The Big Human Resource Strategy

Author(s)

Abhimanyu Verma ,

Download Full PDF Pages: 192-195 | Views: 367 | Downloads: 103 | DOI: 10.5281/zenodo.3445747

Volume 2 - December 2013 (12)

Abstract

The economic roller coaster we’ve ridden over the past 20 years has brought many challenges to Human Resources. Not the least of these has been the struggle to define - and redefine - the relationship between employers and employees. Since the early 90s, employees have evolved from personnel to resources, from costs to assets, from hired hands to associates, from workers to thinkers, from cogs in the industrial machine to cogs in the customer service machine. There can be another, more constructive way for organizations to think about their employees: as consumers of the company’s mission, culture and reward programs. External customers trade with companies based on their perceptions of the value proposition represented by the organizations’ products and services. Similarly, internal consumers (employees) select organizations for the value proposition they offer. People come to work with a mental briefcase full of something employers want: the human capital (skills, talent, knowledge and behaviours) employees own. This intangible asset, combined with other organizational resources, creates value for the enterprise. In return for this currency, employers provide a bundle of enticements to get people in the door, to encourage them to be productive and to discourage them from taking a job across the street.

Keywords

business objectives, employee behaviour, internal consumers, intangible asset, human resources, organisational resources

References

  1. Allan Collins: Winning Big in HR.
  2. Charles W.L. Hill and Gareth R. Jones Strategic Management Theory: An Integrated Approach Houghton Mifflin, 1998.
  3. John Bratton: Strategic Human Resource Management (chapter 2).
  4. Linda Holbecho, Research and Policy Director, Chartered Institute of Personnel & Development (CIPD), UK: Aligning Human Resources and Business Strategy.
  5. Michael Porter: Competitive Strategy Free Press, 1980.
  6. Sumantra Ghoshal and Christopher Bartlett: The Individualized Corporation Harper Business, 1997.
  7. Thomas O. Davenport, Co-Author with Stephen D. Harding, of Manager Redefined: The Competitive Advantage in the middle of your organisation.

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