STRATEGIC HUMAN RESOURCE MANAGEMENT

Overall HR

Strategy

HR Strategy

Resourcing (^) DevelopmentHR^ Reward
Provide for
employability
Develop a positive
psychological contract
based on an undertaking
to identify and develop
transferable skills; provide
scope for job enlargement/
enrichment and
opportunities to move into
new roles
Identify skills development
needs through personal
development planning;
institute programmes for
developing transferable
skills
Develop broad- banded/job
family structures that
identify competence levels
for roles or job families and
provide a basis for
identifying learning needs
Increase
commitment
Analyse characteristics
of committed employees;
use sophisticated
selection methods to
identify candidates who
have these characteristics
and are likely to be
committed to the
organization; define and
communicate
organizational core values
On the basis of the
analysis.of the
characteristics of
committed employees,
provide learning
experiences that enhance
understanding and
acceptance of
organizational core values
and encourage value-
driven behaviour
Reinforce value- driven
behaviour by providing
rewards that are based on
evidence that core values
are being upheld
Increase
motivation
Analyses characteristics of
well-motivated employees
and structure selection
interviews to obtain
evidence of how well-
motivated candidates are
likely to be
Provide learning
opportunities that reinforce
characteristics of well-
motivated employees and
offer non-financial rewards
Use performance
management processes as
a basis for providing non-
financial rewards related to
opportunities for
development and growth
The main components of the flexibility strategy could be to:
 develop HR systems that can be adapted flexibly;
 develop a human capital pool with a broad range of skills;
 select people who have the ability to train and adapt;
 promote behavioural flexibility by, for example, training to extend