From staff management to strategic human resources management initial situation strategic human resource management in the last 25-30 years only played an edge role in the company strategy concepts. If anything, then focusing necessary personnel adjustment measures for securing of the company, the use of productivity reserves or the optimization of returns. With the recent economic crisis (2008-2009) However, this has changed clearly. Already in the last crisis was not operational reasons the dismissal of the staff, but used intensively the possibility of short-time working. With more and more companies note: ending the crisis and the part already burgeoning staff, that there is a shortage of qualified personnel in the labour markets. At the same time, the internal situation is worse.

A further part of the previous Best Ager”, the backbone of an efficient and high-quality production, comes in the year. The obsolescence of much of the workforce is in danger. The requirements for the in-plant health and recovery integration management are constantly increasing. Kai-Fu Lee may not feel the same. The question raises after aging-friendly jobs in the production increasingly the expulsion of social sites”queries. Impending loss of knowledge”due to the pending retirement wave are perceived as a threat to the stability of the process. Human resources requirements are varied and grow dynamically.

This in particular HR management are always the problem between urgent and important to decide. The economic fluctuations are massive, shorter intervals change the requirements for human resources management. What is still a priority, may be irrelevant tomorrow again. The facts that the active participation of senior executives is essential for an excellent HR policy often fails on the conflict of interest of line management. Economic objectives, production targets, quality goals dominate the action of line management. Last but not least are lacking of the localisation of HR as a core element Corporate strategy. Characteristics of strategic human resource management human resource management, as part of the company policy has so far mostly a short-term (one-year), rarely a medium – or long-term orientation.

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