Examine the Significance of Strategic Human Resource Management at John Lewis and Partners
Mariam Peyton is a professional Financial Analyst. She holds a Masters degree in Economics. She specialises in financial analysis and forecasting. Her expertise includes studying the financial performance of companies, markets and entire industries looking for trends, insights and information that can help you glean rich insights for use in academic and market research.
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As a result of enormous changes in the business environment, human resources gained a grip on the roles and activities that influence the strategic management of an organization. Strategy has a number of definitions as provided by a number of contemporary literature reviews. The definition of James Brian Quinn highly highlights the close connection between goals. Policies and practices. It is defined as a plan that incorporates an organization's goals, and policies with its external environment and internal capabilities. Strategy also helps the organization prioritize its resources, coordinate its activities, and communicate its direction to its stakeholders.
Human resource management in an organization is incorporated into the business strategy. Strategy in an organization primarily aims at offering a framework that directs and coordinated the activities as well as making decisions. A strategy may also serve the role of assigning resources in the business.
Strategy is also defined as the process of choosing and allocating resources to the most promising opportunities for creating and sustaining a competitive edge over competitors. It means that strategy involves making trade-offs and prioritizing some activities over others, based on the analysis of the external and internal environment.
Therefore, Strategic Human Resource Management contributes to the success of an organization by aligning its human resources with its strategic objectives and needs. SHRM involves planning, developing, and managing the human capital of an organization in a way that supports its vision, mission, and values. It also helps to create a competitive edge for an organization by enhancing its performance, innovation, and adaptability in a dynamic and complex environment.
According to Patrick Wright and Gary McMahan, Strategic Human Resource Management is a pattern of prearranged human resource arrangements and activities envisioned to enable an organization to achieve its goals.
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Examine the Significance of Strategic Human Resource Management at John Lewis and Partners Case Study
Key Learning Outcomes
By the end of the case, students should be able to:
- Understand the concept and importance of strategic human resource management and how it aligns with the organizational goals and values of John Lewis & Partners.
- Analyze the key elements and practices of Strategic Human Resource Management at John Lewis & Partners, such as employee ownership, partnership culture, democratic governance, performance management, and talent development.
- Apply the principles and tools of SHRM to design and implement effective human resource strategies and policies in real-life scenarios
1.0 INTRODUCTION
John Lewis & Partners is a leading retailer in the UK, known for its high-quality products, customer service, and employee ownership model. The company operates over 50 department stores, 329 Waitrose shops across the UK, and several online platforms, employing more than 74,000 Partners who share in the profits and have a say in the business decisions.
Strategic human resource management is the process of aligning human resources policies and practices with the overall goals and objectives of the organization. SHRM aims to ensure that the right people are hired, trained, motivated, rewarded, and retained to achieve competitive advantage and long-term success.
In this assignment, we will examine the significance of Strategic human resource management at John Lewis & Partners, focusing on three key aspects: partner engagement, performance management, and talent development.
Partner Engagement
Partner engagement is the degree to which employees feel committed, involved, and enthusiastic about their work and the organization. It is influenced by factors such as leadership, culture, communication, recognition, and empowerment.
At John Lewis & Partners, partner engagement is a core value and a strategic priority. The company believes that engaged partners deliver better service to customers, drive innovation and productivity, and contribute to the social and environmental responsibility of the business.
The company measures partner engagement through annual surveys, feedback sessions, and forums, and uses the results to identify areas for improvement and action.
One of the main drivers of partner engagement at John Lewis & Partners is the employee ownership model, which gives partners a stake in the success of the business and a voice in how it is run. Partners are involved in decision-making through various channels, such as councils, committees, panels, and boards.
They also receive regular information and updates on the performance and strategy of the business through newsletters, intranet, podcasts, and videos. Moreover, partners share in the profits of the business through an annual bonus scheme, which reflects their collective contribution and achievement.
Another driver of partner engagement at John Lewis & Partners is the culture of mutual respect, trust, and collaboration that pervades the organization. The company has a set of principles and behaviors that guide how partners interact with each other, customers, and stakeholders. These include honesty, integrity, fairness, responsibility, and empowerment. The company also fosters a culture of learning and development, where partners are encouraged to seek feedback, take risks, learn from mistakes, and pursue opportunities for growth.
Performance Management
Performance management is the process of setting goals, monitoring progress, providing feedback, and evaluating outcomes for employees. Performance management aims to ensure that employees perform at their best level, align their work with the organizational strategy and objectives, and receive recognition and rewards for their achievements.
At John Lewis & Partners, performance management is an ongoing and continuous process that involves regular dialogue between partners and their managers. It uses a balanced scorecard approach to measure performance across four dimensions: financial results, customer satisfaction, partner engagement, and social impact. The company also uses a competency framework to assess how partners demonstrate the desired skills, knowledge, and behaviors in their roles.
The performance management process at John Lewis & Partners consists of four stages: planning, reviewing, developing, and rewarding. In the planning stage, partners and their managers agree on SMART objectives that support the organizational strategy and reflect their individual strengths and development needs. In the reviewing stage, partners and their managers monitor progress against objectives through regular check-ins, feedback sessions, and appraisals. In the developing stage, partners and their managers identify learning opportunities and actions to enhance performance and career progression
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