This book Glimpses of Strategic HRM—Concepts and Cases, looks into the following issues and areas, where HR managers need to be strategic and align their activities to effect positively the bottomline of the company:•Global perspective • Team leadership •Financial and marketing literacy •Effectiveness measurement skills/HR Metrics •Consulting skills It is, therefore, a combination of leadership and supportive behavior that will allow human resource professionals to achieve the level of strategic impact needed to confront future business challenges. To become business leaders, HR managers need to make, for their organizations, meaningful missions, values and visions for the future. To act as business partners, they need a people-assets strategy, which allows them to play an integral role in determining the future roadmap for the organizations. While the most senior HR executives should team with other corporate leaders to define strategies, others in the HR function must implement these strategies through a new role defined as business partners to the organization. This client-HR partnership ensures the timely and effective implementation of the people s strategy within each operating unit. This book focuses on the crucial need for HR managers to partner with the CEO and embrace the goals of the business and shape HR strategy and policy that will make the business grow. This book looks at case studies of companies where HR is synergizing business with people s competency to achieve a definite competitive edge. People s issues dominate businesses today. When it comes to revitalizing, transforming and leveraging this ailing workforce in support of the strategic needs of today s organizations, senior managers within the human resource department will have to aggressively assume leadership. They must take charge of the people asset and assert themselves as business leaders and strategists, with an understanding of and responsibility for cost control and profits.
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