IEU ASSIGNMENT BRIEF

Assignment Front Sheet

Qualification Subject Title

Human Resource Management
IEU S2 Master of Management (MM) Subject Code
1029
Lecturer name Assessor name
Prof. Patrick Khor Prof. Patrick Khor
Admission number Intake (Month / Year) Learner Name
Wyhardes

Task 1
Discuss the role of strategic human resource management in achieving organizational goals.
How can HRM practices be aligned with business strategies to drive competitive advantage?

Introduction
It is possible for an organisation to work well if the management functions within it, such as
planning, organising, motivation, and supervision, operate efficiently, and if the elements that
support it are available and meet the criteria. The availability of adequate human resources is
among the most essential factors that contribute to the successful operation of a business. The
quality of a company's human resources is a significant factor in the company's overall
performance. One of the most significant challenges that leaders must contend with is figuring out
how to boost the job productivity of their employees so that those individuals can contribute to
the successful completion of goals. According to Schermerharn (2003), a good leader or manager is
someone who is able to create conditions in which individuals or groups of people may work hard
and achieve high levels of work production.
One of the most important aspects of an organisation is its Human Resources department.
Organisations are founded on a variety of ideals for the betterment of mankind, regardless of their
shape or purpose, and in the process of carrying out their objectives, these organisations are
controlled and managed by humans. Therefore, the role of humans as a strategic aspect in all
actions conducted by institutions and organisations is essential. In addition, HRM refers to the
process of organising and managing a company's human resources in accordance with the
company's vision in order to ensure that organisational goals are met to the greatest extent
possible. Therefore, Human Resource managerial is also a component of Management Science,
which refers to the managerial functions that are involved in putting processes such as planning,
organising, leading, and controlling into action.

Discussion
SHRM, or strategic human resource management, is an important component in the overall
success of a company in terms of achieving its goals. The process comprises aligning the
organization's human resource practises with its overarching strategic objectives in order to get
the best possible results. This report presents a comprehensive investigation into the role that
Strategic Human Resource Management (SHRM) plays in the accomplishment of organisational
goals. According to Spandita's (2023) Strategic Human Resource Management, the following is
what should be done:
a. According to the Society for Human Resource Management (SHRM), the first step in the
process of talent acquisition and recruiting is the identification of the unique talents and
abilities essential to match with an organization's strategic objectives. Professionals in the field
of human resources have the obligation to conduct proactive searches for individuals who
possess the necessary knowledge, experience, and cultural compatibility to effectively
contribute to the organization's goals and objectives in a meaningful way. It is crucial to put
strategic recruitment practises into place in order to ensure that individuals who possess the
necessary skills and qualifications are assigned to jobs that fit with their abilities and, as a
result, significantly contribute to the attainment of the organization's goals.
b. according to the Society for Human Resource Management's (SHRM) definition, personnel
planning is the process of anticipating the future personnel requirements of an organisation in
conformity with its strategic goals. This includes the ability to anticipate and get ready for any
shifts in the size of the workforce, the essential skill sets, and the desired proficiencies. It is
absolutely essential to put in place effective workforce planning in order to guarantee that the
organisation possesses the necessary human resources in order for it to be able to properly
carry out its strategic goals.
c. The Society for Human Resource Management (SHRM), which promotes an ongoing process
of learning and development, places a strong focus on the significance of employee
development and recognises its value in the workplace. The goal of this strategy is to ensure
that employees have the knowledge and capabilities necessary to effectively contribute to the
organization's overall performance, and it does so by providing them with information and
training. Throughout the course of this endeavour, training, mentorship, and other
professional development activities will play an important role.
d. It is absolutely necessary to incorporate performance management practises and systems into
HRM procedures in order to guarantee that individual and team goals are in accordance with
the overall strategic goals of the company. The improvement of employee comprehension of
the degree to which their individual efforts contribute to the broader goals of the organisation
is facilitated by the deployment of on-going performance evaluations, feedback mechanisms,
and goal-setting procedures.
e. The Society for Human Resource Management (SHRM) guarantees that remuneration and
reward systems are strategically established to successfully motivate and incentivize staff,
thereby cultivating their commitment and dedication to the accomplishment of organisational
objectives. The opportunity exists for compensation packages to include many different
components, such as profit-sharing agreements, bonuses, and other types of incentives that
are directly tied to individual performance and the accomplishment of strategic goals.
f. The association between employee engagement and retention shows that individuals who are
actively involved in their job and content in their work are more likely to demonstrate
dedication towards attaining the goals of the company. This is because individuals who are
actively involved and content in their work are more likely to be engaged in their work. The
Society for Human Resource Management (SHRM) lays its emphasis on the construction of a
conducive work environment, the cultivation of employee involvement, and the adoption of
policies that are targeted at retaining valuable employees inside the business. These are the
three pillars that make up SHRM's three-pronged strategy.
g. Change management is an essential part of the organisational development process,
particularly for businesses that are undergoing strategic transitions. Within this framework,
human resources (HR) take on a pivotal role in properly supervising change processes and
promoting their implementation. The Society for Human Resource Management (SHRM)
 comprises the facilitation of seamless transitions, the effective communication of changes, and
the resolution of employee difficulties in order to minimise interruptions and keep a steady
commitment to strategic objectives. This is done in order to limit disruptions in the workplace
and maintain a steady commitment.
h. According to the Society for Human Resource Management (SHRM), succession planning is
the process of identifying and cultivating potential leaders within the framework of an
organisation. This process takes place during succession planning. It is absolutely vital for an
organisation to put into action a thorough strategy for succession planning in order to
guarantee that it has a pool of competent personnel who have been adequately prepared and
are ready to immediately assume key positions should the need arise. The purpose of this
approach is to prevent any potential holes in leadership and to make the accomplishment of
long-term strategic goals easier.
i. Within the framework of SHRM, data and analytics play an extremely important part in the
evaluation of HR practises and the impact those practises have on business results. Human
resource (HR) professionals utilise key performance indicators (KPIs) and metrics to evaluate
the efficacy of HR policies and to employ data-driven decision-making in order to strengthen
organisational objectives.
j. Due to the importance of maintaining legal compliance, it is vital that the Human Resources
department takes the necessary precautions to guarantee that all Human Resource
Management practises are in accordance with the applicable labour laws and regulations.
Because of the potential for legal repercussions, noncompliance with established regulations
and policies might impede the achievement of organisational goals.

In its purest form, the Society for Human Resource Management (SHRM) is an organisation that is
primarily concerned with the strategic management of an organization's most valuable resource,
specifically its human capital, in order to successfully support and enable the accomplishment of
strategic goals. The major goal is to ensure that the practises that are used for human resources are
not only in agreement with the objectives of the business, but also actively contribute to the
accomplishment of those objectives. As a result, the Society for Human Resource Management
(SHRM) plays an essential part in the achievement of organisational success and the maintenance
of a competitive edge within the modern and ever-changing environment of the corporate world.
According to Waghel (2023), It is of the utmost necessity, in order to cultivate a competitive
advantage, to match the practises of human resource management (HRM) with the overall
business strategy. The incorporation of HR policies and procedures into an organization's overall
strategy has the potential to make a sizeable contribution to the achievement and continued
upkeep of a competitive advantage over the long term. There are many different ways in which
human resource management (HRM) practises can be effectively synced with the strategy of a
firm in order to cultivate a competitive advantage. One of these ways is described below.

a. In order to properly fulfil their function, professionals working in human resources need to
have a comprehensive understanding of the organization's business strategy. This
understanding should include the organization's overarching goals, its specific objectives, and
its competitive positioning within the market. It is absolutely necessary for individuals to
have a complete comprehension of the organization's purpose, vision, and values in order to
align human resources practises with these strategic components. This is the case regardless
of whether or not the individual works for the organisation.
b. The purpose of talent acquisition and recruitment is to accomplish the goal of ensuring that
the process of recruiting is in line with the strategic requirements of the company. This is
accomplished by directing recruitment efforts particularly towards people who already have
the knowledge and capabilities needed to effectively put the company's strategy into action. It
 is of the utmost importance to engage in recruitment practises that not only cater to the
requirements of the present but also take into account the requirements of the future.
c. The process of planning for workforce needs entails the creation of plans that are aligned with
the strategic goals of the organisation. In light of the organization's planned development or
expansion strategies, one ought to give proactive consideration to the possibility of changes in
the organization's talent needs, geographical placements, and personnel requirements for the
position.
d. Employee Development: Allocate resources towards the implementation of training and
development initiatives targeted at providing workers with the necessary knowledge and
skills to effectively contribute to the organization's strategic objectives. These initiatives
should be aimed at giving employees with the necessary knowledge and skills to effectively
contribute to the organization's strategic objectives. Adapt learning activities so that they
successfully target and address particular strategic goals, such as improving leadership
competencies in order to support growth-oriented initiatives.
e. One of the most important aspects of performance management is the way in which
performance evaluation systems are incorporated with strategic goals. Establish specific
performance measures and targets that are in line with the organization's overarching
strategic direction. Maintain a consistent process of performance analysis and critical feedback
within the context of the organisational goals.
f. Compensation and Rewards: Create compensation and reward structures that will effectively
incentivise individuals to actively engage towards the attainment of strategic objectives. It is
important to give some thought to the possibility of including variable compensation,
bonuses, and other incentives that are tied to performance and the results of strategic
endeavours.
g. The promotion of employee engagement and retention requires the cultivation of a workplace
atmosphere that is coherent with the organization's culture and values, which frequently play
an important part in the strategic positioning of the organisation. Employees that are actively
involved in their job and satisfied in it are more likely to support and increase an
organization's competitive advantage because they feel they have a stake in it.
h. The Human Resources (HR) department ought to make a sizable contribution towards the
management of the organisational transformation. During times that are typified by shifts in
strategy or transformations, the Human Resources (HR) department can play a vital role in
developing support systems, giving opportunities for retraining, and allowing effective
communication. The purpose of these steps is to reduce the impact of any disruptions that
may occur and to guarantee that the activities of the organisation continue to be in line with
the overarching strategic goals.
i. Succession planning is the process of identifying and cultivating individuals who have the
potential to acquire leadership roles within an organisation, with the goal of efficiently
furthering the strategic vision of the firm. This is done in order to ensure the continuity of the
company's operations. An efficient succession plan ensures that there will always be a steady
pool of qualified employees who are ready to assume crucial positions. This helps to reduce
the number of leadership vacancies that occur and makes it easier to achieve long-term
strategic goals.
j. The activities of collecting, analysing, and interpreting data for the purposes of forming well-
informed judgements and acquiring new perspectives are all included in the scope of the area
of data and analytics. The application of HR analytics is absolutely necessary in order to
evaluate the effect that human resource management (HRM) practises have on the outcomes
of company activities. Make use of empirical evidence to identify trends, assess the
effectiveness of human resources initiatives, and come up with decisions that are influenced
by data in order to bolster the competitive advantage of the organisation.
k. Legal Compliance It is of the utmost importance to make certain that all practises pertaining
to human resources completely adhere to all of the labour laws and regulations. The failure to
comply with these legal obligations can result in major legal issues, which have the ability to
disrupt business operations and have a detrimental influence on the reputation of the
organisation.
l. The process of continuously evaluating and bettering human resource management practises
is what is meant by "continuous improvement." This is done so that the practises can be
adapted to dynamic business strategies and shifting conditions in the market. Continuous
improvement is an essential business activity that ensures a company will always be aligned
with the position it has in the competitive landscape.

Conclusion
In conclusion, both Spandita (2023) and Waghel (2023) emphasise the significant role that
Strategic Human Resource Management (SHRM) plays in aligning HR practises with an
organization's strategic goals in order to provide a competitive advantage. The arguments
that have been offered by the two authors highlight the significance of HRM in the
accomplishment of organisational goals.
The strategic human resource management (SHRM) method incorporates a number of
different aspects, including talent acquisition, personnel planning, employee
development, performance management, remuneration, employee engagement, change
management, succession planning, data analytics, legal compliance, and ongoing
improvement. When these practises of HRM are properly synchronised with the strategic
direction of an organisation, they generate a workforce that is not only aligned with the
company's goals but also actively contributes to the attainment of those goals. This is
because the workforce is effectively aligned with the company's goals.
In addition, both writers stress the importance of understanding the business strategy of
the organisation, cultivating a culture that supports strategic objectives, and continuously
adapting HR practises to the changing dynamics of the business environment. This
continuous alignment and evolution helps to ensure that the organisation can keep its
competitive advantage in a business landscape that is constantly shifting and becoming
more competitive.

Reference:
Schermenharn, John R. (2003), Manajemen. Edisi Bahasa Indonesia. Penerbit Andi,
Yogyakarta.
.
Waghela. 2023. How do you align your human resource management and development strategy
with your business goals? (2023, September 1). How to Align Your HRM and HRD
Strategy With Your Business Goals. https://www.linkedin.com/advice/3/how-
do-you-align-your-human-resource-management
Task 2:
Introduction
Technology has changed how HR departments connect with employees, store information, and
evaluate performance. Technology improves HR efficiency when used properly. Ineffective use
may hinder human resource management. Human resource management should maximise
benefits and minimise drawbacks.
Discussion
Technological innovation, particularly the integration of HRIS and AI, has changed recruitment,
training, and performance management across numerous disciplines. Sherman (2023) lists several
benefits of HRIS and AI, including:
a. The process of recruiting individuals for employment purposes.
HRIS and AI-driven applicant tracking systems (ATS) automate job listing publication,
resume screening, and interview scheduling, improving recruiting efficiency. This reduces
administrative work and lets HR professionals focus on strategic recruitment. AI-powered
algorithms analyse resumes and applications to find candidates who meet job requirements.
Thus, candidate selection becomes more efficient and accurate, reducing the time it takes to
fill a position and improving the quality of the recruited candidates. Data-driven decision-
making in Human Resource Information Systems (HRIS) helps recruiters assess their sourcing
strategies and make improvements based on data analytics tools. Data insights help HR
professionals choose the best methods for discovering and attracting top talent.
b. The process of acquiring knowledge, skills, and competencies through systematic
instruction and practise.
EHRIS systems often include e-learning platforms, allowing employees to remotely access
training materials and courses. For remote or scattered teams, flexibility helps with
continuous education and improvement.
Personalised Learning Paths: Artificial intelligence algorithms can assess employees' skill
gaps and career goals to offer training modules or courses. Customised strategies boost
training effectiveness.
VR and AR are promising technologies for immersive learning. In industries like healthcare
and manufacturing, where practical training is crucial, VR and AR technologies provide
immersive teaching opportunities that reduce the need for physical resources and improve
safety.
c. Performance management is a systematic approach used by organisations to monitor,
evaluate, and improve the performance of their employees. It involves setting clear
HRIS technology enable digital performance coaching and real-time feedback. Managers and
employees can give and receive feedback more often to foster continuous improvement.
HRIS and AI-driven analytics may help HR professionals and managers identify areas for
improvement, recognise outstanding performers, and make data-driven decisions.
Tools for 360-degree feedback Technology helps gather and analyse input from many people,
allowing for a more complete assessment of an employee's performance and growth areas.
Conclusion
In conclusion, HR information systems (HRIS) and AI have improved recruitment,
training, and performance management. These technological developments have
improved HR operations' efficiency, data-driven decision-making, and user experiences.
As technology advances, HR practises will improve, benefiting both organisations and
employees.
Reference:

Sherman. 2020. How Does Technology Impact HR Practices? (n.d.). Small Business -
Chron.com.

Task 3:

Introduction
Employee involvement in all businesses improves work culture, reduces staff
turnover, boosts productivity, strengthens work-customer interactions, and affects
corporate profitability. This approach increases employee satisfaction and turns them into
champions for the company.
Employee engagement is widely accepted as a key aspect in organisational
operations and profitability. It also helps management understand employee needs and
find ways to boost morale and improve work conditions.

Discussion
We must create a productive and engaged workplace as human resources
professionals. Positive workplace cultures benefit people and boost corporate
performance. This article examines how human resources professionals can create a
positive workplace culture.
According to Sidhart ( 2023) positive workplace culture such follows :
1) The ability to communicate clearly and effectively is of utmost importance.
Effective communication is key to a strong company culture. HR professionals
must freely communicate with employees about company policies and performance
standards. This builds trust and respect between employees and the company.
Human resource professionals can also encourage open communication between
managers and employees to resolve grievances.
2) Cultivating Employee Engagement
Active workers are more productive and committed. Human resources experts
can create a supportive work environment where employees feel valued and
respected. Recognising employee achievements, providing opportunities for
professional and personal growth, and fostering a work-life balance can achieve this.
3) Advocate for the Advancement of Diversity and Inclusion
Diversity and inclusion are key to a positive corporate culture. Human
resources professionals should attract people from all backgrounds to create a diverse
and inclusive workplace. Human resources professionals must also promote
workplace diversity and inclusion. Comprehensive training and policies that promote
equal opportunity for all employees can achieve this.
4) The provision of employee benefits and wellness programmes is essential in the
corporate setting.
Providing staff benefits and wellness initiatives is essential to creating a
 positive workplace culture. Human resources professionals can give health insurance,
retirement plans, and paid time off to show they care about employee welfare.
Wellness initiatives like gym memberships, mental health services, and healthy food
can also help create a physically and mentally fit staff, improving employee happiness
and well-being.
5) The concept of leading by example is a widely recognised and valued principle in
various fields, including leadership and management. This principle emphasises the
need of setting a positive and influential example for others to follow.
As leaders, human resources professionals must model desired behaviours and
values to create a positive workplace culture. Human resources professionals should
model respect, transparency, and good communication for employees. This can help
create a corporate culture that makes employees feel supported and comfortable.

Conclusion
Finally, HRM professionals help create a healthy workplace culture that boosts
productivity and engagement. They can establish a positive organisational culture
through effective communication, staff engagement, diversity and inclusion advocacy,
employee perks, and leading by example. HRM practitioners boost employee well-being
and corporate success by concentrating on these areas.

References

Sidhart. 2023. Creating a Positive Workplace Culture: Strategies for HR Professionals. (n.d.).
Creating a Positive Workplace Culture: Strategies for HR Professionals.
https://www.linkedin.com/pulse/creating-positive-workplace-culture-strategies-hr-
bhattacharya-ph-d
Task 4:

Introduction

Workplace diversity allows organisations to access a wide range of people with various
backgrounds, skills, and competences from numerous ethnicities and areas, improving their talent
pool. This tool helps companies create and implement more effective and profitable strategies by
improving knowledge of clients' needs and motivations. Recognising that marketing and selling
approach products and services differently helps assure customer happiness. Organisational
success depends on diversity policy design and alignment with goals. Business strategy and action
plans are increasingly influenced by varied cultures and ideas as organisations expand and
evolve.

Discussion

Diversity and inclusion refer to an organization's comprehensive procedures, policies,

and tactics to promote cultural and social acceptance and integration of diverse groups in the
workplace. An organisation that values diversity and inclusion will try to have a diverse
workforce that reflects society.
Diversity includes different political views, racial backgrounds, cultural practises, sexual
orientations, religious affiliations, socioeconomic positions, and gender identities. Diversity in
professional settings means a staff with diverse opinions and backgrounds, contributing to a
wider range of insights and experiences.
Inclusion occurs when all members of a heterogeneous group feel valued, respected,
treated fairly, and integrated into their culture. Fostering inclusion in an enterprise means
empowering all employees and recognising their unique skills.
Both diversity and inclusion (D&I) are important. Without inclusion and diversity, a
company may develop a poisonous culture, whereas without diversity and inclusion, it may
stagnate and lack creativity. Organisations are focusing more on diversity, but many fail to
address inclusion. Without intentional inclusivity and diversity efforts, the workforce may feel
dislocated and unsupported. EwGroup (2023).

Conclusion
Diversity and inclusion (D&I) are essential to a forward-thinking, successful
company. Diversity includes a wide diversity of backgrounds, experiences, and opinions
in the workplace, while inclusion ensures that everyone feels appreciated, respected, and
empowered. A healthy workplace culture requires both.

Reference:

EwGroup (2023). https://theewgroup.com/blog/benefits-diversity-inclusion-workplace/.

Diaksess tanggal 8 september 2023.