic human resource management is to enhance the efficiency of the employees through stressing on business hindrances that take place external to human resources.
Principal Characteristics of Strategic Human Resource Management
Following are the principal characteristics of strategic human resource management as per Gratton and Truss:
- There is some type of an express association between the human resource practices and policies and all the strategic goals of the company and the environment of the company
- There is some co-ordination outline associating individual HR interferences in order to make them reciprocally corroborative.
- The majority of the responsibility for handling of human resources is delegated downwards