positions. Mobilisation and a ‘coalition of the willing’ are inevitable. This is where net-
working and lobbying skills are needed most. Before moving to real implementation, it
is important that the focus of SHRM is kept clear and one can see the way it ought to
work.
The implementation of SHRM should be conducted cautiously and in a systematic
manner. It should not be seen as a project with a limited life span. The impression has to
be made from the outset that SHRM is designed to be a way of doing things over the
course of an organisation’s lifetime. Like any other organisational change, preparation
has to be made. These include:
- SHRM manual for guiding the process and referencing sources.
- Companywide sensitisation programmes.
- Mobilisation of resources.
- Time/activity/output schedule.
- Making the key drivers, particularly the senior executives ready.
- Allowing the chief executive to jump start the process to give it momentum.
Keeping a close eye on the implementation process is as important as the preparation
itself. This is the task of the human resource director or manager as a leader of SHRM
in the organisation. The objective of monitoring is to keep the process on track by tak-
ing the right measures including training, coaching, encouragement, continuous com-
munication and mobilisation of more resources. Evaluation of the SHRM may be done
at any time when it is felt that results should have been realised. Usually, the results can
be seen between one and three years later, depending on the nature of the organisation
and the objectives of the SHRM. In many cases, an external consultant is hired to do the
job in the hope that he/she will be fair and objective. Whatever the outcomes of the
evaluation, efforts are made to reinforce the strengths and overcome limitations by turn-
ing them into opportunities.
SHRM in the third world countries
The assessment of strategic human resource management in the third world countries
fundamentally questions the application of Western management theories in the context
of third world countries. If we have the courage to say that they (Western management
theories) are not relevant, are we suggesting that we have different theories? Or we do
not have any? Then how do we manage? Is the managing of affairs in this context effec-
tive? There are no clear answers to these questions as third world countries are not ho-
mogenous either. The degree of relevance SHRM has in these countries depends on the
factors indicated below.
Environmental factors
- Economy – the status of poverty
SHRM requires the support of the countrywide economic environment. Poor countries
particularly those in Sub Saharan Africa are preoccupied with problems of hunger, gen-
eral diseases, HIV AIDS pandemic, water shortages and other basic needs. This situa-
tion even affects strategic management in most organisations because senior managers
who are expected to be drivers are also part of the wider system trying to make ends
meet.