Further reading An approach to managing human resources, strategic human resource management supports long-term business goals and outcomes with a strategic framework. It focuses on longer-term resourcing issues within the context of an organisation's goals and the evolving nature of work, and informs other HR strategies, such as reward or performance, determining how they are integrated into the overall business strategy. This factsheet looks at how the concept of strategic HRM has developed since the early s and makes a distinction between strategy and strategic planning.
We speak to to Paul Sparrow, Director of the Centre for Performance-led HR and Professor of International Human Resource Management at Lancaster University Management School about why business partnerships are on the rise, the concept of mutual benefits and the three overaching themes that his research has identified as affecting the outcome of partnering arrangements; risk and capability, governance and sharing knowledge and learning beyond your own organisation.
To discuss this episode on Twitter, use the hashtag cipdpodcasts. The nature of organisations across the globe is changing as they become less insular and form new relationships.
They operate in a changing environment and they need to be more networked and more agile. Business partnerships come in a wide range of guises from outsourcing, joint ventures, multi-agency responses, through to social partnerships among many others but why are we seeing so many more of them?
You actually have very, very complex business arrangements where suppliers might actually have financial stake in the contracts that are being sold and you have to have these sorts of complex arrangements because no one organisation can have all of the technologies, you have to rely on and work with organisations that have got complementary capabilities.
The public might look at that and actually assume that you would have a single coherent delivery of service. Does it really matter if some of it is being done by an NHS Trust or some of it is being done by social services? So we know that some of the more traditional arrangements, certainly joint ventures that these actually are very difficult to always make work.
I think there are some sectors where they have operated around this energy and I can give you a classic example there are such long-term commitments they have to work. That might be something where essentially the two partners have got capabilities which if they are brought together creates an additional capability.
So neither partner would be able to actually move into this business model without actually working with someone who has got some other capabilities that can be joined with theirs to create an additional capability.
And the third one cooperative? So the police forces would be a good example of that. Historically there were attempts to think about merging different police forces and that proved to be very difficult. But the residual requirement was then one of saying however we can still see that if we work together on a voluntary basis and we think about alliances across police forces or across services that might sit behind it, forensic or armed service response, or whatever, we can cooperate but by cooperating both of us will actually either deliver better service or we will be able to improve productivity and make cost savings to apply to new services that we know we have to deliver.
Would it be fair to say that one of the fundamental dangers is that HRs, quite understandably would tend to think about, or think in terms of each organisation rather than the needs and objectives of the partnership as a whole? And again this is one of the differences because with many previous arrangements you could work in a joint venture and you have your needs and requirements and so on.
The challenge now is that increasingly for this collaboration to work someone, or functions somewhere in the organisation have to manage on behalf of the whole network and if you think of you or I as an end customer of these we would expect that.
We assume this takes place but of course it might not. And you might bring to this collaboration your own particular skills and expertise and whatever but there is a need for you to also think about and someone to take responsibility for the whole network.
Has the whole network got the capability to actually really understand this, to really deliver this? How much of your world must your partners understand and what skills must they have to be able to do what they must do inside their company to work with you, and so on. But this requires a very different way of thinking.
One of the common points of tension in business partnerships occurs when one organisation clearly benefits more than the other. Some organisations are better at doing this, they have just learned how to do it. They set up the structures so they learn how to operate the collaboration.
It may not be absolutely because in fact either because there may be a dominant home service, so for example the NHS and Trusts and so on these are huge entities and they might be in some of their service delivery collaborating with voluntary service organisation.
The first is managing risk and capability. Most importantly, and often not thought about, there are risks about the interface.
So there are often also what are basically called interface risks. Now what this is saying to HR of course is that there is actually an important organisation design, an organisation effectiveness agenda here because we can diagnose this.
You can look at your collaboration and you can look at the areas where the organisations join together, you can look at the skill groups that suddenly become much more important to your organisation. You can look at the job design of those skill groups, and so on.
So you can mitigate these risks or you can actually put in strategies to make sure that the risks have really been minimised. The second factor is governance. The model that you choose, be it competitive, complementary or cooperative sets the tone for everything that comes later.
All of the HR issues flow from this starting point. It will condition how easy or not it is to actually make the collaborations work. The way in which you design and write a contract will shape the behaviour of your partner.Short Courses We offer over 60 short courses to help you and your people gain the skills and confidence to support and advise your organisation on a range of issues.
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Aug 14, · Dear All. I have tried to find a simple statement about HR's role as advisor to managers but haven't been able to find one. I have explained on many occasions to managers in my company that I cannot make decisions for them, overrule other managers' decisions or carry out management functions with their direct reports eg performance management.
I've tried the general CIPD . Measuring the impact of your work using business metrics and feedback. Using your HR or L&D expertise to coach and influence business managers on people issues.
Timescales: You’ll be working and planning for the future, thinking months ahead. For example, planning HR or L&D business activity over that time, or managing long .
Strategic human resource management (strategic HRM) is an approach to managing human resources that supports long-term business goals and outcomes with a strategic framework. The approach focuses on longer-term people issues, matching resources to future needs, and macro-concerns about structure, quality, culture, values and commitment.
A SWOT analysis is a planning tool which seeks to identify the strengths, weaknesses, opportunities and threats involved in a project or business. It's a model for matching an organisation's goals, programmes and capacities to the social environment in which it operates.