Strategic human resource management is related to the development of human resources strategies in synchronization with the mission, vision and objectives of an organization in a way such that the organization’s goals are accomplished. An organization should have the ability to frame such human resource strategies which will enhance the overall productivity of the organization (Durai 2010).

The strategic human resource management in Tesco has been like the backbone of the company in achieving success at the time of diversification into different sectors for business activities.  The organization through its strategic HRM has been able to develop its business embedded with technical expertise, integrity and customer oriented globally (MacLachlan 2009). For developing a vibrant strategic linkage of human resource with its corporate strategy the company had designed a transformational coaching programme for the growth and capability development of its mangers followed by an effective feedback procedure. The programme aimed at communicating business priorities of the organization to its personnel and building effective leaders as its competitive advantage (Churchard 2010).  In order to augment the customer value the organization invests highly on recruitment, employee’s training and infrastructures (TESCO 2012). Tesco maintains a healthy relation with its union partner and believes in employee’s participative decision making process for the accomplishment of organizational goals (Wilton 2010).

With a change in organizational culture Dell has been able to build a strong position in the market. The company shifted its focus from just attaining growth to talent management, leadership building and framed global vision (Scott 2006). Dell strives for building a competitive strategy for becoming a low cost player in the market. To have an alignment with its business strategy the company renders its human resource services with the help of technology that is through web. Through the company’s intranet its HR team have been able to carry out various HR activities with the help of  a variety of web applications such as hiring applications or tools, management reports, automatic employee reference system, updating of employee’s information to cite a few.  This has helped the organization to increase the performance of its employees in many ways such as development in productivity, self-service, outsourcing as well as self-service. Along with these the company has been also able to reduce its cost of carrying out human resource operations as less manpower is required in performing automated activities and it is less time consuming as well (Gary & Varkkey 2010).

          Assess the purpose of strategic human resource management activities in an organization (Siemens case study)

The key purpose of developing a strategic human resource management is to have an alignment between the human resource strategies and organization’s business strategies. Such integration will help an organization in attaining sustainable competitive advantage. Integration in human resource signifies an alignment between the human resource policies and the policies of other business operations in an organization such as finance, informational technology, marketing, production to cite a few (Vedd 2003). However, the purpose of designing a strategic human resource management is not only having an integration between HR and corporate strategy rather the aim is also to have an integration between decisions regarding the organization’s personnel with the expected output of the organization. An organization need to align human resource management with the corporate planning system, focus on the human resource activities that will help in the accomplishment of organizational goals and should undertake actions that will help in building strong personnel-management relationships (Dhar 2008).

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