The strategic role of Human Resource Management (HRM) in the context of the ever-changing world is rather diverse, yet the core goal is to provide value to an organisation. Among HR managers’ functions, there can be recruitment, training, motivation, and so on. At this point, they encounter different challenges such as technology development, organisation restructuring, and quality of human resource management.
As a strategic business partner, HR manager’s role is considered to be reactive, proactive, or mixed. The proactive HR experts employ strategic decision-making in their performance that can be aimed at integrating innovative HRM strategies and collaboration with business partners. The reactive role implies that they meet personnel’s expectations by doing what they are asked and avoiding personal initiative. In particular, this role focuses on line managers and employees. Sometimes both of the mentioned roles can be combined, thus creating the mixed role of HRM.
This assumes a broader understanding of HR managers’ duties and a comprehensive approach to work (Adams 2012). Focusing on an organisation’s long-term perspectives as well as paying attention to all the details, skilled HR professionals can significantly enhance their overall performance. The new role of HR manager also includes promotion of the competitive advantage that can be achieved through accurate and proper analysis of an organisation (Armstrong 2006). As a result, they specify core opportunities and pitfalls along with current benefits and disadvantages faced by an organisation. Furthermore, they identify the way the departments communicate with each other and introduce specific strategies.
As change agents, HR managers develop and implement strategies that are required to initiate change in case it is necessary. Acting as change consultants and change synergists, they are expected to understand the current state of an organisation and identify the extent to which it should be changed (Buller & McEvoy 2012). The appropriate change strategy needs the effective collaboration of all levels of an organisation, including line managers. This teamwork is to be created by HR managers and kept productive until the end of the change processes. Thus, this aspect of HRMs’ role assumes innovativeness and creative thinking.
In the role of regulators, HR specialists control the implementation of HR strategies. The employee issues and challenges are to be observed and maintained by them based on an organisation’s policy and regulations (Ulrich, Brockbank & Johnson 2009). At the same time, it is crucial to balance between adherence to the legislation and employees’ freedom. The latter is especially important as HRMs should advocate for employees’ rights by understanding their needs and concerns.
Along with the roles that were observed above, it is essential to emphasise that HR experts also maintain ethical considerations and gain support and commitment of personnel, thus contributing to the accomplishment of corporate strategy. Considering these roles, it is possible to state that HR managers act as integrative, innovative, and comprehensive elements that shape the internal environment in an organisation.
Speaking of a particular organisation, it is possible to pinpoint Google Corporation and its HR managers. Following the new role that is primarily dictated by the rules of the modern environment, they support the innovative workforce. Google’s HR managers serve as strategic partners as they focus on an in-depth organisation analysis, performance management, and career development. Linking their role to corporate objectives, they integrate various business activities and employees. In effect, they create Google’s innovative culture that implies excellence in innovation.
Adams, A 2012, ‘Mapping a strategic approach to HR leadership’, Strategic HR Review, vol. 11, no. 1, pp. 31-36.
Armstrong, M 2006, A handbook of human resource management practice, Kogan Page, London.
Buller, PF & McEvoy, GM 2012, ‘Strategy, human resource management and performance: sharpening line of sight’, Human Resource Management Review, vol. 22, no. 1, pp. 43-56.
Ulrich, D, Brockbank, W & Johnson, D 2009, ‘The role of strategy architect in strategic HR organisation’, People & Strategy, vol. 32, no. 1, pp. 24-31.