Human Resource Management as a Strategic Partner Lecturer

HumanResource Management as a Strategic Partner



HumanResource Management as a Strategic Partner


Humanresource management has become one of the most deployed practices inorganizations. In brief definition, this is a function withinorganizations that is designed to maximize employee strategicobjectives (Armstrong, 2008). The primary concern of HR is how peopleare managed, within any given organization keeping focus on systemsand policies. Human resource management can be approached from twodifferent ways. One is that, HR employees can be used to fill sorelythe administrative roles, as they facilitate tasks such as hiring andhandling of new workers (Dias,2012).On the other hand, the employee can become strategic contributors tocompany success through transformation of the HR function into astrategic contributor, and in turn increasing the value of the humancapital to accumulate divergent reasonable advantages. This paperlooks into the historical view of HRM as well as the importance ofmaking it a strategic partner in an organization (Juul Andersen &ampMinbaeva, 2013).

ThesisStatement:Theroleof Human Resource is shifting. Formerly offered as a supportfunction, HR is currently turning to be a ‘strategic partner’ inserving organizations towards goal achievements. ‘Strategicapproach’ to Human Resource refers to the aspect of going beyondthe managerial tasks into thinking more largely and intensely abouthow workers will contribute to an organization’s success.

Backgroundof Human Resource (History)

Inthe 18thcentury, the large factories together with the rapid development of anew industrial approach to work changed the world dramatically.Companies looked for different ways to increase their employeescomfort and satisfaction. These practices continued to be implementedby organizations, and the 20thcentury was marked by a rapid development of human resources throughthe introduction of personal management. The terms human resourcemanagement has been in use for the past 10 to 15 years. Prior tothis, the field was referred as personal administration. Since 1890,the field has continued to undergo evolved into its current magnitudeas well as functions (Becton &amp Schraeder, 2009). Currently, thefield is being impacted by these trends one is diversity of thelabor force, globalization of business as well as technologicalevolution, and finally the third trend is the changing focus on HRMas a strategic function.

HRMconcepts and concerns must be assimilated into the overall aspect ofa company strategic planning in order to cope with the increasingchange, intense competition as well as pressure increased efficiency(Dias,2012).Over the time, the human resource department has undergone numerousevolution to its current state. Different factors have contributed tothe shaping of its scope. Such factors include diversity inworkplaces, technology development, globalization among otherfactors. The current scope of HR is an all inclusive aspect which hasbecome an essential element in the organization’s success. Finally,turning human resource into a strategic has seen an increase in thescope of the department, as well an increase in the roles of humanresource management in organizations.

SignificantOf HR Management Chaning Into A Strategic Partner

Sincethe development and deployment of HR practices in an organization,there has been an initiative to transform the HRM into a morestrategicelementfrom being just an administrative and operational aspect inorganizations. This change has been attributed to offering diversemerits advantages to organizations. One of the significanceassociated with this change is the fact that, through the adoption ofthe HR as a strategic partner, an organizationgains a competitive advantageover other organizations. One of the key concerns with strategichuman resource management is creation of competitive advantagethrough an organization`s workforce (Becton &amp Schraeder, 2009).Making HRM a strategic partner entails employing experienced,dedicated, motivated as well as well trained workers, who in turnincreases the organization’s efficiency and productivity in itsoperations. Moreover, this also helps to enhance product quality aswell as customer experience. Through the strategic HR, organizationsstrive to give employees opportunity to learn and grow in their jobs,and in turn making them top level expertise in their respectivefields (Armstrong, 2008).

Inaddition to the above significance, another important aspect oftransforming HR from being an administrative and operational aspectand turning it into a strategic partner is that is helps in talentdevelopment in human resource, as well as developing and enacting theright metrics and analytics. Moreover, by turning it into strategicpartner, human resource managers in organizations are able tounderstand how human capital management impact business results. Inan organization, the HR department generally implements, andacclimatizes to fit the requirements of any specific business groups(Mello, 2011). On the other hand, the business HR roles set thestrategic tone as well as providing specialized direction andknowledge. Through establishment of a healthy relationship betweenthe two helps develop a deep understanding between organizationspresent HR practices, business strategy and divisional corporatepurposes. This in turn leads to the effective achievement of anorganization goals and objectives and hence becomes a key aspect inmaking the HR management a strategic partner. (Dias,2012)

Additionally,another aspect of HR becoming a strategic partner in an organizationis that, it helps to demonstrate support for thebusiness/organizational strategies through alignment with thestrategies. This puts HR in a healthier position to provide value,which in turn demonstrates credibility. Increase inreliability/credibility leads to augmented trust, which itselfcements the human resource department’s stand as a strategicpartner in any organization (Ramona &amp Anca, 2013). Some of theimportant aspects required of HR as a strategic partner includerecruiting the right employees, which helps to align with theorganization’s corporate values, the recruitment strategy,effective use of information and technology, as well as developing aparticipative culture where HR initiatives fully support the overallorganizational strategic plan (Juul Andersen &amp Minbaeva, 2013).

Finally,with the continued evolution in the Human Resource Management field,the docket is being assigned new roles as well as diverse ones. Thishas in turn led to the changing of the field to be a strategicpartner. The three new roles of HR include becoming a strategicpartner, an employee sponsor, as well as an advocate for change. Thisevolution in the function of HRM has led to the incorporation of theHR, as a strategic partner (Armstrong, 2008). This significance oforganization management changing into strategic partnership is that,the human resource management will be able to develop as well ascontribute to the accomplishment of the organizations, wideobjectives, and wide business plans (Ramona &amp Anca, 2013). Thestrategic partnership influences the human resource services, of work positions such as hiring, reward, recognition, andstrategic pay. Being a strategic partner, HR becomes a changechampion in an organization. In summary, being a strategic partner,the HR helps in performance development, and in enacting appraisalsystems career and&nbspsuccessionplanning and&nbspemployeedevelopment (Dias,2012).


Itis clear that, the role of HR has been recognized as a key elementand a vital asset in the management aspect of the organizations.Since its inception, the HR field has undergone numerous evolutionsto its current state or scope. In addition, the importance ofemployees in its operations has become an integral part. Over thetime, there have been calls to the HR function to become a strategicpartner. Changing from operational and administrative aspect intostrategic partnership has been a positive development in the HRaspects of organizations. Different significances are associated withHRM becomes a strategic partner with organizations. The paper hasidentified different importances of incorporating HR a strategicpartner. It’s evident that, turning HR into a strategic partner inan organization would be a positive aspect in the management of theorganizations. Moreover, it’s evident, this approach comes withother benefits to the organizations as mentioned in the paper.


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Becton,B. J., &amp Schraeder, M. (2009). Strategic human resourcesmanagement. JournalFor

Quality&amp Participation, 31 (4),11-18.

Dias,L.P. (2012). Human resource management. Flatworld Knowledge

JuulAndersen, T., &amp Minbaeva, D. (2013). The Role of Human ResourceManagement in

StrategyMaking.&nbspHumanResource Management,&nbsp52(5), 809-827.

Mello,J. A. (2011). StrategicHuman Resource Management,(3rdEd.). Mason, OH: South-

WesternCengage Learning.

Ramona,T., &amp Anca, Ş. (2013). Human Resource Management – From FunctionTo Strategic

Partner.&nbspAnnalsOf The University Of Oradea, Economic Science Series,&nbsp22(2),631-638.

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