Strategic Human Resource Management plan is a systematic and strategic approach that is adopted in maximizing employee motivation and contribution in meeting organizational goals and objectives. The plan specifies HR department’s programs that it is required to carry over the next few years with the aim of achieving the organizational objectives and mission in a systematic implementation and design. The overall effectiveness of the Strategic HRM Plan largely depends on the commitment of top managers to the new philosophy that people are a critical factor to the success of the organization (Bratton, 2007). It also must ensure that there is a strategic linkage of the HRM programs to the organizational mission and objectives. The line managers must also own the HRM plan. This paper is a Strategic HRM plan that is suitable for family business in the Dry cleaning business sector. Further this business organization is a large corporation in the maturity stage of organizational lifecycle with managers who are the sole proprietors as the main decision makers. Further, the business organization does not have a specified Human Resources department but relies on a paid-for service arrangement with an employment law attorney. As such, this paper is centered on the SWOT model for the analysis of the organization and SMART goal setting when developing the Strategic HRM plan. In suggesting a Strategic HRM plan, this paper reflects on whether the organizational goals adopted by the corporation support its value statements, vision, and mission. This paper further assesses if the organizational structure is developed so as to back the strategic blueprint of the organization, the customer service, cross-department interaction, employee satisfaction and engagement and communication, the apparent gaps in talent, skills and diversity in the organizational leadership team as well as staff and finally identification of further development in the organization.
Strategic HRM plan serves two main purposes which are to give a strategic organizational direction by developing and promoting service-wide standards, policies and good standards to human resources and also serves as a central function that advises other organizational departments on implementing the policies and development of HRM programs. This is done by supporting manpower planning through manpower database development, succession planning and flow analysis and recruitment activities that are involved in appointment and probation and selection procedures. This is further achieved through performance management activities done through performance appraisal, addressing poor performance, career progression and promotion, training and development done through training curricula development, training based on needs and competency development and staff relations activities done through securing the commitment of the staff members, resolving disputes when they arise, addressing grievances and development of organizational culture (Lawler, Cohen & Chang, 1993).
The business organization under review, having been founded in 2001, is devoted to thriving by providing the most customer-centric experience to its clientele and partners. Its organizational culture is developing a small family unit of employees who will serve as partners in the business, thus sharing in the success of the business and helping the business to sustain its core values to be successful. The current organizational structure is flat with three tiers that include owners at the top followed by managers and non-management employees. The mission statement of the business to ensure that customers receive prompt, friendly, courteous and professional service by maintaining a friendly and professional environment for its staff and customers. It also aims at providing fair prices based on quality components of its services and products and to ensure that its customers and staff will be treated with dignity and respect that they deserve. In addition, the business organization thanks all its customers for opportunities to serve them. All this was revealed from a strategic review that was conducted by reviewing the strategic objectives, critical success factors, and direction. The business organization aims at becoming a leading provider of services and products to small businesses through integrity, user-friendly solutions that are scaled to customer needs and being responsible in the environment in which it operates. In addition, the business goals are to be profitable in the long run as it continues to do business now and in the future.
The results show that the organizational objectives that are articulated by the business vision, value, corporate business plans, mission as well as strategic programs are well articulated with a good strategic direction with the service plan providing a future perspective for the growth and progress of the business (Daley, 2006). The critical success factors of the company are also well defined such as customer satisfaction is measurable through the ability of the workers to meet the expectations of the customers. The organizational workers are also well evaluated to ensure that they are treated with dignity and respect as they carry out their duties in the organization and ensuring no mistreatment occurs in the organization. The lean organizational structure that has been adopted within the organization plays an imperative role in contributing to the interaction of organizational workers and their managers so that customers can be served well efficiently (Need, 2006).
References
Bratton, J. (2007). Strategic human resource management. Human Resource Management içinde, Der: John Bratton,-Gold, Jeffrey, London: Palgrave Macmillan, London, 37-71.
Daley, D. M. (2006). Strategic human resource management. Public Personnel Management. Current concerns, future challenges, 5, 120-134.
Lawler, E. E., Cohen, S. G., & Chang, L. (1993). Strategic human resources management. Building the Competitive Workforce. New York: Wiley, 31, 59.
Need, W. C. D. H. P. (2006). Human resource management: Gaining a competitive advantage.
