HR Policy and Business Strategy
HR Policy and Business Strategy
HR Policy and Business Strategy
Many organizations consider employees and people are the most important
asset to the company. However, the policies, procedures and managerial
practices they deploy are contradicting to that view. This will have tremendous
impact on employees’ commitment to organization and subsequently
influence their motivation, productivity and performance in the organization.
Therefore, understanding people management is important for an
organization to accomplish its mission, vision and goal. Effective human
resource management and implementation that aligns both employee and
business needs is critical in achieving high performance organization. For
example, one of key pillar of Siemen’s business strategy how the organization
manages, develops and motivates its employees. Siemen believes people are
like innovation and technology, which is an important source of company
competitive advantage (Siemen, The Times 100, 2007).
Today’s dynamic and complex business environment signifies the need for an
organization to constantly evaluate their environment both internal and
external for challenges and opportunities, so that they can stay relevant with
competitive business strategy for sustainable growth (Ramlall 2003). This is
especially important when an organization is going through stage of defining
(or redefining) its strategic business needs. Business strategy is a plan of
action designed to achieve competitive advantage in market position (product,
price or technical leadership, margin/profitability, contraction or expansion
etc.) that allows it to deliver superior value to customers and achieve superior
relationships with suppliers and distributors. All these can only be achieved
through an effective management of people. Today, practically all business
issues involved people and all human resource issues impact on business
(Walker, JW. 1994). Figure 1 showed the linking strategic business needs and
strategic HRM activities (Schuler 1992) while Table 1 showed deployment of
different HR strategies (policies & practices) with different business strategies.
There are different HR strategy models that have been proposed (Figure 3).
The choice of HR strategy model is determined by variations in organizational
form (size, structure, age of the organization), competitive edge and the
stability of labor markets (Thompson and McHugh 2002). Effective HR
strategy has to be consistent with an organization’s competitive strategy. For
example, it is not wise to adopt Porterian cost-leadership strategy (Appendix
C) with an HR strategy grounded in either resource-based or control-based
model. Therefore, it’s again support the importance of linking business
strategy with HRM policies in ensuring business performance.
Figure 3 Human Resource Strategy Models (Bratton, J. 2003)
Staffing is an important HR process that helps the company to recruit the right
person with the right capability to the do the right work. This is important to
ensure the success of the business (Walker JW. 1994). For example, in line
with Air Asia corporate strategy, which is focus on innovation, Air Asia has
overhauled its HR policies and practices that has resulted in fast turnover and
became a profitable organization (Howell 2009). Air Asia looks for people who
are fun and innovative. To attract the enthusiastic and innovative staff, Air
Asia hires without prejudice against race and sex and take advantage on
labour markets. Air Asia recruits female pilot crew and taps on the talent pool
make up of female pilot. All the new staff in Air Asia are being constantly
encouraged to unleash their creativity in different ways through the
organization’s HR policies, procedures and communication platforms. Also,
Air Asia practices open office concept to ensure all the staff have the
opportunities to contact with each other. This enhances innovative thinking
and promotes ideas creation. On the other hand, Google has different hiring
policy where Google looks for those who believe in teamwork (Schmidt and
Varian, 2005) and work-life balance. Microsoft emphasizes on intelligence and
smartness as key criteria for new staff recruitment (Stross 1996) while
Southwest Airlines hires for attitudes rather than skills (Pate and Beaumont
2006). All these are aligned with each organization’s different business
objectives.
For Minnesota Mining and Manufacturing Co. (3M), the HR policy involves
recruiting high-quality individuals at the entry level. As such, 3M attracts fresh
graduates and grooms new recruits to grow quickly within the organization.
With this HR policy and practices in place, 3M trains and develops a
workforce that is not only committed to the company but also high-performing,
which is aligned with company’s vision and value i.e. to satisfy customers with
superior service, quality and value (3M Company Brief 2010).
To stay competitive in the airlines industry, Air Asia knows the important to
retain and manage its pool of talent, which is rare, difficult to imitate and costly
to substitute (Barney & Wright 1998). Therefore, Air Asia practices promote
from within and encourage professional growth within the company so that the
staff is pleased, productive and always stay ahead the business competitors.
Staff at all designations in Air Asia are given training and development
opportunities to help them grow and ultimately benefits Air Asia when they
become confident and competent in their role in growing the airline (Howell
2009).
With increased global competition and rapid change arise from new
technology and new competitor that shortened product life cycle, the ability for
a company to change and adapt quickly is critical. Recently, the challenges
face due to patent expiration and competition from generic drugs has caused
Pfizer focusing on managing the external environment. Pfizer changed the HR
hiring policy by implementing "just in time" approach i.e. hire only the talent as
it needs it so that Pfizer can respond immediately to market changes. Before
this, Pfizer used to plan for next 10 years and develop talent from within for
which it believed it would need (Marquez 2007). This strategic talent
management to develop employee based on competencies is in line with
business strategy of Pfizer in responding to external business change.
On the other hand, according to InQpharm Staff Survey 2010, there are 50
percent of the staff are in opinion that company does not have proper system
to respond to the changes in external environment and job description was
not updated to reflect the changing need of business conditions. As InQpharm
is fairly young organization, many underlying problems and operations issues
have arisen due to its fast growing rate. In addition, there are some
unforeseen circumstances on regulation and deregulation that might affect
company’s operations. Therefore, it is crucial for InQpharm to employ the right
people to implement appropriate system to handle change effectively.
On the other hand, Chen 2009 has recently highlighted the HR implication in
upcoming de-globalization environment. According to Chen 2009, de-
globalization would bring about an uncertain business environment (customer,
supplier, product, competition and technology uncertainties) and causing
shortage of workforce, especially the skilled employees. Therefore,
organizational agility is imperative to deal with this uncertainty, which
demands strategic flexibility and organizational learning ability. A continuous
rethinking of current business strategic actions, organization structure, nature
of uncertainties in business environment is needed to support organization
change and adaptation. Concurrent with the HR activities that promote the
new strategies, an organization would be able to compete in de-globalization
environment. Figure 4 shows the implications for HR policies and practices in
promoting agile organization.
Figure 4 implications for HR policies and practices in promoting agile
organization in facing de-globalization business environment (Chen 2009)
There are a few researchers questioned about the logical and linear
relationship between organization business strategy and HRM strategy and
policies (Monks & McMackin 2001). According to Legge 1995, aligning
business strategy and HR strategy is not logic as managerial behaviour could
be uncoordinated, fragmented and ad hoc. The interpretations and
implementations of HR practice that dominate traditional business
arrangements may be unfavorable to achieve a coherent and sound HR
system. There are political aspects on highly competitive strategic decision-
making process where managers tend to compete fiercely for resources,
status and power (Purcel 1989). Therefore, due to this management milieu,
strategies could cause changes in power relationships among managers that
might affect effective business strategies implementation (Mintzberg et al
1998).
Also, one strategic decision and action might at the same time undermine
another strategic goal. For example, during recession, company strategy is to
downsize and improve profitability. In this case, if HR strategy is fitting
business strategy, it will lay off non-core employee and might create the
feeling of insecurity and low morale among employees in the company. This
then would not improve profitability as the low morale cause low performance
and low output eventually.
4. Conclusion