Strategic Management of Human Resources
Section A – Case Study: The Powers of Strengths-Based HR Approaches
Question 1.1
Critically evaluate how you would interpret the ‘strengths based’ approach in SHRM terms and models. Assess what it might say about change in organizational strategy at BAE.
Introduction
The fast-paced advancement and development of today’s generation has provided the necessary changes in all aspects of organizations, thus, needing new approaches and strategies in order to compensate and be able to cope with such changes. In this sense, many approaches and concepts have already been developed and modified in order to suit the continuous development and advancement of organizations, being brought about by the increasing use of the World Wide Web and the simultaneous progress of telecommunications and computer technology. As such, to be able to cope with such advancements, the strengths based approach for Human Resource Management is now said to be a relevant strategy in dealing with changes in an organization.
Analysis
SHRM is defined as the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals In addition, it places a great emphasis on the capacity and the possibility of organizational learning, which involves the learning of a specific organization regarding its environment, performance, objectives, capability, and capacity to learn from the change. The capability being pointed out here is not simply its capability to achieve a given strategy, but it is the capability to develop and redevelop strategy in the first place, and design and oversee the necessary systemic change . Thus, in simple understanding, SHRM involves patterns and ways that would enhance the capacity and capability of organisations for learning, in order to develop strategies that would lead to the change in its system. This gives emphasis on three relevant and related terms, namely, learning, development, and change, which are terms relevant in discussing the strengths based approach. This is because in the said approach, strength is being emphasized to be an individual’s unique capacity for behaving, thinking, and feeling that enables him or her to maximize his or her functioning, development, and performance . Strength then is needed in order for one to participate in the recognition and implementation of strategies in a particular organization, as this would allow one to use his or her full potentials and competencies in making sound decisions and actions in terms of change.
In addition, the literature pointed out five ways on how to achieve strengths based organization, which includes a deep and mature understanding of strengths, building a leadership-based culture, understanding options, recognizing parameters, and becoming patient (The Powers that BAE). Based on these, it can be perceived that such ways can be deemed as relevant strategies in the larger concept of SHRM. This is because such ways can be used in the aim and desire of a particular organization to achieve its objectives in terms of learning, development, and change. Understanding strengths would mean that individuals and the organization in itself would recognize advantages that could be used for their edge as a group. This would then be substantial in maintaining and sustaining a leadership-based culture in the organization, which would involve a number of skills that would be strong points for the firm. Understanding the options and the limitations of the organization would also be relevant, being able to know the extent of the influence and power it has. Most importantly, patience would make the efforts and opportunities of the organization and its employees worthwhile, as they wait for the right time, place, and chance to implement changes in the organization. From this, it can be understood that the strengths based approach is a good organizational strategy, which would allow the entire organization and its employees to recognize the need for changes.
Recommendations & Suggestions
It has been reported that the key terms for the larger concept of SHRM include strategic focus, the need for human resource policies and practices to be consistent with overall business strategy, and the need for individual components of a human resource management package to reinforce each other. Such individual components should specifically emphasize teamwork, flexibility, employee involvement, and organizational commitment . Thus, in this sense, the recommendations for BAE would not only include ways on how to recognize and build on the strengths of individual employees, but to build on the overall strengths of the entire organization as well.
Aside from recommending the continued use, implementation, and utilization of the strengths based approach in the BAE, continued individual employee training and development programmes must also be suggested. Such programmes should be used to ensure and to maintain an appropriate balance between the needs of the organization and the needs of the employees, to maintain and sustain the knowledge and skills that the organization demands of its employees, and to build up an attractive personality portfolio of capability, which will be valued both inside the current organization and by other potential employers . In terms of individual employee learning, development, and change, BAE must therefore assess and evaluate the competent performance of its employee, thus, entailing gathering relevant data and sources regarding their current competencies, skills, and needs. Once their strengths and competencies were already determined, further individual learning and development can be facilitated through coaching, demonstrations, instructions, and group discussions and activities. Another suggestion for BAE is to implement interdepartmental communication and cooperation programmes, which would allow individual members in each department or team know the strengths and weaknesses of other employees, for easy decision-making and task delegation. Lastly, in terms of continuous individual development, BAE can come up with programmes that would establish an effective and efficient organisational culture and values system, which would help support and sustain the motivation employees.
Building individual strengths and competencies would then lead to building up organizational strengths. A relevant recommendation for BAE is to continually employ the strengths based approach in all aspects of the organization in order to maximize and utilize it effectively and efficiently. In relation to the overall use of the strengths based approach, BAE can determine the highest in terms of productivity in the organization and sustain its performance. Afterwards, BAE can do the same in their low-performing departments to ensure the overall improvement of the organization. By determining and sustaining the performance of the organization, it can now be able to target its expansion, which can be a good strategy for obtaining profit and establishment of the reputation of the entire organization in its respective industry. Another useful suggestion is to implement and develop its own Information Technology in order to maintain effective communication within and outside the organization. Thus, this would lead to a much more effective and efficient customer base, which BAE can use for expansion and improvement of products and services. Improvement and development of BAE’s customer base would enable the organization function effectively in terms of its business ventures, as the increase in the number of its customers would allow it to sustain its productivity and operations. This is because the company’s customers serve as the drive for it to remain in its own industry.
Conclusion
It can be perceived that BAE made the right choice in using and implementing the strengths based approach in the company. However, because the company just tried to implement it, they are still reviewing if the approach would be fully integrated in the company. From the discussion, it can be deduced that the strengths based approach implemented in the BAE can be a good addition under the larger concept of Strategic Human Resource Management. This is because similar to the focus of the larger concept, the strengths based approach also aims for the learning, development, and change to happen in any organization. In addition, the strengths based approach can also serve as a tool or means for identifying and recognizing the success and failure of a company’s marketing and business strategy. Thus, similar to other SHRM strategies, the use of the strengths based approach must be carefully analyzed, to be able to know its suitability and appropriateness in the organization.
It had been clearly pointed out that the use and implementation of the strengths based approach aims for visible changes in the organizational strategy of BAE. This had been evident in the case study, as stated, thus, from the perspective of the concepts of SHRM, the strengths based approach had been successful in the implementation of changes in BAE. In addition, similar to the concept of SHRM, the use and implementation of the strengths based approach generates learning, development, and changes in BAE.
Question 1.2
From a Human Resource Development perspective, assess the value of this approach from what you know about learning, development, and change.
Learning and possessing a knowledge of something is one thing but applying the learning is yet another, thus, learning has limited value unless it is put into practice. Therefore, learning can be defined as a relatively permanent change of knowledge, attitude or behavior occurring as a result of formal education or training, or as a result of informal experiences . Development occurs when a gain in experience is effectively combined with the conceptual understanding that can illuminate it, given increased confidence both to act and to perceive how such action relates to its context. It can be seen from the definitions that development indicates movement to an improved situation that for the individual means advancing towards the physical and mental potential one possesses. In many aspects, development indicates growth and movement by the learner rather than learning itself Development can also happen through experience or by learning from mistakes and successes Change, in its simplest sense is the modification or shift from one situation or condition to another. It is usually justified by stability. It is unlikely to be sustained without a consideration of the various emotional, relational and political dynamics that underpin the organization of learning and change within specific organizational contexts . Based on the three terms, it can be perceived that in all three processes, acquiring and gaining knowledge and learning is involved, and these three terms can be clearly integrated in the wider scope of Human Resource Development or HRD. Human Resource Development is defined as the study and practice of increasing the learning capacity of individuals, groups, collectives, and organizations through the development and application of learning-based interventions for the purpose of optimizing human and organizational growth and effectiveness (Wilson 9). Given the definition, it can be understood that it is a process of increasing the learning capacity of employees in an organization, thus, leading to change and development of the entire organization.
Based on the case study, it has been pointed out that the strengths based approach is not only into focusing on the strengths of individuals and the whole organization, but it is also recognizing and addressing the weak areas in terms of performance. With its implementation with the BAE, the use of a strengths based approach aims to increase its business performance. In this sense, it can be distinguished that a strengths based approach would be an appropriate and relevant approach under Human Resource Development. Through using the strengths based approach, the organization and its employees would be able to learn and gather information and knowledge of how they can improve their skills and competencies in the firm, leading to individual and organizational change, and in the end, showing the way towards individual and organizational development and improvement.
Question 1.3
Evaluate the type of skills and roles that and HR Department might need to develop to support such an approach to development.
Different skills and roles are needed by the members of the HR Department in order to support the strength-based approach of BAE. Skills of the HR Department must include a strong leadership skill, the ability to develop people, excellent communication skills, good interpersonal skills, the ability to handle stress effectively, problem-solving skills, and time management skills. In terms of role, the HR Department must also take on a variety of roles that would enable them to perform the different skills required of them. Such roles include becoming leaders, motivators, managers, good listeners, commanders, planners, organizers, and consultants.
Strong leadership ability or skill of the HR Department means that members of the department would have the ability to inspire and empower other employees in the organization. In this sense, having the role of leaders, members of the HR Department must exhibit a participative and consultative leadership style, thus, providing guidance and coaching to the members of the organization. In addition, each member of the HR Department must be armed with skills such as coordination, commitment, and competence. Being able to coordinate effectively to people through efficient communication, embodying the desire to achieve set goals and objectives as a form of commitment, and taking responsibility for the decisions and actions made as a competent and reliable leader are necessary for the job. The ability to develop people means that the members of the HR Department have the commitment in training and developing the rest of the members of the organization, thus, establishing an environment where people can learn from their own tasks and experiences. It has been reported that the ultimate purpose of training is to improve the overall performance of the organization, and may be driven by both the organization itself and its employees. On the other hand, development is a larger concept that encompasses training, which serves to be a component of development. Development then means a long-term and continuous process of regularly assessing and improving the performance of employees
They must also be good communicators, establishing effective and frequent communication for sharing information with the rest of the employees of the organization. Interpersonal skills must also be developed, involving good oral and written communication skills in order to establish clear expectations of members of the organization. Each member of the department must have a positive attitude, has ideas, and always sees a way out and will not give up easily. Thus, strength of character and will are the moral qualities that each HR Department member must have in order to control and motivate his or her functions and make the right choices.
The ability to handle stress is also important for the members of the HR Department, as they are given the role as buffers between the employees of the organization and its consumers or upper management. They must also be good problem solvers, critical on the problems that arise in the accomplishment of their goals and objectives. Lastly, time management skills are important for the members of the HR Department, involving self-discipline and willingness to delegate tasks and implement the strength-based approach.
Section B – Two Questions
Question 3: Prepare a briefing report to a group of general managers on designing and implementing change programmes through the OD (organizational development) framework. Pay particular attention to the advice on what makes for successful change programmes and what typically can act as a barrier to achieving the outcomes from a change programme. You should use case examples to illustrate your report discussion.
Because all individuals are part of an organization, the concepts of Organizational Development would come in handy. This is because change in an organization is inevitable, and is the only event permanent in an organization. Change is brought about by the face-paced happenings and updates in the environment, society, economy, politics, communication, knowledge, and even in human processes. As such, the concepts and processes involved in Organizational Development would be the coping mechanism of any organization, in order to adapt to changes.
Factors to Take Note Off in Designing and Implementing Strategies
Organizational Development (OD) can be defined as a long-range effort planned, systematic, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions, including the usage of behavioral science knowledge to the adaptive development, improvement and reinforcement of such organizational features, such as the strategies, structures, processes, people, and cultures that lead to organizational effectiveness . Its goals include the improvement of organizational performance in terms of efficiency, effectiveness, and health, in assisting organizations in order to manage change, achieve its objectives, and implement its strategies. From the definition of Organizational Development or OD, it can be perceived that this process and all the concepts underlying it would enable a particular organization to meet their objectives and to implement their strategies through the systematic, organized, and planned interventions involved in the process.
A number of factors must be taken note off, placing particular attention to each, in order to ensure the efficacy and effectiveness of the strategies to be used. Factors to be taken note off in an organization include its core elements, such as its environment, resources, history, and strategy
It has been emphasized that many of the demands made upon organizations come from outside or external from the organization itself, thus, it would be important if a particular organization comprehends and appreciates the demands needed to be satisfied. Therefore, it is essential for an organization to be able to determine both its micro and macro environments.
Another major factor to be taken note off before designing and implementing changes is the organization’s resources, including tangible assets, such as human, technologies, and financial assets, and intangible assets, such as the organization’s reputation or image. Resources are also related to the reward system of an organization, which recognizes both the intrinsic and extrinsic needs of the employees.
The third factor to be taken note of is the company’s or organization’s history, as it can be recognized that a certain organization as an entity in itself would have its own sense of history, including the traditions, culture, norms, policies, and its ways on solving crises. Typically, the history of an organization involves the structure, the people and the culture practiced.
Lastly, the fourth major factor to be taken note of is the strategy employed by a particular organization, which describes the process of defining how the resources of an organization can be best positioned for optimal effectiveness of the firm. It also involves the recognition of opportunities in the environment and an awareness of the firm’s strengths and weaknesses
In order to design and implement changes and make sound decisions and actions, in the process of Organizational Development, an organization must be able to use OD interventions and follow the OD Process . The OD Process involves six steps or phases, which can be followed and used for identifying and coping up with the changes in an organization.
- Problem Identification Phase – The first phase, which involves the discovery of a problem or need within the organization that is affecting productivity, morale, attitudes, or combativeness.
- Diagnostic Phase – This involves data acquisition, maybe verbal or numeric. Data gathering can be done through interviews, questionnaires, and observations, and/or through analysis of documents such as manuals, job descriptions, performance evaluations, and operating records. The process of data gathering must be based on the type of organization the firm is categorized in order to appropriately classify collected data.
- Data Feedback and Confrontation Phase – In this phase, the diagnosis of the problem must be reported back to those from whom the data were obtained.
- Solution Phase – This phase involves the analysis of the meaning of the data gathered and matches the appropriate solutions to be taken as a consequence.
- Intervention Phase – This phase determines the strategy, approach, programmed, learning activity, or organized improvement designed to bring about a meaningful improvement in the organization and/or its resources.
- Feedback and Evaluation Phase – The last phase of the OD process involves the evaluation of the results or performance of the used interventions or proposed solutions to the identified problem. If the proposed solution or use of intervention is not successful, the whole process should start again in order to determine the problem to be solved. On the contrary, if the proposed solution or use of intervention is successful, then monitoring and follow-up must be done in order to check the proper functioning and effectiveness of the intervention used.
Designing and Implementing Changes for a Success
In making successful change programmers, particular advices can be made. Primarily, aside from following the OD Process from the first stage up to the last, to be able to design and implement successful changes in an organization, it must be able to generate and clarify its mission and vision statements or its goals. By setting goals, the organization would be able to translate them into functional strategies and objectives at the operational level to yield action and to provide concrete targets and milestones.
Another good advice in designing and implementing changes in an organization is the adoption of new management or leadership styles that would suit the operations of the company. Different and a variety of leadership and management styles are available for managers and supervisors, thus, a manager must be able to choose one or many that would suit the culture of the organization. Aside from recognizing the changes that have to be made in the management and the culture of the organization, another good advice to be given in designing and implementing changes in an organization is to consider the employees or the members. The employees of an organization serve to be the fuel and life to its operations, thus, the design and the implementation of the desired changes in the company must be able to suit and provide solutions to the problems of the employees. In this sense, this would help increase the motivation of the employees and the success of the implementation of changes. An example can be observed with how Richard Branson manages the Virgin Company, wherein he emphasizes that the interaction between his employees and managers is fundamental, and that motivational strategies extend to innovative ideas, for the key to encouraging innovation within the Virgin ranks is to listen to any ideas and to offer feedback. This also involves the rendering respect and building trust with one another, which will be helpful in maintaining effective and efficient communication and interaction among the employees of the Virgin Company. believes that to develop a level of trust with his top managers, he must set the direction and then step back to let them navigate ( 2005).
However, besides good advices, a number of barriers to achieving a successful design and a successful implementation of changes can be recognized. One of the barriers is that the design and implementation of changes and new strategies involves substantial and significant costs. Additional costs for the company would enable it to allocate larger amounts of money, thus, contributing to its additional problems. In this regard, significant allocation and budgeting must be adjusted in order to cope with additional or limited costs. Another barrier is employee retrenchment that may result from cost cutting and other resources adjustment, which affects the morale of employees. Due to cost cutting, an organization may have the option to retrench, relocate or even fire their employees to be able to cope with the needed changes being faced by the company. However, because of such actions, many employees would be threatened, not only in terms of their performance in the company, but in their individual skills and abilities as well. Another barrier to the successful design and implementation of changes is the company’s ability for lower realization. Lower realization means the inability of the company to think about the different problems and solutions that might be implemented. In this regard, low realization of the company entails inaction and passive approach in terms of problems and challenges. The next significant barrier involves the lack of leadership and management skills of managers. This may mean that the leadership and management style of the company’s manager may not fit the corporate culture of the company. Another problem or barrier that can be encountered is the lack of coordination, cooperation, and communication on the part of the employees and the top-management of the company. In this sense, the lack of cooperation and communication would hinder the employees of the company to determine the problems and provide appropriate solutions and answers to the needed changes in the company.
Based on the facts stated above, it can be perceived that the major factors to take note of in an organization, including history, environment, resources, and strategy must be given importance in terms of making sound decisions in a specific organization. However, on the part of Tesco, the leading general merchandising retailer and international grocery in the United Kingdom (2007), it seems that it has made some decisions and actions that have violated the rights and welfare of the environment and its human resources. Tesco faces charges involving its participation in committing violations against the environment and local communities, due to unfair and unethical trading practices. Evidence from the Friends of the Earth shows that the voluntary codes meant to protect suppliers and workers are ineffective, as Tesco still gains in planning permission for new stores that wipe out smaller shops and high streets that are both detrimental to the local economy and its consumers. In addition, the company still generates huge quantities of packaging that ends up in landfill sites through the customers’ bins, thus, largely contributing to pollution (‘ 2004). In this regard, designing and implementing changes through the OD Process and concepts would be essential for Tesco, being able to produce solutions for the benefit of the organization.
Question 5: Human resource development (HRD) strategies are frequently seen as critical to linking successful SHRM and change. Discuss the main features of HRD strategies and evaluate how they can influence organizational change. You should include any relevant limitations of HRD thinking with respect to the question.
In answering this question, two important concepts must be emphasized, namely, Human Resource Development or HRD and Strategic Human Resource Management or SHRM. In definition, Human Resource Development or HRD refers to a set against a background of turbulence and change in organizational life, changes in business environments, work processes and organizational cultures, which drive a need for successful change management strategies. It has a wide range of focuses of interest, such as focuses on the individual, organization, present needs, future challenges, different functions and occupations, and different stakeholder interests (Joy-Matthews et al 5). Thus, in essence, it is practically empowering individuals and groups of individuals to make the most use of their potential and competencies, through formal and informal activities, such as giving them opportunities for utilizing their competencies given challenging situations and learning new skills and information for future applications . The concept of HRM is related to the other concept, SHRM, which is defined as the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals, where its value focuses on achieving a shared objective and a clear relationship with the demands of the respective industry of a specific organisation (qtd. in Brewster et al 6). In addition, SHRM can be distinguished by four main characteristics, namely, the focus on the business strategy of the organization, the responsibility of managers, learning through an employee-centered approach, and an emphasis on workplace learning (Grieves 8). From the definitions in themselves, it can be seen and observed that a strong relationship and bond exists between HRD and SHRM. Primarily, both concepts address changes in the internal environment of an organization, focusing on the welfare and improvement of the whole organization and its underlying elements. Second, both concepts help achieve and attain the objectives or goals of the organization, based on its mission and vision, and the desired changes. Third, both concepts focuses on the development and well-being of human or people resource of an organization, and lastly, both concepts underlie and emphasize the use of activities for human resources that involve the employees’ learning, empowerment, acquisition of new skills, insights, and knowledge, and the improvement of competencies.
Main Features of HRD Strategies
It has been stressed that an HRD strategy or strategies must be able to provide for the extensive and continuous training and development of employees, with cost reduction as its key component. In this way, there would be minimal levels of employee training and development targeted to ensure that specialist expertise is maintained (Wilson 32). In addition, to be able to point out the main features of HRD strategies, three major HRD strategies can be identified, namely, Systematic Training Strategy, Business Orientation, and Continuous Development. These three HRD strategies are useful as they focus on the ways on how an organization would be able to achieve its major goals. In brief description, the Systematic Training Strategy involves HRD strategies that focus on overall training and development in an organization; the Business Orientation involves managerial and performance involvement; and Continuous Development involves individual or self-development and learning. In this sense, it can be understood that in order to achieve the set goals of an organization, different HRD strategies can be employed, depending on the needs and changes the organization need to undergo in order to function better in its respective industry.
From this, the different main features of HRD strategies can be derived from. Human Resource Development strategies:
- Recognize the human resource requirements of the organization – This involves recognition of all the needed resources, both tangible and intangible assets that would propel the operations of the organization.
- Guarantee the strategic position of Human Resource Development within the organization – This means that through using HRD strategies, the organization would be able to address the needed changes, most especially in terms of the development of human resource, the achievement of organizational goals, and the involvement of learning and development activities.
- Create and improve the culture and values of the organization – Improvement and creation of culture and values would mean facilitating effective and efficient communication among the employees of the organization, thus, establishing the culture and values they practice.
- Facilitate the exchange of information to solve problems and make sound decisions – Through effective communication and internal culture, the employees in a specific organization would be able to come up with effective solutions and decisions in order to address different crises.
- Contribute to the scheduling, monitoring and controlling of resources – This involves the proper and appropriate allocation of resources, such as time, labor, and budget to the operations of the organization. Through HRD strategies, the organization would be able to determine their current, needed, and outgoing resources, which play crucial roles in terms of its productivity.
- Create a climate conducive to learning – Because training and development is the main goal of HRD strategies, the organization must be able to encourage a learning-conducive climate to employees and managers alike in order to appropriately support the learning and development programmes to be implemented.
- Identify the needs of the organization for the training and development of employees – HRD strategies would recognize the underlying crises and changes that have to be made in the organization.
- Recognize the particular contributions of training and development to the overall development and improvement of the organization – HRD strategies would in any sense recognise that corporate or organizational training and development would create a framework in which employees can acquire relevant knowledge and skills
- Find out the learning aims, needs and styles of individuals in the organisation – Identifying the needs, styles and aims of employees would help design and implement more personal and suitable training and development programmes.
- Facilitate individual learning through coaching, demonstration, instruction, and group discussions and activities
- Help design, test, and modify learning programmes and sessions
- Devise Human Resource Development policies and implementation plans
- Establish performance management processes that would further enhance and improve the overall performance of the employees and the entire organization
- Help assess and evaluate competent performance
- Aid in establishing and managing effective relationships with colleagues and customers
- Assist in maintaining and improving service and product operations
Evaluation of Main Features of HRD Strategies
From the above-discussed main features of HRD strategies, it can be perceived that the main focus of HRD strategies is for the training and development of employees and managers in the organization, thus, allowing each individual in the organization to improve and enhance his or her capacities, competencies, knowledge, and skills for the overall improvement of the entire company. Several important points from the main features of HRD strategies can be determined in order to summarize and evaluate its influence to organizational changes.
Primarily, the different features of HRD strategies influence organizational changes through communication. This is because in order to facilitate an effective HRD strategy for implementing changes, communication is the most important key. Communication does not only involve interrelationship among employees, but also involves external communication. This influences organizational changes, as new means or tools of communication are now being used in different organization. This is in response to the fast-changing technology and communication in this present generation, as in the use of the World Wide Web and more sophisticated electronic gadgets. Another major influence of the features of HRD strategies to organizational change involves the culture and values of employees. The changing times lead to the changing cultural perceptions of employees in terms of the nature of their job, job satisfaction, rewards, and motivation. In this sense, a specific organization must be able to make amends in coping with the changing culture, attitudes, and values of employees in order to appropriately and effectively satisfy their needs.
The third influence to organization change includes the resources of the organization, both tangible and intangible. Like in any other organization, the company’s resources are related to its capacity and ability to provide rewards to the employees. Because the employees of today’s generation typically know what they want and risk anything to get it, the resources of an organization must be ample enough to provide for them. Thus, in this regard, not only do the company’s resources dictate its position in its industry, but also consciously support the identity, integrity, and freedom of its employees (. In relation to this is the fourth influence to organizational change, which is the company’s goals and objectives it desires to achieve. Changing goals and objectives means changing strategies, changing resources, and changing direction as an organization. Fifth influence to organizational change is the training, development and learning of employees, which supports the change of goals and direction of the organization. Sixth influence is the changing needs of employees, which goes to be related to the resources of the organization. Lastly, the seventh influence to organizational changes includes the operational and the needs of the customers of the company. From such influences, it can be deduced that HRD strategies, along with other factors enable and influence a specific organization to recognize the need, evaluate, and implement changes, depending on its need.
Relevant Limitations of HRD Strategies
One of the limitations of HRD strategies is the diversity of strategic approaches particularly in diversified corporations (Wilson 33). Although diversity would allow managers and employees the chance to choose from available strategic approaches, this would somehow lead to confusion and dilemma. Another setback is the complexity of the strategy formulation process, which inhibits the flow into functional strategy (Wilson 33). This can be encountered if means and lines of communication are not organized and carefully utilized in order to convey the necessary message needed to be dissipated in the organization. Third setback is the evolutionary nature of business strategy, which does not suit the concept of planning, and therefore makes it difficult to target relevant HRM issues . This would also happen if the planning, assessing, and organizing of needed changes would not be thought out carefully and clearly. In this sense, the use of a particular HRD strategy must suit and effectively provide solution to the need of the organization. Last problem is that the absence of articulated business strategies, which hinders clarification of strategic issues In this regard, the relationship between strategies and issues can be clearly observed, thus, emphasizing the fact that strategies serve to provide solutions or answers to issues.
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