Strategic HRM in Motion.

The Role of SHRM in Leading Organizational Change.

In today's fast changing world, the organization must function whatever happens. Whether it's a digital transformation, mergers, economic disruptions or changing consumer demands the organizational stability should continue. But change or a transformation is not only about changing processes or the systems. The most important part in a changing situation is People. That is why the SHRM is have a vital role to drive a successful organizational change. 

Why Change Fails and How SHRM makes a different.

Organization change is difficult without any doubts. It requires a clear strategy and a effective leadership to guide the organization to the change. The most difficult part of a change process is changing the mindsets of the people. To convert themselves for the change, it is required to provide reasons for the change and benefits of it. "For most people, change is a lot easier when they understand why changes are occurring"(Lowisz,2024).

When it comes to a fail of a change process, it's mostly happen not because of the technical skills or the processes, it's because of the people. That is where Strategic HRM is needed. SHRM will helps in a situation like this by,

• Aligning HR practices with change goals.
• Building trust by maintaining transparency of the process and the goals. 
• Having clear communication.
• Equipping leaders and teams with change capabilities. 
• Educating the employees about the change management.

SHRM will helps to guide the employees and the organization for a change in a proactive way. SHRM defines change management as “The systematic approach and application of knowledge, tools, and resources to deal with change" (People and Garcia,2023). 

Lewin's Change Theory.

This was introduce by Kurt Lewin in early 1950s. This model contains 3 stages such as Unfreeze, Change and Refreeze.

1. Unfreeze - This is the first step of the process and one of the most important stage of the entire process. It explains about unfreezing the process. To implement this stage, the people in the organization should have their willingness for the change. It requires a clear understanding about the ultimate goal of the change, clear strategy and also, it is important to communicate about the benefits of the change. 

2. Change - This stage is also known as the transition period of the process. It includes applying new processes and introducing new policies to the organization. In this stage, it is important to have involvement of the individuals, careful planning and clear communication. 'This means that upper management should not only communicate the benefits of change to the organization, but they should also involve each and every member in the change process' (People and Gracia,2023).

3. Refreeze - The way of implementing this process will determining how long the changes last throughout the organization. If you are looking for a permanent change, you will have to put practices in place that cement the changes into the minds and behaviors of the organization (Thudium,2023). This could include, contracts, process handbooks and training materials as future references to move forward with the changes.

Kotter's 8 step model of Change.

This model was introduced by John Kotter in 1996. It contains 8 steps which leads for a successful transformation. Those are,

1. Create a Sense of Urgency.
2. Build a Guiding Coalition.
3. Form a Strategic Vision.
4. Communicate the Vision.
5. Empower Action.
6. Generate Short-term wins.
7. Consolidate Gains.
8. Anchor Change Culture. 

Following this process will helps to have smooth transition and also, it helps the employees to have clear understanding about the change process. As it has several steps, following every steps is important for the entire outcome of the change process. The purpose of the model is to provide a structured approach to managing change within an organization (Change Strategies,2023).

When it comes to the banking sectors, Standard Charted Bank is provides a powerful example of how Strategic HRM supports for a successful organizational change. As standard charted is a international bank, it has a diverse customer base. Hence, it faced digital disruptions, regulatory issues and diverse customer approaches. However, with those challenges, Standard Charted Bank embarked on a major transformation journey focusing on becoming a future-ready digital bank. 

References.

• Thudium, T. (2023). Lewin’s change theory. [online] Practical Psychology. Available at: https://practicalpie.com/lewins-change-theory/.
• ‌Juneja, H. (2025). Kurt Lewin’s Change Management Model: The Planned Approach to Organizational Change - Management Study Guide. [online] Management Study Guide. Available at: https://www.managementstudyguide.com/kurt-lewins-change-management-model.htm/.
• Lowisz, S. (2024). Council Post: How HR Can Lead Organizational Change. Forbes. [online] 12 Aug. Available at: https://www.forbes.com/councils/forbeshumanresourcescouncil/2020/07/16/how-hr-can-lead-organizational-change/.
• ‌People, P.M. and Garcia, B. (2023). HR Change Management: Effectively Lead Change As An HR Professional. [online] People Managing People. Available at: https://peoplemanagingpeople.com/hr-strategy/hr-change-management/.
• ‌Emerson, M.S. (2022). 7 Reasons Why Change Management Strategies Fail and How to Avoid Them - Professional & Executive Development | Harvard DCE. [online] Professional & Executive Development | Harvard DCE. Available at: https://professional.dce.harvard.edu/blog/7-reasons-why-change-management-strategies-fail-and-how-to-avoid-them/#What-is-Change-Management-and-Why-Do-We-Need-It.
• ‌Change Strategists (2023). What is the kotter 8-step model and how does it work? [online] Change Strategists. Available at: https://changestrategists.com/what-is-the-kotter-8-step-model-and-how-does-it-work/.
• ‌Juneja, H. (2025). Kotter’s 8 step Model of Change. [online] www.managementstudyguide.com. Available at: https://www.managementstudyguide.com/kotters-8-step-model-of-change.htm/.

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Building a Fair Workplace.

The Role of Diversity, Ethics, and Inclusion in Strategic HRM.

In the modern society, Diversity, Ethics and inclusion have become essential factors of Strategic HRM. With the business expansion across the world, the talents and the cultures have become increasingly diverse. Accordingly, Strategic HRM professionals have identified that DEI is not just a compliance obligation, it is a strategic enabler of innovation, employee engagement and long-term business sustainability. According to the world economic forum study, they have mentioned that the companies which have  DEI metrics have score over 45% of their revenue from innovation (People,2023). 

SHRM is about aligning people management with long term organizational goals. This includes fostering a diverse and inclusive workplace that enable every employees to feel equal, thrive their opportunities and contribute to the work. Strategic HRM embeds these values into policy frameworks, leadership training, and organizational culture (Boxall & Purcell, 2016).  

In my experience, working in a multinational team will lead the team into a more creative problem solving with diverse thoughts. When a diverse team have a supportive leadership, they will feel psychologically safe t contribute, which leads them for a higher productivity and satisfaction. 

SHRM's Role in Embedding DEI.

SHRM includes DEI into the all stages of employee life cycle, starting from recruitment to retention and retirement. Here are some SHRM practices that embedding DEI into an organization,

• Inclusive recruitment strategies such as blind CV screening and having a diverse interview panel.
• Incorporate DEI into performance reviews.
• Hire diverse leaders as a part of a top leadership team.
• Create inclusive support networks by establishing employee resource groups(ERP). ERGs create safe spaces for employees from diverse backgrounds to connect, share experiences and provide support (Expert Panel,2025).
• Establishing DEI metrics, including representation targets and pay equity audits.
• Align DEI with organization's core value, systems and decision making processes. 

In Sri Lankan banking industry, we can see several banks which has a diverse workforce such as HSBC bank and Standard Charted Bank. Not only these banks, with the changes in this modern society, many organizations in Sri Lanka has currently open their doors for the DEI strategy which has made drastic change in their usual work environment in a positive way. However, there are some banks and organizations which maintain their value and culture by not offering space for the DEI strategy as well. 

References.

• Laker, B. (2025). Marriott Didn’t Blink—Why Retaining DEI Values Is A Strategic Advantage. [online] Forbes. Available at: https://www.forbes.com/sites/benjaminlaker/2025/04/24/marriott-didnt-blink-why-retaining-dei-values-is-a-strategic-advantage/.
• McKinsey (2023). Diversity Matters Even more: the Case for Holistic Impact. [online] McKinsey & Company. Available at: https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-matters-even-more-the-case-for-holistic-impact.
• Shrm.org. (2023). Getting DE&I Right: HR Leaders Share Practical Strategies. [online] Available at: https://www.shrm.org/topics-tools/news/inclusion-diversity/getting-dei-right-hr-leaders-share-practical-strategies [Accessed 25 Jul. 2025].
• ‌Expert Panel (2025). 19 Strategies For Embedding DEI Into Every Aspect Of Your Organization. Forbes. [online] 6 Feb. Available at: https://www.forbes.com/councils/forbeshumanresourcescouncil/2025/02/06/19-strategies-for-embedding-dei-into-every-aspect-of-your-organization/.
• ‌Beckham, A. (2025). The Future of DEI: Proven Strategies for Success in a Divisive Era. [online] Business Leadership Today - The resource for leaders working to build and sustain world-class teams and organizations in today’s business environment. Available at: https://businessleadershiptoday.com/dei-best-practices/.
• Francis, A. (2019). Best Fit and Best Practice Approaches in Strategic HRM. [online] MBA Knowledge Base. Available at: https://www.mbaknol.com/human-resource-management/best-fit-and-best-practice-approaches-in-strategic-hrm/.

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Powering Performance.

Driving Performance through Strategic HRM.

With the today's dynamic and the competitive environment, 'Performance' is a critical factor in an organization. To have a good performances, the organization should have to have a strategic approach to managing people. This is where Strategic Human Resource Management becomes a game changer. 

Traditional HR practices focus on compliance, payroll, and policies. But Strategic HRM shifts the focus to aligning people strategies with business goals. "Strategic  HRM  emphasizes  the  strategic alignment  of  HR  policies  with  the  overall  business  strategy,  ensuring  that  human  capital  is effectively utilized to achieve strategic outcomes" (Thomas et al.,2024). SHRM is not about just recruiting and training the employees, It's about ensuring every HR decision contributes to the organization's bottom line and long term sustainability(Boxall & Purcell, 2016).

How SHRM Drives Organizational Performance.

1. Performance Management Systems. - SHRM introduces robust performance management systems that go beyond annual appraisals. These process includes continuous feedback, goal alignment and regular monitoring to ensure individuals keep motivated to achieve their business goals and contribute to the business success. For example, the NDB Bank is following this new performance management process and conducting a continuous performance appraisals to keep their employees motivated and to guide them to achieve their business targets.

2. Setting KPIs aligned with strategy. - Strategic HR defines Key performance indicators for individuals, team and to the departments that are linked directly to the company objectives. This ensures employees know what success looks like and how their work fits into the bigger picture (Becker & Huselid,2006).

3. Employee engagement and motivation - SHRM focuses on creating a culture of engagement through recognition, reward systems and leadership support. Performance is not only about skills, it about motivation. "Motivation is the driving force within an individual that impels them to pursue their goals" (Schiefele, 1991).

4. Training and Capability development. - It is important to invest in learning and development. It ensures that the employees have the skills and knowledge that required to perform their job tasks. "Learning is the process whereby knowledge is created through the transformation of experience” (Kolb, 1984). Many organizations ensure to provide learning and training programs to enhance the knowledge and the skills of their employees. This will provides the organization a competitive benefit. 

5. Talent Management and Succession Planning - Through Strategic HRM process can identify high potential talent early. By offering leadership development programs and providing opportunities to hold leadership tasks will helps the employees to grow themselves as leaders. 

References.

• Armstrong, M. & Taylor, S. (2020). Armstrong's Handbook of Human Resource Management Practice. 15th ed. Kogan Page.

• Becker, B.E. & Huselid, M.A. (2006). Strategic human resources management: Where do we go from here? Journal of Management, 32(6), pp.898–925.

• Science of mind. (2024). Performance Motivation Explained in a Nutshell. [online] Available at: https://scienceofmind.org/what-is-performance-motivation/.

• Mcleod, S. (2025). Kolb’s Learning Styles and Experiential Learning Cycle. [online] Simply Psychology. Available at: https://www.simplypsychology.org/learning-kolb.html.

• Bandhu, D., Mohan, M.M., Nittala, N.A.P., Jadhav, P., Bhadauria, A. and Saxena, K.K. (2024). Theories of motivation: A comprehensive analysis of human behavior drivers. Acta Psychologica, [online] 244(1), pp.1–16. doi:https://doi.org/10.1016/j.actpsy.2024.104177.

• Becker, B.E. and Huselid, M.A. (2006). Strategic Human Resources Management: Where Do We Go from Here? Journal of Management, 32(6), pp.898–925. doi:https://doi.org/10.1177/0149206306293668.

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Redesigning Work

HRM and the future of Work. 

With the rapid technological advancement, the employee expectations regarding their jobs were changed. Apart from technological advancement, due to the global impacts such as COVID-19 pandemic, the nature of work itself is been redefined. In order to ensure the achievement of the organizational goals in a time of crisis, strategic agility is required (Liu, Lee, & Lee, 2020). 

In this transformational period, strategic human resource management has played a pivotal role by redesigning how, where and why people work. Rather than applying this to an organization in one time, SHRM established these practices as a continuous strategic process while ensuring to support adaptability, innovation and resilience in a constantly changing world.

Work design refers to how job roles, tasks and responsibilities are structured. When doing a work design in today, the organization should consider about,

• Flexibility.
• Digital Integration.
• Employee-well being.
• Autonomy and creativity.
• Team collaboration across geographies.

Key trends of Reshaping Work.

1. Remote and Hybrid work.

This work practice was mostly used in IT industry before the pandemic period. But with the COVID-19 pandemic, most of the companies have offered remote work option considering the work flexibility and ensuring the continuous growth of the businesses. It kept business functioning during a global pandemic, thanks to advances in technology that allowed remote working on a scale never seen before (Forbes,2023). However, providing permanent remote work option has both advantages as well as disadvantages. 

Providing remote or hybrid work option has advantages as well as disadvantages. 

Most of the organizations in Sri Lanka has provided these remote work option after the COVID pandemic period which helps to secure many jobs of the employees. This change has make a huge turnover in the educational sector as they have started to provide online classes, e-learning platforms and online examinations. 

2. Generational and Social Change.

With the evaluation of generations, the today's workforce has a drastic change compared to the previous generations. Accordingly we can identify several improvements with their practices and talents with the generation gaps. Each generation has a distinct values, behaviors and expectations shaped by the social, technological and economy context they grew up. Strategic HRM must tailor policies, communication, and development opportunities to address the diverse needs of these groups (CIPD, 2021).

For organizations, Strategic human resource management plays a critical role to understand and interact with these employees who are from different generations to build inclusive, agile and future-ready work places. In a recent interview, SHRM Chief knowledge officer Alex Alenso, outlines three major trends which helps to shape the HRM. "Building resilience through talent solutions that work for the evolving labor market, prioritizing employee wellness and experience, and enabling organizational growth through reinvention and disruption"((SHRM Labs,2025).

Strategic HRM Responses to Generational & Social Change.

1. Flexible work design. - creating work policies that meets diverse life style needs across all the generations like hybrid working, flexi hours etc.

2.  Tailored and Learning development - Providing training programs and learning opportunities based on generational learning styles.

3. Inclusive talent strategies. - Recreate recruitment processes, onboarding and retention that covers a wide demographic.

4. Intergenerational collaboration - Facilitating knowledge transfer opportunities and create mutual respect between older and younger employees by providing mentoring programs. 

These generational gaps are visible in most of the organizations in Sri Lanka. Specially with the culture of Sri Lanka, it is important to respect elders. Hence, the organizations provide mentoring programs which train their employees to respect others and the generational gaps. For example, NDB Bank promotes age diversity through inclusive career development policies and has tailored leadership programs. Their company values emphasize Integrity, dependability, creativity  aligning with evolving social expectations and workforce values (NDB,2025).

3. Technological Disruptions.

In the modern world, technology is a strategic force which driving organizational transformation. With the current technological development, Automation and Artificial Intelligence has directly involves in fundamentally reshaping how businesses operate and how HRM delivers value.

Technological disruptions refers to adoption of digital innovations that significantly alter traditional ways of work. Here are some key technological disruptors,

• Artificial Intelligence and Machine Learning.
• Robotics.
• Cloud computing and remote work platforms.
• People analytics and predictive HR.
• Augmented Reality & Virtual Reality.

These technologies helps to streamline the organizational operation, enhance decision making and enable more agile business models. However, these technologies require Human Resource strategies.

Human resource management helps to shapes digital transformation by focusing on people, performance and adaptability. HR leaders recognize the potential of technology to forge authentic connections and drive business value(Jr, 2025). 

How SHRM Responds to Technological Disruptions.

1. Enhancing employee experience with technology. - For example, self service portals, HR Chatbots and AI-driven career development tools.

2. Workforce plan for the digital age. - SHRM ensures that the organization have right people with right skills and mindsets to thrive in tech-driven environment. This includes reskilling and upskilling initiatives to prepare employees for new roles. 

3. Leveraging HR Analytics for Strategic Insight. - With people analytics, HR can predict attrition by tracking trends of the people performances, contribution and growth. 

Moreover, there are some challenges can be occur with technological disruptions such as,

• Digital inequality.
• Job displacement.
• Critical to maintain privacy & ethics.

Strategic Human Resource Management's Role in Redesigning Work.

SHRM Supports the future of an organizational work by enabling organizations to, 

• Conduct job resigning as a response to automation and digital transformation.
• Implementing flexible work policies.
• Fostering agile and cross functional teams to adapt quickly during a change.
• Integrating inclusion and psychological safety in work systems.
• Develop skill based strategies that match employees to evolving business needs. 

Hackman and Oldham's Job Characteristics Model. 

This model is a framework that business use to design that jobs that facilitates employee motivation(Hackman and Oldham, 1976). This is often used in SHRM to guide effective work design in an organization. It identifies 5 core job dimensions that impacts to the employee motivation and performance.

This model used to redesign work by enhancing employee engagement, retention and innovation. 

References.

• Shrm.org. (2023). The Evolving Landscape of HR: Embracing Innovation and Change. [online] Available at: https://www.shrm.org/labs/resources/the-evolving-landscape-of-hr-embracing-innovation-and-change.
• Elad, B. (2025). AI Job Loss Statistics 2025: Who’s Losing, Who’s Hiring, and What Comes Next. [online] SQ Magazine. Available at: https://sqmagazine.co.uk/ai-job-loss-statistics/.
• Jr, L.C. (2025). The HR Leader’s Unique Opportunity To Embrace Technology Disruption. Forbes. [online] 28 May. Available at: https://www.forbes.com/councils/forbestechcouncil/2025/05/28/technology-as-a-connector-the-hr-leaders-unique-opportunity-to-embrace-disruption/.
• ‌Aspen Institute. (2023). Aspen Principles for Latino Digital Success. [online] Available at: https://www.aspeninstitute.org/publications/aspen-principles-for-latino-digital-success/ [Accessed 25 Jul. 2025].
• Raymond, D. (2023). Top 10 Cons & Disadvantages of Working from Home (WFH). [online] Articles for Project Managers - The Project Management Network. Available at: https://projectmanagers.net/top-10-cons-disadvantages-of-working-from-home-wfh/.
• www.ndbbank.com. (n.d.). About - NDB Bank. [online] Available at: https://www.ndbbank.com/about/overview.
• ‌Done, P. (2024). Council Post: Don’t Forget The Downsides Of Remote Work. Forbes. [online] 12 Aug. Available at: https://www.forbes.com/councils/forbesbusinesscouncil/2022/08/31/dont-forget-the-downsides-of-remote-work/.
• ‌IESE Insight. (2023). Work design: What kind of workforce do you need? [online] Available at: https://www.iese.edu/insight/articles/work-design/.

• Cuofano, G. (2022). Hackman and Oldham’s Job Characteristics Model. [online] FourWeekMBA. Available at: https://fourweekmba.com/job-characteristics-model/.

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Globalization and Technological Advancement.

The Impact of Globalization and Technological Advancement on Strategic HRM.

Most of the organizations on today operates across multiple countries, cultures and regulatory environments. As the companies expand internationally, they encounter diverse workforces that require effective management strategies. Globalization necessitates the development of inclusive HR practices to address cultural differences, language barriers, and varying work ethics (Ijrar,2018). 

There are several key challenges can identify which occurs along with the globalization and technological advancement in SHRM. For examples, Cultural barriers, legal & compliance issues and changes in recruitment processes. 

Impact of Globalization on Strategic Human Resource Management.

The major challenge of globalization in HRM is balancing global standardization with local responsiveness. With globalization, the organizations have open their doors to the employees from different cultures, with different attitudes and practices. Also, the organizations have expand themselves across other countries which have different nations and different practices. As a result, most organizations are facing difficulties with,

• Cultural barriers.
• Unconscious bias.
• Cultural misunderstandings.
• Managing remote and multicultural teams. 
• Compliance with international labor laws and ethics.
• Global talent acquisition. 

In this cases, the human resource team has vital role to straight line the organizational operations by providing,

• Cross-cultural trainings.
• Language support programs.
• Use global HR consultants to manage cross-border issues.
• Leadership development program.

Impact of Technological advancement on Strategic Human Resource Management.

Technological advancement plays a pivotal role in the strategic change management. The SHRM made a noticeable transformation with the rise of Artificial intelligence and the machine learning in talent acquisition and predictive analytics for employee performance assessment (kuey,2024). 

Technology is changing HR in both positive and negative ways, and keeping up with these changes can feel overwhelming. Four leaders share tips for managing the changes (Mark Feffer,2020). Here are some of the most common ways of technological impact to the Human resource management. 

• Digital Recruitment.
• Cloud based HR solutions. 
• Online e-learning platforms.
• Chatbots and virtual assistants.

As a banker who works at Sri Lankan Banking sector, the impacts of globalization and technological advancement is highly visible for the employees who working in this sector. Some of the private sector banks in Sri Lanka such as HSBC is a good example for the globalization as it is an international bank which has a diverse cultural impacts when it comes to globalization. The main branch of HSBC bank is located in USA. However, it has expand their branches in 62 countries including all over the world across five major regions. Accordingly, this can be taken as the best example in banking sector. 

Also, with the current advancement of technology, most of the companies including banks using this in a good way for their human resource practices, such as online recruitments processes, performance monitoring, learning platforms, remote work flexibility and HR analytics. These technological advancement comes with lots of benefits for the organizations which ease their HR and operational works. 

References.

• Feffer, M. (2020). The impact of technology on HR: The good, bad and daunting. [online] SearchHRSoftware. Available at: https://www.techtarget.com/searchhrsoftware/feature/The-impact-of-technology-on-HR-The-good-bad-and-daunting.
• ‌THE IMPACT OF GLOBALIZATION ON STRATEGIC HUMAN RESOURCE MANAGEMENT. (2018). Available at: https://ijrar.org/papers/IJRAR19D5864.pdf.
• Brewster, C., Chung, C. and Sparrow, P. (2016) Globalizing Human Resource Management. 2nd edn. London: Routledge.

• onlinestudy.uclan.ac.uk. (n.d.). How has technology impacted human resource management? [online] Available at: https://onlinestudy.uclan.ac.uk/resources/how-has-technology-impacted-human-resource-management.

• Cascio, W.F. and Montealegre, R. (2016) ‘How technology is changing work and organizations’, Annual Review of Organizational Psychology and Organizational Behavior, 3(1), pp. 349–375.

• Marler, J.H. and Boudreau, J.W. (2017) ‘An evidence-based review of HR Analytics’, The International Journal of Human Resource Management, 28(1), pp. 3–26.

• Stahl, G.K., Björkman, I. and Morris, S. (2012) Handbook of Research in International Human Resource Management. 2nd edn. Cheltenham: Edward Elgar Publishing. 

Strategic Employee Resourcing and Talent Management.

Strategic Employee Resourcing and Talent Management in a competitive world.

Presently, the talent is considered as the key aspect of competitive advantage. Strategic Human Resource management transforms employee resourcing and talent management into long-term, value-creating processes which aligns with company goals and objectives. SHRM focus on building a sustainable talent pool while ensuring a proactive approach to future workforce demand rather than reacting to the vacancies. 

Employee Resourcing.

Employee resourcing is a strategic process of acquiring, deploying and managing an organization's workforce. It follows various processes to ensure that the right people will allocated to do the right job at a right time. Employee resourcing includes recruitment, selection, workforce planning and succession planning. 

Employee resourcing strategies will enables the business to identify and develop competencies of current and future recruitments. Key components of strategic employee resourcing includes, 

1. Workforce analytics to anticipate staffing trends.
2. Employee branding to attract the most suitable applicants.
3. Diversity and inclusion to widen the talent pool.
4. Succession planning to ensure a good leadership continuity.

Talent Management.

Talent Management is a process of identifying, developing and retaining individuals who have potential to drive organizational performance. In fact, in a 2018 McKinsey survey, 99 percent of respondents who reported their company’s talent management was very effective said they outperform their competitors, compared with 56 percent of all other respondents (Mckinsey, 2018). 

There are five main areas can identify in talent management process. 

1. Finding and hiring the right people for the right positions.
2. Learning & Growing.
3. Managing and rewarding performances.
4. Tailoring and employee experience.
5. Optimizing workforce planning and strategy.

According to Mckinsey, the organizations that invest in strong talent management will outperform competitors in profitability and customer satisfaction. This demonstrate that talent, when managed strategically becomes a sustainable source of competitive advantage. 

By embedding employee resourcing and talent management into a broader strategic framework, organizations can ensure the continuity of leadership, will support innovative & digital transformation, will enhance workforce diversity and increase employee retention and engagement. For this process strategic human resource management plays a pivotal role in transforming human capital from a cost center into a competitive advantage. 

References.

• Kapur, R. (2020). (PDF) Strategic Resourcing as Key aspect of Strategic Human Resource Management. [online] ResearchGate. Available at: https://www.researchgate.net/publication/339041958_Strategic_Resourcing_as_Key_aspect_of_Strategic_Human_Resource_Management.
• Armstrong, M. and Taylor, S. (2023) Armstrong’s Handbook of Human Resource Management Practice. 16th edn. London: Kogan Page.

• Mckinsey & Company (2023). What Is Talent Management? [online] McKinsey & Company. Available at: https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-talent-management.
• Boxall, P. and Purcell, J. (2016) Strategy and Human Resource Management. 4th edn. London: Palgrave Macmillan.

• MBA Knowledge Base (2010). Employee Resourcing - Meaning, Objectives and Applications. [online] MBA Knowledge Base. Available at: https://www.mbaknol.com/human-resource-management/employee-resourcing/.

• Chambers, E.G., Foulon, M., Handfield-Jones, H., Hankin, S.M. and Michaels, E.G. III (1998) ‘The war for talent’, The McKinsey Quarterly, (3), pp. 44–57.

• Collings, D.G. and Mellahi, K. (2009) ‘Strategic talent management: A review and research agenda’, Human Resource Management Review, 19(4), pp. 304–313.

• Pfeffer, J. (1998) The Human Equation: Building Profits by Putting People First. Boston: Harvard Business School Press.

Learning, Development and the Future Workforce.

The Role of Learning, Development and Development in the Future workforce. 

With the current technological development and changing demographics, the ability of organizations to learn and adapt has become a key differentiator. With the current industrial development and the market changes, it is important to have continuous learnings to level up the skills and knowledge. 

World Economic Forum estimates that, by 2025, 50% of all employees will need reskilling due to adopting new technology. Five years from now, over two-thirds of skills considered important in today’s job requirements will change (World Economic Forum, 2022). When reskilling the employees, the organization should have to have a clear idea about the current job markets and trends. Also, the organization should focus on how they going to reskill or upskill their employees in order to enhance the performances of the organization. For example, here's the analytic of the enhancement of the job opportunities according to the LinkedIn from 2020 - 2022 (world economic forum,2020).

Accordingly, through strategic human resource management can recognize the needs of this and prioritize the continuous learning and upskilling as strategic imperatives, not just to improve the individual performance, but to enhance the skills of the entire organization. 

Continuous learning will helps the employees to stay updated in their job field and will helps them to be experts. Further, due to the impact of technological advancement, the job market can be totally changed in future.

Theoretical foundation of Learning & Development.

Kolb's Learning Cycle.

This was introduced by David Kolb in 1984. Kolb defined learning as “the process whereby knowledge is created through the transformation of experience” (Kolb,1984). There are 2 parts in Kolb's experimental learning theory. First one is focusing on Four-stage cycle. Kolb believes learners should follow those 4 steps to improve their knowledge and skills. The 2nd part of Kolb's theory is focusing on learning styles.

Kolb's entire theory is focusing on converting experience into knowledge. 

Kolb's 4 stages of Learning.

1. Concrete Experience. 

This is the first step of the Kolbs's learning process. This can be a new experience or a re-imagined experience which was already happened. Kolb believes that the key to the learning is involvement. It is not sufficient for learning or reading about something, to enhance the knowledge it is important to experience it and the learners should actively engage to the situation. 

2. Reflective Observation.

Once the learners have engaging in their concrete experience, the learners can have an idea about their tasks. At this stage, the learners can ask questions related to their experiences and discuss with others. Communication is a key aspect at this stage. 

3. Abstract Conceptualization.

This is the 3rd step of Kolb's learning process. At this stage the learners can draw conclusions with their experience and can get ideas from their previous discussions. In here the learners will move from reflective observation to abstract conceptualization when they begin form conclusions on the situations that they have experienced. 

4. Active Experimentation.

This is the last and the testing stage of the process. In here the learners will return to their tasks and they will apply their newly implemented ideas. They can make predictions, analyze tasks and make plans for the acquired knowledge in future. 

Kolb's Learning Styles.

Kolb has introduced 4 styles in this learning process. They are, Converging, Diverging, Assimilating and accommodating.

1. Diverging.

These kind of people are looking at the situations from a different perspective. They prefer to watch and gather information and use imagination to solve problems. They value emotions and and take an interest in others. People who have diverging learning style have broad cultural interest.

2. Assimilating.

These people require good, clear explanations and a logical concepts rather than a practical opportunity. This learning style is mostly used by employees who are in the science industries. 

3. Converging.

People who have converging learning styles, have the ability to solve problems and will use their learnings to find solutions for practical scenarios. They prefer technical tasks rather than the people behaviors and interpersonal aspects. 

4. Accommodating.

These people use other's analysis and prefer to take practical, experiential approach. They commonly act on 'gut' rather than using logical analysis. This learning style is very common within the general population. 

References.

• Jennings, C. (2013) The 70:20:10 Framework Explained. [Online] Available at: https://charles-jennings.blogspot.com/[Accessed 20 July 2025].

• Kurt, S. (2020). Kolb’s Experiential Learning Theory & Learning Styles. [online] Educational Technology. Available at: https://educationaltechnology.net/kolbs-experiential-learning-theory-learning-styles/.

• Kolb, D.A. (1984) Experiential Learning: Experience as the Source of Learning and Development. Englewood Cliffs, NJ: Prentice Hall.

• Saadia Zahidi and World Economic Forum (2020). Why we need a global reskilling revolution. [online] World Economic Forum. Available at: https://www.weforum.org/stories/2020/01/reskilling-revolution-jobs-future-skills/.

• Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M. (2021) Human Resource Management: Gaining a Competitive Advantage. 12th edn. New York: McGraw-Hill Education.

Introduction to Understanding strategic HRM in a New era.

Introduction.

With the rapid changes of the current business environment, the way organizations manage their human resources takes a special place. With the rise of digital transformation, globalization, technological advancement and shifting workforce dynamics, the traditional role of HRM is no longer sufficient. The Human Resource Management was once a purely an administrative function. However, currently with the rapid changes, it has become a critical strategic partner in achieving organizational success. This movement has given rise to Strategic Human Resource Management (SHRM).

SHRM is a process, which organizations use to manage their employees. Think of it as a bridge connecting human resources and the goals of the company (forbes,2024). Unlike, traditional or administrative HRM, which focuses on operational and short-term employee issues, SHRM is focusing on providing long-term solutions with systematic perspectives. Strategic human resource management aims to achieve a competitive advantage by creating value for employees, shareholders, mid level management and customers. 

Moreover, SHRM enables organizations to foster cultures of innovation, adaptability, and high performance. By embedding HR into the strategic fabric of the business, companies can navigate change more effectively and sustain growth over the long term. Strategic Human Resource Management is focusing on the bigger picture by developing workforce capabilities, fostering leadership, and driving performance over the long term (Boxall and Purcell, 2016).

Here are some key characteristics of SHRM,

• Alignment with business strategy.
• Focus on organizational performance.
• Future-Oriented.
• People as strategic assets.

The process of applying strategic human resource management to an organization.

The process of applying SHRM to an organization includes several steps. 

1. Identify the companies goals & targets. - To apply SHRM to an organization, it is important to have a thorough understanding about the company's objectives, vision and mission. Accordingly, you all need to be articulate both short term and long term plans relevantly. The success of implementing strategic human resource to an organization will depend on how well it links to the company's goals.
2. Conduct a workforce analysis. - This is about identifying the skills of existing employees and check whether they need any further assistance to level up skills. A comprehensive workforce analysis will helps to the company understands where it stands today and what it needs to be improved to achieve future goals.
3. Develop HR policies and practices. - Accordingly the HR of an organization can develop their HR policies and practices to support its strategic objectives. For example, changing the new recruitments and selection processes, establishing the training and developing programs and implementing performance management systems that encourage behaviors aligned with the company's goals.
4. Implement & communicate the strategy. - This is about training managers and employees about the new HR processes. It is important to communicate about the newly implemented processes to everyone within the organization and should ensure that they have a clear understanding on how these practices will contribute to the company's strategic objectives.
5. Monitor & adjust the strategy. - This is the final step of this process and it explains about the importance of monitoring the effectiveness of SHRM strategy and make adjustments needed. For example, the organization can track key performance indicators related to Human resource management activities to check employee engagement turn over rates. This continuous monitoring process will helps the organization to stay agile and responsiveness to changing business needs. 

References.

• Wright, P.M. & McMahan, G.C. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18(2), pp.295-320.
• Schuler, R.S. & Jackson, S.E. (2007). Strategic Human Resource Management. 2nd ed. Oxford: Blackwell Publishing.
• https://www.facebook.com/iedunote (2019). Strategic Human Resource Management (SHRM): Definition, Principles, Objectives, Approaches - iEduNote.com. [online] iEduNote.com. Available at: https://www.iedunote.com/strategic-human-resource-management/ [Accessed 20 Jul. 2025].
• ‌Fechter, J. (2021). What is Strategic Human Resource Management? - HR University. HR University. [online] 18 Dec. Available at: https://hr.university/shrm/strategic-human-resource-management/.
• Boxall, P. & Purcell, J. (2016). Strategy and Human Resource Management. 4th ed. London: Palgrave Macmillan.
• Haan, K. (2024). Strategic Human Resource Management Guide. [online] Forbes. Available at: https://www.forbes.com/advisor/business/strategic-human-resource-management/.
• Ulrich, D. (1997). Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. Boston: Harvard Business School Press.