Value‐based Human Resource Strategy

Citation

Ingram, H. (2004), "Value‐based Human Resource Strategy", International Journal of Contemporary Hospitality Management, Vol. 16 No. 4, pp. 273-273. https://doi.org/10.1108/09596110410537441

Tony Grundy and Laura Brown contend that human resource strategy is very important for many organizations, but that many HR managers and line managers are unclear as to what it actually looks like. The authors admit that they have not themselves been HR managers, but suggest that an objective and analytical perspective can prevent HR strategy from being half‐implemented and unsuccessful. As academics and consultants, the authors offer the reader a box of tools and techniques with which to plan and implement more carefully.

The first of the four sections looks at HR strategy, with an explanation of the linkages between HR and corporate strategy, using Dyson Appliances as a case study. Subsequently, organizational scenarios are explained using Marks & Spencer as an example. Section 2 considers the HR strategy process and introduces a number of implementation tools. These include performance driver analysis, fishbone analysis, “how‐how” analysis, “attractiveness‐implementation difficulty analysis”, “value and cost driver analyses”, “value‐over‐time curves”, force field analysis, “difficulty‐over‐time curves” and stakeholder analysis. These tools can help to more accurately diagnose problems, analyse them more objectively and to articulate the possible impacts from implementation plans. The authors take a practical view of strategic implementation, suggesting that the tools can help with the project management of HR strategy.

Section 3 addresses strategic issues for people such as culture, succession planning and development, training, team building and strategic thinking. Finally, section 4 is entitled “Putting HR strategy to work”. The focus here is to engender a process of strategic thinking within a team or organization by using internal or external HR consultants. It is the contention of the authors (both consultants) that consultancy can be useful, but the HR manager can act as his or her own strategy consultant. Perhaps existing HR managers might find some tips in this final chapter for setting up their own HR consultants.

In summary, this is a practical book offering a specific methodology to develop HR strategy. This is done using some good case studies which are all UK‐based, but demonstrate how the tools can help analyze and understand HR management more effectively. Perhaps some HR practitioners might be wary of a book produced by academics and consultants, and which they might find difficult to apply without the help of such a consultant. On the other hand, there are some interesting questions and approaches here, which will be of use to reflective practitioners, academics and consultants.