STRATEGIC HUMAN RESOURCE MANAGEMENT

 seek synergy - look for ways in which one practice can support another

practice;

 identify common requirements that can be met by initiatives in different

areas of HR practice, as long as they are deliberately linked - examples

of how this may happen are given in Table 2.5.

Achieving flexibility

Strategic flexibility is about the ability of the firm to respond and adapt to

changes in its competitive environment. Fit is concerned with aligning busi-

ness and HR strategy. it has been argued that these concepts of flexibility and

fit are incompatible: 'fit' implies a fixed relationship between the HR strategy

and business strategy, but the latter has got to be flexible.

Table 2.5 Common elements in HR strategy areas

Overall HR

Strategy

HR Strategy

Resourcing (^) DevelopmentHR^ Reward
Improve
performance
Competence-based
recruiting; assessment
centres
Competence-based
training; development
centres
Competence related pay
Extend skills
base
Identify skills development
needs
of recruits.
Skills analysis; focused
training in identified
needs; accreditation of
skills
Skills-based pay
Provide for
competence and
career
development
Develop competency
frameworks and profiles;
identify competence levels
and potential through
performance management
processes
Use performance
management and
personal development
plans as basis for defining
and meeting learning
needs; establish broad
career development bands
for mapping lateral
development paths;
identify career ladders in
job families defined in
competence terms
Develop broad-banded or
job family structures
defined in competence
terms and which clearly
indicate 'aiming points'
(competence requirements
in different roles within or
outside job family; institute
systems of career
development pay for lateral
progression through bands