Strategic Human Resource Management in Practice: …

Strategic Human Resource Management in Practice: Case Studies and Conclusions ? from HRM Strategy to Strategic People Management

Duncan Brown, Wendy Hirsh and Peter Reilly

April 2019

Report 519

In partnership with

Institute for Employment Studies

IES is an independent, apolitical, international centre of research and consultancy in public employment policy and HR management. It works closely with employers in all sectors, government departments, agencies, professional bodies and associations. IES is a focus of knowledge and practical experience in employment and training policy, the operation of labour markets, and HR strategy and management. IES is a not-for-profit organisation.

Chartered Institute of Personnel and Development (CIPD)

The CIPD is the professional body for HR and people development. The not-for-profit organisation champions better work and working lives and has been setting the benchmark for excellence in people and organisation development for more than 100 years. It has 150,000 members across the world, provides thought leadership through independent research on the world of work, and offers professional training and accreditation for those working in HR and learning and development.

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Contents

Fore word............................................................................................................................................. 1

Executive Summary...........................................................................................................................2

Introduction ......................................................................................................................................2 Literature Review .............................................................................................................................2 Case Studies....................................................................................................................................3 Conclusions and Implications ..........................................................................................................3

Policy: Is HRM strategic, what is Strategic People Management today?................................... 4 Purpose ........................................................................................................................................ 5 Practice: Managing the Balance..................................................................................................6 Implications for Future Practice...................................................................................................6 Implications for Future Research.................................................................................................6

1 Introduction ................................................................................................................................8

1.1 Context .................................................................................................................................9 1.2 Approach and Method..........................................................................................................9

1.2.1 Literature Review.............................................................................................................9 1.2.2 Case studies ..................................................................................................................11 1.3 This Report......................................................................................................................... 12

2 Ministry of Housing, Communities and Local Government ............................................... 13

2.1 The Context........................................................................................................................ 13 2.2 The HR/People Management Strategy and Process ........................................................ 14 2.3 The HR/People Management Strategy and Content ........................................................ 14

2.3.1 The Shift in Focus ..........................................................................................................16 2.3.2 The Importance of Leadership.......................................................................................17 2.3.3 Becoming More Strategic and Agile ..............................................................................17 2.4 Implementation and Delivery in Practice...........................................................................18 2.5 Future Developments and Changes ..................................................................................19 2.6 Summary and Conclusions................................................................................................20 2.7 A Final Word ......................................................................................................................21

3 The London School of Economics and Political Science (LSE)........................................ 22

3.1 The Context........................................................................................................................22 3.2 The HR strategy and process............................................................................................22 3.3 The HR strategy and content.............................................................................................25 3.4 Implementation and delivery in practice ............................................................................25 3.5 The future ........................................................................................................................... 27 3.6 Summary and conclusions.................................................................................................27 3.7 A Final Word ......................................................................................................................28

4 Anchor Homes..........................................................................................................................29

4.1 The Context........................................................................................................................29 4.2 The HR strategy and process............................................................................................30 4.3 The HR strategy and content.............................................................................................31 4.4 Implementation and delivery in practice ............................................................................32 4.5 The Future..........................................................................................................................33 4.6 Summary and conclusions.................................................................................................34 4.7 A Final Word ......................................................................................................................34

5 Revolution Bars Group PLC...................................................................................................35

5.1 The Context........................................................................................................................35 5.2 The People Management strategy and process ............................................................... 36 5.3 The People Management strategy and content ................................................................ 36 5.4 Implementation and the Future..........................................................................................38

5.5 Summary and conclusions.................................................................................................39 5.6 A Final Word ......................................................................................................................39

6 Summary, Conclusions, Reflections and Implications ....................................................... 40

6.1 The Challenge .................................................................................................................... 40 6.2 Policy: Is HRM strategic? What is Strategic People Management today? ....................... 43

6.2.1 A three-layered model of strategic people management .............................................. 44 6.2.2 Context is King...............................................................................................................44 6.2.3 Three-fold content ..........................................................................................................46 6.2.4 Capability, Delivery and Metrics ....................................................................................47 6.3 Purpose..............................................................................................................................49 6.4 Strategic People Management in Practice: Managing the Balance.................................. 51 6.4.1 Balancing the plan and the implementation ..................................................................52 6.4.2 Balancing longer-term thinking and short-term action .................................................. 52 6.4.3 Balancing external and internal drivers .........................................................................52 6.4.4 Balancing `best-practice' HR with `best-fit' approaches ................................................ 53 6.4.5 Balancing employer, employee and other stakeholder interests .................................. 53 6.4.6 Balancing central control with local discretion in people management ........................ 54 6.5 Implications for Practitioners and Future Practice............................................................. 54 6.5.1 HR needs to prioritise ....................................................................................................54 6.5.2 Co-create the people management strategy .................................................................55 6.5.3 Involve managers and employees in HR planning, processes and services ............... 55 6.5.4 Define and deliver the structure of HR and its service model....................................... 56 6.5.5 Recognise strategic people management is underpinned by a set of capabilities ....... 56 6.6 Implications for Future Research.......................................................................................58

Appe ndice s:...................................................................................................................................... 61

References..................................................................................................................................... 61 Detailed list of Research Questions ..............................................................................................63 Research Method: Overview of Case Study Interview Guide and Questions .............................. 64 Written information to gather .........................................................................................................65

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