Strategic human resource management

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The strategic human resource management is a partial function of human resource management . Strategic personnel management forms the interface between personnel management and strategic management or corporate strategy . For strategic personnel management, terms such as “strategic human resource management” or “strategic human capital management” are used synonymously.

Interest in strategic human resource management increased in the 1980s. Authors such as Dave Ulrich, Schuler and Jackson called for human resource management to be increasingly geared towards company strategy instead of concentrating on administrative processes. In line with the generally accepted consensus that HR work should be strategically aligned, the contribution of the HR function to the development and implementation of corporate strategy remains small in many companies . The HR function cannot make the required substantial contribution to the company's success by reducing the costs of HR work. The proportion of the costs of the personnel function in the company is too low for this. The value contribution of the HR function can only be significant if the effectiveness of the company's employees is increased. This can increase the personnel function by consistently aligning the skills and competencies of the employees with the needs of the corporate strategy. By aligning human capital with corporate strategy, HR work has a much greater leverage to increase its own value contribution.

definition

Different authors place different emphases in the definition of strategic human resource management. Ridder defines strategic human resource management as follows: “Strategic human resource management is generally understood to be a frame of reference that closely links human resource management tasks to the company's strategic goals. The aim is to make an independent contribution to the establishment or expansion of competitive advantages. ”Scholz also emphasizes that, in contrast to operational personnel management, strategic personnel management does not focus on the effectiveness of individual employees, but on the effectiveness of the entire human capital :“ Strategic Personnel management relates to the entire company and is directly related to the company's potential for success. It abstracts from individual employees and positions. "

Schuler, on the other hand, emphasizes the coordination of the individual activities within personnel management in order to achieve a strategic orientation of personnel work: “Strategic human resources management is largely about integration and adaptation. Its concern is to ensure that: 1) human resources (HR) management is fully integrated with the strategy and the strategic needs of the firm; 2) HR policies cohere both across policy areas and across hierarchies; and 3) HR practices are adjusted, accepted, and used by line managers and employees as part of their everyday work. "

Content

The task of strategic personnel management, to create the interface between personnel management and corporate strategy , is made more difficult by the fact that many companies have a diffuse understanding of their own strategy and the company-specific understanding of personnel management. Many of those involved are unclear to what extent the company will adopt a strategy based on the market-based approach e.g. B. According to Michael Porter , to what extent a resource-based approach to strategy development is pursued. In personnel management, too, there are very different views of how actively or passively employees should be involved in strategy development. The "soft HRM" or "Harvard approach" advocates greater consideration of the interests and roles of employees in strategy development, while the "hard HRM" or "Michigan approach" advocates the employees as passively implementing the strategy treated.

In order to be able to successfully combine HR management with corporate strategy, four questions must be answered:

  1. What human capital is required to implement the corporate strategy?
  2. How does the company's human resources management develop the necessary instruments, processes and structures with which the human capital required for the implementation of the corporate strategy is provided?
  3. How is the company's personnel function organized in order to be able to map the necessary instruments, processes and structures?
  4. How actively is the company's human capital involved in developing the corporate strategy?

Individual evidence

  1. ^ Ridder, H .: Personalwirtschaftslehre . 2nd Edition. Kohlhammer, Stuttgart 2007.
  2. CAS Strategic Human Capital Management and HR Controlling. (No longer available online.) ZHAW Zurich University of Applied Sciences, archived from the original on January 30, 2017 ; accessed on January 30, 2017 . Info: The archive link was inserted automatically and has not yet been checked. Please check the original and archive link according to the instructions and then remove this notice. @1@ 2Template: Webachiv / IABot / weiterbildung.zhaw.ch
  3. Ulrich, D: Human Resource Champions: The next agenda for adding value and delivering results. Harvard Business School Press, Boston 1997.
  4. Schuler, R .; Jackson, S: Organizational strategy and organization level as determinants of human resource management practices . In: Human Resource Planning . tape 10 , no. 2 , 1987, pp. 125-142 .
  5. Kienbaum Management Consultants: HR 4 HR Professionalization of HR functions through competence development and more attractive careers . Berlin 2014 ( kienbaum.com [PDF]).
  6. Baier, M. et al .: Human resource management as a profession 2017 Strategic position, performance and transformation of the human resource function. Federal Association of Personnel Managers, 2017, accessed on August 24, 2017 .
  7. Lebrenz, C .: Three levers of productivity design - segmentation of human capital promises the greatest effect . In: Personnel Management . tape 04 2017 , 2017, p. 16-21 .
  8. ^ Ridder, H: Personalwirtschaftslehre . 2nd Edition. Kohlhammer, Stuttgart, p. 83 .
  9. Scholz, C .: Personnel Management: Information-Oriented and Behavioral Basics. 6th edition. Vahlen, Munich 2013, p. 90 .
  10. Schuler, RS: Linking the people with the strategic needs of the business. In: Organizational Dynamics . tape 21 , no. 1 , 1992, p. 18-32 .
  11. Lebrenz, C .: Strategy and Personnel Management: Concepts and Instruments for Implementation in the Company. SpringerGabler, Wiesbaden 2017, p. 28 ( springer.com ).
  12. Ortlieb, Renate: Theoretical Foundations of Human Resource Management . In: B. Werkmann-Karcher, J. Rietiker (Ed.): Applied Psychology for Human Resource Management . Springer-Verlag, Berlin / Heidelberg 2010, p. 14th ff .
  13. Lebrenz, C: Strategy and personnel management: concepts and instruments for implementation in the company. SpringerGabler, Wiesbaden 2017, p. 35 ( springer.com ).