In a world where businesses struggle to survive economical hardships, the role of human resources has turned from submissive to proactive. The intelligent and effective planning of manpower is now the source of competitive advantage and the simple human resource management concept grows into a more sophisticated concept called strategic human resource management.

An accurate definition of strategic human resource management would describe the concept as a process of bringing together the human resource function with the strategic objectives of the organization as a technique to improve performance and thus overall effectiveness. The idea was launched by the very gurus of human resources more than 30 years ago. Still, it was only recently that it has started to be implemented and turned into a successful tool to reach business goals.

It is well known that a global company that wants to operate successfully needs to correlate its strategies at different levels. And that is a very clear statement of the necessity to link the human resource division with the tactical campaigns of the company. Human resources are not only a tool to turn prospects into actual results but a solution to optimize the final outcomes by employing the most adequate human resources for that particular objective. That is strategic human resource management.

Management is the most amazing technique to organize, supervise, and control the activities of a business. It took some time for human resource management to be implemented in the business world. However, businesses do not function in a static environment but in a rather dynamic one. The success of a business resides in the capacity to adapt its policies and practices to the immediate business conditions that it faces in a competitive environment. And that is why strategic human resource management is a must in today’s business world.

Is strategic human resource management a sequential, logical process which can be planned to the last detail and implemented to work perfectly? Unlike other business processes, strategic human resource management is about people and planning “people” involves not only numerous variables but also an incredible number of unexpected factors, influencing the whole management process. Indeed, human history is highly nonlinear and unpredictable. How can a strategy based on human resources work out perfect?

And that is why organizations need capable, objective, and resourceful managers to deal with strategic human resource management. It is many times the case that the very success of a business strategy is entirely depending on the unique abilities of a HR manager to model human resources in order to reach the strategically established goals. Such great organizers and coordinators must have the capacity to understand the overall strategy with its means and aims. Furthermore, they must see what human resources need and expect in order to achieve those goals. It requires a combination of expertise, psychology, intuition, and a great power to assess the unpredictability of the human mind.

Lesley Adams is a seasoned Human Resources professional with over 20 years experience in the Oil and Gas industry. During my career I have resided and worked in the UK, France and Australia, as well as having the opportunity to visit and work extensively with Leadership teams in the Middle East, South America, East Timor, the USA and Europe.

Lesley Adams is a strategic human resource management specialist and member of Stanford Who\’s Who Business Social Network

Lesley Adams http://lesleyadams.info is a strategic human resource management specialist and member of Stanford Who\’s Who Business Social Network http://www.stanfordwhoswho.com

Author Bio: Lesley Adams is a strategic human resource management specialist and member of Stanford Who\’s Who Business Social Network

Category: Business Management
Keywords: human resource management,hr management,strategic human resource management