Introduction
Companies with a huge number of employees from different countries and cultures have decided to use the latest developer of strategic HR management. It helps to improve team relations, eliminate conflicts between departments, and develop a common company culture (Collings et al., 2021). The London ClubHouse will add a value of popularity among ambitious workers if it adopts strategic HR management. Working with any of the departments consists in resolving conflicts, analysing the latest achievements, and dealing with employee dissatisfaction.
Services
After the interview and acceptance for training, the service continues to work, adapting the new employee and answering his questions. This service also develops team values and a cultural code (Choi, B., Ravichandran, T. and O’Connor, G.C., 2019). According to Jiang and Messersmith (2018), “HRM systems are intended to benefit employees” (p. 8). This second service is aimed at satisfying the needs of employees; it works for them.
Internal and External Factors
Employees think that the renovations will affect their wages negatively, as the company’s budget will not be directed towards employee satisfaction. They often believe that the interests of managers do not overlap with their concerns. Workers consider that no one will take into account their career achievements during the repair; they need to prove that this is not the case. Beginners do not know the rules of the company and cannot talk about the process with colleagues (Boon et al., 2017). In social networks, all conditions should be created for leaving feedback or asking for any information (Al-Ayed, 2019). However, due to the renovation, there is a danger of losing some customers.
Preliminary HR Requirements: Basic Structure
The proposed scheme looks simplified, but its whole meaning is in the lower part. Managers who communicate directly with employees will not be in a hierarchical structure, which will improve the well-being of employees and relieve them of irritability (Sareen, 2018). Instructions will also be given not directly, but through the secretary (Wilkinson, 2019). The secretary in this scheme takes only the place of a transmitter of important information.
Preliminary HR Requirements: Recruitment
In the case of skipping the fifth stage or one of the stages, there is a significant risk of losing an employee a few months after hiring (Wright and Ulrich, 2017). The measures described will “Enable managers to recognize and initiate employment measures that will make the workplace experience a more pleasant one for workers, and hence weakening the employees’ intents to leave” (Fahim, 2018, p. 37). The fifth stage is considered the most vital, as it consolidates the position of a new employee.
Conclusion
As part of the proposed program, employees and their managers will work through conflict situations and growing dissatisfaction. The problem with staff turnover will be solved through a new recruitment and inclusion of social networks. The adaptation and support of new employees during training are vital. The inefficiency of the training was noted by many job applicants. The upcoming repairs will be a difficult test for workers and will complicate their daily tasks. In this regard, it is proposed to hold one session for each department with explanations of safety rules. It is crucial to prove them that working during the repair period is an integral part of their career path, and their results can be improved, regardless of the renovation.
Reference List
Al-Ayed, S.I. (2019) ‘The impact of strategic human resource management on organizational resilience: an empirical study on hospitals’, Verslas: Teorija ir Praktika, 20(1), pp. 179-186.
Boon, C. et al. (2017) ‘Integrating strategic human capital and strategic human resource management’, The International Journal of Human Resource Management, 29(1), pp. 34–67.
Choi, B., Ravichandran, T. and O’Connor, G.C. (2019) ‘Organizational conservatism, strategic human resource management, and breakthrough innovation’, IEEE Transactions on Engineering Management, 66(4), pp. 529–541.
Collings, D.G. et al. (2021) ‘Strategic human resource management and COVID‐19: Emerging challenges and research opportunities’, Journal of Management Studies, 58(5), pp. 1-5.
Fahim, M.G.A. (2018) ‘Strategic human resource management and public employee retention’, Review of Economics and Political Science, 3(2), pp. 20–39.
Iqbal, A. (2019) ‘The strategic human resource management approaches and organisational performance’, Journal of Advances in Management Research, 16(2), pp. 181–193.
Jiang, K. and Messersmith, J. (2018) ‘On the shoulders of giants: A meta-review of strategic human resource management’, The International Journal of Human Resource Management, 29(1), pp. 6-33.
Sareen, D. (2018) ‘Relationship between strategic human resource management and job satisfaction’, International Journal of Current Research in Life Sciences, 7(03), pp. 1229-1233.
Wilkinson, A. (2019) The SAGE handbook of human resource management. London: Sage.
Wright, P.M. and Ulrich, M.D. (2017) ‘A road well traveled: The past, present, and future journey of strategic human resource management’, Annual Review of Organizational Psychology and Organizational Behavior, 4(1), pp. 45–65.