FIGURE 1 Organisational context
Stages Major Players
Three-Stage Process of SHRM Finance
Marketing
ENABLERS/ Operations
DETERRENTS Human Resource Top
Environmental context FOR STAGE 1 o Competencies
Product market Management
o Structural features (including the
Competition Limitations
Labour market Business Strategy Head of HR
Formulation & Change constraints department
Government o Policies and practices
Translation
policies and laws o Cultural factors
Economic o People management issues
situation and HR Strategic Objectives
forecasts
Industry
External HR Department
Stakeholders
HR Strategy
HRM Systems
Policies and practices in
recruitment, performance
management, compensation,
ENABLERS/ training, etc. HR Department +
Implementation DETERRENTS Line managers +
OD interventions
FOR STAGE 2 Employees+
Management of change
Customers
o Restructuring
o Mergers
HR Automation HRIS
HR outsourcing
Evaluation / Review
Evaluation metrics
Goal achievements/
Outcomes
Level of strategic integration HR Department +
Evaluation Constraints Line managers +
ENABLERS/ Efficiency of processes
DETERRENTS Employees +
Competency of the personnel External
FOR STAGE 3
(both HR and non-HR) Stakeholders
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Stages Major Players
FIGURE 2
Enablers/Deterrents for First Stage
ENABLERS/ DETERRENTS
Structural
o Presence/absence of HR
representation
o Organisational policies
related to such
representation
Cultural
o Importance given to HR
issues
o Top management
support
Individual
o Business knowledge of
the HR representative
o HR knowledge of the
HR representative
o Inter-personal
relationship of the HR
representative with the Organisational context
top management team Finance
Contextual factors related to HR Marketing
Operations
Environmental context Human Resource
Product market o Competencies
Formulation &
Competition o Structural features
Translation
Labour market Business Strategy Limitations Top
Government Change constraints Management
policies and laws o Policies and practices (including the
Economic o Cultural factors Head of the HR
situation and HR Strategic Objectives o People management issues Department)
forecasts
Industry
External
HR Strategy HR Department
Stakeholders
HRM Systems HRM Systems
Evaluation /Review
35
Stages Major Players
FIGURE 3
Enablers/Deterrents for Second Stage
Organisational Context
HR Strategy
ENABLERS/ DETERRENTS
Structural
o Organisation of the HR
department
o Organisational policies
related to HR
participation
Cultural
o HR philosophy
o Internal branding of HR
HRM Systems
Operational
Policies and practices in recruitment,
o Flexibility of HRM
performance management,
systems
compensation, training, etc.
o Competency of HR HR Department
Implementation OD interventions
personnel + Line
o Availability of resources Management of change
Managers +
o Execution efficiency o Restructuring
Employees+
o Support of line managers o Mergers
Customers
o Level of HRM HR Automation HRIS
knowledge of line HR outsourcing
managers
o Level of HRM training
to non-HR executives
Environmental
o Employment laws and
regulations
o Labour market
conditions
Evaluation /Review
36
Stages Major Players
FIGURE 4
Enablers/Deterrents for Third Stage
Organisational Context
HRM Systems
ENABLERS/ DETERRENTS
Structural
o Scope of the evaluation and feedback
process
o Level of formalisation of the evaluation
and feedback process
o Proper selection of assessors
o Periodicity of evaluation and feedback
Operational Evaluation / Review
HR Department
o Availability of required data Evaluation metrics
+ Line
o Proper measurement techniques Goal achievements/ Outcomes
Evaluation / managers +
o Required analytical skill Level of strategic integration
Review Employees +
o Technological support for data Constraints External
collection and analysis Efficiency of processes Stakeholders
Behavioural Competency of the personnel
o Purported use of the evaluation results (both HR and non-HR)
o Transparency in the evaluation process
o Perceived and real fairness of the
process
o Extent of implementation of the
suggestions/feedback
o Man-hours spent on evaluation and
feedback
o Importance given to the process
o Incentives for various stakeholders
37
