Strategic human resource management

Strategic human resource management (SHRM) is trying to get a competitive advantage and I believe that can be established through people and through investing in their human resource development (HRD). A work environment that supports training and education can change workers attitudes into a positive one and can change the culture of the organization into a more participative one. HRD will work if employees are motivated; they have the interest of the learners, and the support to train the staff with the proper resources. It is difficult to properly implement HRD because each employee learns differently, needs different topics to help them in the workplace, and requires a lot of planning from senior and line managers.
The primary job for line managers is to focus on making their department more productive and efficient. It is hard to motivate them to put the proper resources into HRD because they view training their employees as not part of their job. Through training and education employees will help line managers through new ideas, skills, and general knowledge that they apply on the job. In order to teach things that actually apply to their job HRD needs to be integrated by identifying the needs of the workplace while selecting the learning activities that will help workers learn new skills. If the line managers do not take it seriously and react in a negative way then it could cause difficulty in achieving productivity from HRD. If line managers cannot handle both pressures of their normal responsibilities and HRD then it could help to relieve that pressure through external training facilitators so the employees receive the proper training and assistance in development.
When line managers are required to use HRD and are primarily responsible for the development of their employees it can cause tension between them. As they need to balance being an educator and a leader role which puts even more pressure on meeting target goals and deadlines. Now they have to worry about if their employees are grasping the content, how to facilitate the training programs and other training matters. A lot of companies will only focus on how to make more profit and will seldom use training to their advantage. In recent years there has been a trend for employees to switch jobs multiple times in their life time which makes companies more hesitant to put money and time into their employees. So they try to put more focus on the task at hand instead of trying to find out the capabilities of each employee.
It can take companies years of employment before they want to put time and money into an employee’s training, especially for low-skill jobs. As they see no benefit if majority of the staff will leave the work place due to high turn-over rates. Building a commitment among staff, shaping organizational culture, developing leaders, and anticipating changes (Bratton ; Gold, 2012) is a strategy HRD can use to influence the success of development and the company. It is harder to leave a company when you enjoy what you’re doing and are committed to the same goals. Especially when the company invests into your development and increases your employability it will make staff stay even longer. If staff wants to stay then moral is high and the culture around high moral leads to a more effective and productive work force. When there is more productivity it is easier to develop leadership as you can see who’s best suited for the task both socially and based on work outcomes.