1.1 AC 1.1 Explain the importance of strategic human resource management in
organizations
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) .
1.2 AC 1.2 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) .
The main purpose of Siemens behind designing a strategic human resource management is to
meet global challenges. Siemens operates in highly competitive technological market which
is continuously developing which makes it imperative for the organization to have an
effective HR strategy so as to develop and grow its personnel on continuous basis through
frequent trainings. Various trainings imparted by the organization are like class room
training, apprenticeship training to cite a few. The organization also organizes management
development and education program so as to keep its employees up to date regarding the
changing market trends and requirements. Siemens encourages global team work as part of its
human resource strategy. The employees in the organization are expected to understand work
and perform across every departments, disciplines and regions. The main purpose of Siemens
behind such strategy is to enable its employees to handle multiple responsibilities in the
global market and infuse a feeling of oneness and a vital part of corporate among its
employees. In order to compete in the global market Siemens also redesigned its performance
management system which constitutes of assessing its employee’s performance on regular
basis followed by an effective feedback system. This will help its employees to augment their
competencies and potentiality. The management will also be in a position to identify the
existing competency gap and the remedial measures that needed to be taken to bridge such
gap. The organization believes that in order to attain long term growth and increase
shareholder value it is inevitable to build a motivated and satisfied human resource pool.
Therefore Siemens provides career development and growth opportunities, fair compensation
benefits, cordial work culture to cite a few to its employees by developing a strategic human
resource policies and practices. This will in turn help the organization to prosper in the
market. To gain success in the global market it is vital for an organization to have an effective
cultural diversity management system. Therefore Siemens promotes a culture of transparency, openness and fairness in its organization to deal with the culturally diversified
workforce in its system (Bhatia 2005) .
1.3 AC 1.3 Evaluate the contribution of strategic human resource management to the
achievement of an organization’s objectives (Siemens case study)
Siemens has repositioned as well as redesigned its organizational and human resource
strategy which contributed significantly in meeting the business objectives. Siemens has
divided its business strategy into organizational strategy and human resource strategy in
which human resource strategy has been framed in alignment with the organizational
strategy. While the business strategy of the organization was framed to augment the
organization’s capabilities, the human resource strategy was framed in a way to guide the
actions of the organization’s personnel and maximize the human potentialities so as to
achieve competitive advantage. For an effective execution of human strategy the company
has divided human resource activities into design and consulting services, service centres and
strategy. The service centre of human resource is concerned with carrying out daily human
resource functions effectively. The strategy and design division of human resource is
responsible for conducting an external environmental analysis. Based on such analysis the
group is expected to carry out the human resource activities such as recruitment,
communications, and appraisal to cite a few in a way so as to have a considerable
contribution on the organizational success. The consulting service group provides guidance to
the organization in respect to the formation and implementation of organizational strategies
(Chanda 2007) .
The human resource strategy of Siemens consists of imparting frequent training and
education to its personnel which is based as per the business requirements of the company for
building and developing competencies of its employees globally. This strategy acts as a pillar
of global success for the company (Siemens 2015a) . To have a strategic recruitment process
8
Siemens PLM software has strategic affiliation with various organizations to build up the
future engineers, technologists and leaders. By this way Siemens will be able to recruit highly
skilled and qualified personnel in future which will in turn enhance the quality of business of
the organization hence leading to success (Siemens 2015c) .
Siemens had realized that recruiting right candidate, imparting training and retaining talent is
imperative to achieve success. Siemens therefore to have a valuable top-notch recruitment,
compensation, employee development, performance evaluation and retention process to cite a
few globally collaborated with the success factors solution. With these the organization has
been able to standardize and integrate its human resource process. Collaboration with success
factors solutions has enabled the organization to have global insight for growth and human
resource planning. Through these cross border managers are being able to exchange
information globally and take quality business decisions (Siemens 2015b) .
1.4 AC 2.1 Analyse the business factors that underpin human resource planning in an
organization (Either dell or tesco)
Human resource planning constitutes of application of planning procedure to the human
resource requirements of a firm. In order to have an effective human resource planning the
plan should be linked with the operational and strategic planning process of a company
(Prasad 2012) . The main objective of a human resource planning is to motivate personnel in
an organization, enhance customer experience quality and focuses on enhancing creativity,
commitment and development in an organization. Human resource planning enables an
organization in determining the future demand for labor as well so as to meet the projected
needs of an organization (Deb 2006) .
Various factors related to the external environment of an organization may influence the
objectives of an organization and the human resource requirements to meet the organization’s
9
objectives. Some of the factors related to the business of an organization which acts as
influencing factors are like governmental control, economic circumstance of a place, and
prevailing competition in the market and changes in the labor force. Governmental control
includes rules and regulation framed by the state or local government. Economic condition of
a place implies the recession, inflationary condition, level of employment to cite a few of a
place. The prevailing competition refers to the major players or the number of exits and entry
of players in the market and business that strives for absorbing the same workforce whereas
changes in the labor force implies the composition of labor or supply and demand of labor in
a particular market (Byars & Rue 2008) .
One of the major objectives of human resource planning at Dell is to assist the organization in
the accomplishment of goals and attain competitive advantage thus enabling the organization
to beat various external and internal business factors. The organizational human resource
planning (OHRP) process has been the key factor behind the success of Dell. The
organizational human resource planning process enables Dell to forecast the demand for
labour well in advance so as to augment the growth of the organization. The human resource
planning process of Dell engages in identifying the vacancies for key jobs in the organization
well in advance. Along with these the process also involves competency mapping which is
done by measuring the performance and quality of the organization’s high performers. This
enables an organization in deciding what kind of skill sets can be expected from the new
recruits. The organization implements flexible deployment of its human resource personnel
for an effective operation of OHRP process. During the lean time of recruitment and peak
time of sales the recruitment team is deployed in the sales and customer service team to
contribute in the sales of the organization (Rao 2010 ; Holzner 2006) .
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Strategic Analysis of NutriNut 2
Contents
List of Tables 2
Introduction 3
Gap analysis: Capability Gap Analysis 3
Introduction 3
Capability narrative 5
Gap analysis: KSF – Capability Analysis 7
Introduction 7
Capability/KSF narrative 8
Strategy development 10
Introduction 10
Corporate-level strategies 10
Generic Business-level strategies 11
Strategies narrative 12
Strategy Evaluation 13
Introduction 13
Evaluative Models 13
Predictive Financial Indicators 14
Contemporary strategy evaluation 15
References 15
Appendices 20
Appendix 1 Resource Based Value 20
Appendix 2 Porter’s Five Force Model 21
List of Tables
Table 1 Capability gap analysis: NutriNut 3
Table 2 Capability rating by resource 5
Table 3 KSF Capability: NutriNut 7
Table 4 Rating KSFs Capabilities: NutriNut 8
Table 5 Product-market Matrix 1: NutriNut 11
Table 6 Product-market Matrix2: NutriNut 12
Strategic Analysis of NutriNut 3
Introduction
This critically analytical paper is in reference to the gap analysis made towards business and
corporate level strategies of NutriNut, the selected case study. In this paper the Capability
Gap Analysis, Capability Analysis of Key Success Factors, developmental strategies and
evaluation of the same by NutriNut are initiated for appropriate business development.
Gap analysis: Capability Gap Analysis
Introduction
The role of resources and their capabilities at NutriNut, concentrates in terms of creating
competitive advantage in the current market of Australia and its plan to be a part of
international business community. According to resource-based view (or the RBV), NutriNut
is very valuable as it has the R&D accumulated components of Macadamia oil. The
components of this oil are Palmitoleic and Oleic Acid that comes in combination with
Phytosterols and Linoleic Fatty Acid properties, whereby a unique skin care product gets its
shape. This is the ultimate strength of this company and the combination of the same is
restricted to its owner, Tracey Newman.
Table 1 Capability gap analysis: NutriNut
Functional area Capabilities
required
NutriNut
capabilities
Competitors’
capabilities
Operations Capability to
manufacture in
volume
Adding continuous
The manufacturing
units are limited to
Australian market, as
of now.
Red Earth Natio: has
the reputation of
growing faster with
appropriate service
Strategic Analysis of NutriNut 4
development to
operations
Prompt Services
Newman is particular
about the operational
developments
Services are already
prompt
responses
Neek Skin Organics:
is very popular and a
brand representing
extensive
manufacturing units
as per increasing
demands
Pricing Following income of
the targeted
consumers
Price ranges should
vary as per
manufacturing costs
High fixed costs of
the Nutri-Nut
products
Low level differences
among the products
MooGoo: Prices vary
as per the currency of
the respective nation
Iluka: Variations in
quantity and pricing
of the product for
different classes of
society
Mukti Organics: Got
fixed price as it
concentrates in upper
class of the society
for maintaining brand
image.
Strategic Analysis of NutriNut 5
Source: Adapted from Grant et al. (2014)
Table 2 Capability rating by resource
Source: Adapted from Grant et al. (2014)
Capability narrative
Based on the aforementioned status of the capabilities of NutriNut in comparison with its
competitors, this report lay focus on five basic capabilities that will assist the company in
Strategic Analysis of NutriNut 6
achieving better position amidst highly competitive market. These capabilities are discussed
hereafter.
Tangible resources, as in physical capability: In this analytical domain of assessing the
capability of NutriNut, it has bene discovered that the company is better than its competitors.
Its role is very clear in offering absolute organic product with excellent physical appeal
(Teece, 2007; Ichrakie, 2013).
Intangible resources, as in branding domain: Here, the position and role of NutriNut appears
same as Neek Skin Organics. However, it is important to note here that all the other
competitors are performing much better in establishing their brand image in the market.
Davila, 2009; Ichrakie, 2013)
Processes and systems, as in the selection of decision tools: According to the research
initiatives of Teece (2009) and Broadbent & Laughlin (2009) the business proceedings of a
company must have firm decisive tools. In this case NutriNBut relies absolutely on the
decision of its owner, whereas all the other companies follow the decision of the Board of
Directors, who are experts in diversified fields of manufacturing and marketing.
Organisational culture, as in the maintenance of workplace attitude: The competitive edge in
terms of workplace attitude has been widely discussed by Summers and Smith (2014) who
laid emphasis on transparency of communication among every section of the organisation.
NutriNut acts with excellence in this domain and this is better than its competitors.
Organisational culture, as in the maintenance of ethics & values: in terms of maintenance of
ethics and values, Bisbe & Malagueño (2009) and Schiller and Perera (2012) marks that an
organisational culture should be well established as per the selected marketing domain. The
role of NutriNut in this approach is remains average as it is also ready to take on adaption of
different cultures as per the targeted market in international expansion process.
Strategic Analysis of NutriNut 7
Gap analysis: KSF – Capability Analysis
Introduction
In order to develop organisational status the implementation of key success factors from the
external environment and the internal industry conditions must get the necessary competitive
capabilities for gaining sustainability and growth (Grant, et al. 2014). According to the
interpretations of Wu, et al (2010) for attaining regular growth, an organisation must have
adequate amount of understanding about its activities, skills and resources. These are the
aspects that must get analysd and reviewed in accordance to the competitive trend of the
market. There are some relevant resources and professional skills among the employees of
NutriNut that remain liable to get noted when it comes to the analytical platform of
understanding the market positioning of NutriNut.
Table 3 KSF Capability: NutriNut
Key Success Factors Capabilities
Research and Development Unique use of Macadamia Nut Oil
Innovation The management in particular ask for new ideas
and innovative approaches to extend marketing
expansion of the company
Communication Transparency All the employees and staff members are
comfortable in getting communication with the
owner of the company
Workplace Attitude At NutriNut there is a positive vibe in the
Strategic Analysis of NutriNut 8
workplace and there is no trace of discrimination
at any ground
Adaption The company is well prepared to adapt every
possible change that the new market demands
Source: Adapted from Grant et al. (2014)
Table 4 Rating KSFs Capabilities: NutriNut
KSF’s 1 2 3 4 5
Capabilities
Research and Development
Innovation
Communication Transparency
Workplace Attitude
Adaption
Technology
Price
Delivery Services
Source: Adapted from Grant et al. (2014)
Capability/KSF narrative
Research and Development: The R&D of NutriNut is very highly sophisticated. Its optimum
and unique way of extracting the Macadamia Nut Oil is the strongest point of the
organisational business of the company.
Strategic Analysis of NutriNut 9
Innovation: Pollock, et al (2009) considered the essence of innovation as the key to the
success of any organisational strategy. In this case, NutriNut is very open to suggestions from
the employees and the staff members. It even encourages innovative ideas and changes for
organisational development.
Communication Transparency:This is sector that is in great demand for international
expansion of any firm or organisation (Felice and Petrillo, 2013). For NutriNut the
transparency within the organisation is very visible and the same is assured to reach the
consumers for building customer loyalty in the market.
Workplace Attitude: Positive workplace attitude is the key to organisational growth of
NutriNut in Australia. However, the company should also need to accept changes in its
workplace attitude as it decides to expand markets in Asian nations (Bentes, et al 2012). It is
here that the company must have resistance the risks and demands of the competitive market
abroad.
Technology: Currently, NutriNut is in demand of highly sophisticated technological backs up
for managing the extensive online selling in the European nations. This is a domain that must
get well nurtured and monitored with regular upgradation (Sara and Michael, 2007).
Price: The current pricing strategy of NutriNut is very fixed. This must be changed to more
flexible status as the company decides to cross borders (Kotler, et al., 2013).
Delivery Services: Based on the speculations of Poveda-Bautista (2012) on international
expansion, it is important that NutriNut organise its delivery proceedings as per the
favourable services in every particular country. In case, there is a delay the possibilities of
losing the client gets high.
Strategy development
Introduction
Strategic Analysis of NutriNut 10
According to the research led by Bogomyagkov and Machulskyi (2012), the corporate-level
strategies concentrate in the process of identifying the core competitors of a company, along
with the kind of businesses that can create threat for the company. It is also a strategic
management level, whereby the headquarter must remain efficient in handling all the other
business corporate units of the company. On the other hand, business level strategies is about
the adopt of the appropriate strategic structure to meet the competitive demands of the
company. This is about the process of making decisions in favour of eeting business oriented
competitive edges for a company (Bogomyagkov and Machulskyi, 2012).
Corporate-level strategies
In order to meet the current organisational demands, NutriNut must follow Resource-Based
View, in combination with agency theory for its global expansion. As marked by Daniel
(2015) the implementation of ‘agency theory’ concentrates in ‘value creation’ among the
consumers, and targets towards ‘wealth creation’ for the shareholders. An addition of RBV to
this theory can add the elements of innovation and uniqueness of the products of NutriNut
(see Appendix 1). As noted by Kraaijenbrink, et al (2010) the formulation of RBV can offer
room for new ideas in the new markets. This is something that can combine with agency
theory and will assist in the growth of NutriNut as shown in Table 5 below:
Table 5 Product-market Matrix 1: NutriNut
Strategic Analysis of NutriNut 11
Source: Grant, et al. 2014)
Generic Business-level strategies
For NutriNut, it is important to consider the cost leadership strategy and unlimited resources
model under Porter’s generic strategies. According to Drnevich and Croson (2013) the
generic strategic approach assists the company in pursuing the competitive advantage over
the targeted market. Since NutriNut is very fixed with its costing strategy, the generic
approach to the same will add consumer-oriented effectiveness to the prices of the products.
A detailed assessment of “advantage or necessity” led by unlimited resources model will
create demand oriented channel in terms of manufacturing the products for the respective
market as noted in Table 6:
Table 6 Product-market Matrix2: NutriNut
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