STRATEGIC HUMAN RESOURCE MANAGEMENT
August 25, 2021
INTRODUCTION: STRATEGIC HUMAN RESOURCE MANAGEMENT
EXPLORE:
Netflix headquarters unlike that of other technology companies, require no employee identification
badges, has no security checkpoints, and encourages employees to come and go as they please.
Participation in meetings is often virtual, at the discretion of the employee homes, coffee shops or
even employee cars. The CEO himself has no office at the headquarters. Netflix has no policy
regarding vacation or means by which vacation is counted, rather employees decide how much
vacation or other leave to take and when it will be taken. This is a reflection of the company
philosophy of focusing on what people get done rather than the amount of time spent working and
that creativity, which benefits the employer, is often stimulated outside of the workplace and
regular work hours. Similarly, employees have no limits on expense accounts related to travel or
entertainment but rather use their own judgement as part of “acting in Netflix’s best interest.”
Google, an internet products and services provider has developed its HR function, known as
“People Operation” around a “three-thirds” model whereby three different complimentary teams
work to staff the rapidly growing organization, which competes for talent in a very competitive
environment. Approximately one - third of the People Operations team have backgrounds in HR,
including specialized expertise in employment law and compensation and benefits. This group
identifies trends and issues regarding HR, allowing Google to respond in a proactive manner.
Another third have little to or no HR background and were recruited from strategic consulting
firms of from Google operating divisions, such as engineering and sales. This group is embedded
within business units and contributes knowledge and problem-solving skills regarding the macro
perspective of the organization which are incorporated into HR-related programs and solutions.
The final third is a workforce analytics team that consists of individuals who hold advanced
degrees in statistics, finance, and organizational psychology. They determine appropriate metrics
to allow Google to remain competitive in its search for talent, including, appropriate compensation,
interview processes, and factors that relate to employee retention.
Google’s rapid growth rate requires an accelerated rate of professional staff development, and most
of its People Operations staff participate in a yearlong “base camp” training that combines HR
specialists training with an MBA-like program in which participants work on internet consulting
projects aimed at solving business problems.
, MODULE 1: INTRODUCTION TO STRATEGIC HUMAN RESOURCE MANAGEMENT
UNIT 1: INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
A. Human Resource Management Defined
- A strategic and coherent approach to the management of an organization’s most valued assets
- the people working there who individually and collectively contribute to the achievement of
its objectives.
- Set of interrelated policies with an ideological and philosophical underpinning.
Four aspects that constitute the meaningful version of HRM (John Storey 1989)
- A particular constellation of beliefs and assumptions
- A strategic thrust informing decisions about people management
- The central involvement of line managers
- Reliance upon a set of ‘levers’ to shape the employment relationship
B. Origin and Development of Human Resources Management
- One must examine the history of human resource management, to better understand and
effectively manage human resources.
- Today’s perspective has evolved in the 17th century before the start of the industrial age.
- Working arrangement involved close relationships between mentors and apprentices
dedicated to a particular trade.
- Apprentices were often required to live in the shop or home of the master craft person.
- Masters and apprentice shared in good time and bad, in profit and in loss.
- With the advent of the Industrial Age, the notion of work moved from guilds and home
shops to stream - driven factories.
- The introduction of the assembly lines brought a need for low skilled employees capable
of performing repetitive tasks.
- Management philosophy at the turn of the 20 th century was epitomized by Henry Ford
who often wondered why workers brought their head to work when all he really needed
was their hands and feet.
- Assembly line productions required that large numbers of people come together for work.
- Employers’ attentions focused on consumer demands, the speed at which new machines
produced goods and the processes that drove production - concerns that were sometimes
placed well ahead of the needs of employees.
- This phenomenon led to several theories of managing people.
- Adam Smith wrote about the economic advantages of division of labour.
- He proposed that work could be made more efficient through specialization and he
suggested that work should be broken down into simple tasks.
August 25, 2021
INTRODUCTION: STRATEGIC HUMAN RESOURCE MANAGEMENT
EXPLORE:
Netflix headquarters unlike that of other technology companies, require no employee identification
badges, has no security checkpoints, and encourages employees to come and go as they please.
Participation in meetings is often virtual, at the discretion of the employee homes, coffee shops or
even employee cars. The CEO himself has no office at the headquarters. Netflix has no policy
regarding vacation or means by which vacation is counted, rather employees decide how much
vacation or other leave to take and when it will be taken. This is a reflection of the company
philosophy of focusing on what people get done rather than the amount of time spent working and
that creativity, which benefits the employer, is often stimulated outside of the workplace and
regular work hours. Similarly, employees have no limits on expense accounts related to travel or
entertainment but rather use their own judgement as part of “acting in Netflix’s best interest.”
Google, an internet products and services provider has developed its HR function, known as
“People Operation” around a “three-thirds” model whereby three different complimentary teams
work to staff the rapidly growing organization, which competes for talent in a very competitive
environment. Approximately one - third of the People Operations team have backgrounds in HR,
including specialized expertise in employment law and compensation and benefits. This group
identifies trends and issues regarding HR, allowing Google to respond in a proactive manner.
Another third have little to or no HR background and were recruited from strategic consulting
firms of from Google operating divisions, such as engineering and sales. This group is embedded
within business units and contributes knowledge and problem-solving skills regarding the macro
perspective of the organization which are incorporated into HR-related programs and solutions.
The final third is a workforce analytics team that consists of individuals who hold advanced
degrees in statistics, finance, and organizational psychology. They determine appropriate metrics
to allow Google to remain competitive in its search for talent, including, appropriate compensation,
interview processes, and factors that relate to employee retention.
Google’s rapid growth rate requires an accelerated rate of professional staff development, and most
of its People Operations staff participate in a yearlong “base camp” training that combines HR
specialists training with an MBA-like program in which participants work on internet consulting
projects aimed at solving business problems.
, MODULE 1: INTRODUCTION TO STRATEGIC HUMAN RESOURCE MANAGEMENT
UNIT 1: INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
A. Human Resource Management Defined
- A strategic and coherent approach to the management of an organization’s most valued assets
- the people working there who individually and collectively contribute to the achievement of
its objectives.
- Set of interrelated policies with an ideological and philosophical underpinning.
Four aspects that constitute the meaningful version of HRM (John Storey 1989)
- A particular constellation of beliefs and assumptions
- A strategic thrust informing decisions about people management
- The central involvement of line managers
- Reliance upon a set of ‘levers’ to shape the employment relationship
B. Origin and Development of Human Resources Management
- One must examine the history of human resource management, to better understand and
effectively manage human resources.
- Today’s perspective has evolved in the 17th century before the start of the industrial age.
- Working arrangement involved close relationships between mentors and apprentices
dedicated to a particular trade.
- Apprentices were often required to live in the shop or home of the master craft person.
- Masters and apprentice shared in good time and bad, in profit and in loss.
- With the advent of the Industrial Age, the notion of work moved from guilds and home
shops to stream - driven factories.
- The introduction of the assembly lines brought a need for low skilled employees capable
of performing repetitive tasks.
- Management philosophy at the turn of the 20 th century was epitomized by Henry Ford
who often wondered why workers brought their head to work when all he really needed
was their hands and feet.
- Assembly line productions required that large numbers of people come together for work.
- Employers’ attentions focused on consumer demands, the speed at which new machines
produced goods and the processes that drove production - concerns that were sometimes
placed well ahead of the needs of employees.
- This phenomenon led to several theories of managing people.
- Adam Smith wrote about the economic advantages of division of labour.
- He proposed that work could be made more efficient through specialization and he
suggested that work should be broken down into simple tasks.
