The human resource management strategy orients human resource development activities to focus on critical issues in the long term. In each stage of development, the organization will have different vital issues. The human resource management strategy helps devise a human resource plan suitable for each stage of the organizations development. Human resource management strategy plays a vital role in helping businesses identify hot issues to the top. Conformity in both quality and quantity when expanding or narrowing the apparatus, strategic technology transfer, helping to define a specific goal is established and communicated to the whole company. In implementing the critical issues of each stage, if they have been solved well, they can move on to other issues. Having an appropriate and scientific human resource strategy will contribute to improving the efficiency of the organizations use of human resources (Boxall, 2018)
STRATEGIC HUMAN RESOURCE MANAGEMENT Table of Contents Introduction PART A Critically examine the nature and importance of strategic human resource management in organisations .2 Assess the role and purpose of strategic human resource management activities in Dyson company Evaluate how strategic human resource management is related to other functional areas of Dyson company .4 Analyse the business factors that should be considered in human resource planning Develop a human resource plan for Dyson company .7 5.1 Employee recruitment and selection 5.2 Training and development 5.3 Teamwork and flexible job design 5.4 Flexible and adaptive organizational structure PART B Apply a range of tools for analysing the organisational environment .9 Critically evaluate how contemporary issues in the external business environment impact organisations and the management of Human Resources .11 Analyse the impact of organisational strategy, structure and culture on HR strategy and the management of human resources 12 Recommendation on cross-cultural working management in UK and Singapor .14 Conclusion 17 Reference .17 Introduction Dyson was founded in 1993 by Sir James Dyson, who still closely follows the company's activities Since its inception in the cyclone vacuums industry, Dyson's portfolio includes battery-powered and automatic vacuums, hair dryers, lights, heaters, and cooling fans Humidifiers, air purifiers, and portable hair dryers are sold in 84 markets globally Dyson focuses on combining hardware, software, and algorithms to create intelligent machines that understand their environment and how to improve it A £2.75 billion technology investment follows this to double its existing machinery portfolio and enter new areas by 2025 Dyson is a family business employing 14,000 people worldwide Bridge, including 6,000 engineers and scientists The United States and Japan are Dyson's largest markets, and Asia is the fastest-growing region; Dyson is one of the fastest-growing technology companies in Europe Dyson has grown enormously, but the roots of the company's operations remain closely tied to its engineering foundation Dyson promotes “wrong thinking” – seeing things differently and inventing new solutions to old problems Dysons are relentless perfectionists, persisting until they get it right Above all, Dyson is passionate about new technology that improves lives and promotes health Human resources refer to the workforce or employees in the workplace, and managing employees is known as human resource management (Dessler, 2003) The human resource management strategy is an essential factor contributing to ensuring the effective operation of the organization through its human resources PART A Critically examine the nature and importance of strategic human resource management in organisations The overall purpose of a human resource strategy is to ensure that an organization operates efficiently through its human resources Implementing a human resource strategy will contribute to achieving the strategic goals set by the organization, thereby creating a sustainable competitive advantage over competitors (Boxall, 2018) A human resource management strategy plays a vital role in sustainable development and creates competitive advantages for enterprises in the modern business market The human resource strategy must be consistent with the business strategy for each business Sometimes, even the human resource strategy must precede the business strategy Suppose an enterprise has a production and business strategy, has a factory, modern tools, and production equipment, but lacks a human resource strategy or does not have a human to operate In that case, other activities are the same become worthless (Vanderstraeten, 2018) Human resource management strategy plays a decisive role in choosing a business model When building a management model, enterprises must develop human resource policies by their business strategies Human resources are always considered a factor in creating an enterprise's success An enterprise may have modern technology, good service quality, and solid infrastructure, but without a workforce, it can hardly survive in the long term and create a competitive advantage Vanderstraeten, 2018) A human resource management strategy is vital for an enterprise's development strategy A business that wants to operate needs people However, for that business to operate effectively and bring economic benefits, it must have and must rely on a human resource strategy It can be said that people make the difference between businesses When focusing on human resource development in alignment with the common principles and goals of the enterprise, promoting employee performance becomes extremely valuable (Vanderstraeten, 2018) A human resource management strategy helps the organization have an overview of current human resources and future development plans to meet the organization's development Human resource strategy helps the organization answer strategic questions about where we are and how we are, thereby giving the most general picture of our current human resources, including the strengths or weaknesses? At the same time, it is also the basis for determining the appropriate future direction of the organization's development A methodical human resource planning allows businesses to better cope with challenges in a volatile economy and "surmount the waves" for sustainable development to help businesses achieve business goals, increase market share and improve employee satisfaction (Boxall, 2018) The human resource management strategy orients human resource development activities to focus on critical issues in the long term In each stage of development, the organization will have different vital issues The human resource management strategy helps devise a human resource plan suitable for each stage of the organization's development Human resource management strategy plays a vital role in helping businesses identify hot issues to the top Conformity in both quality and quantity when expanding or narrowing the apparatus, strategic technology transfer, helping to define a specific goal is established and communicated to the whole company In implementing the critical issues of each stage, if they have been solved well, they can move on to other issues Having an appropriate and scientific human resource strategy will contribute to improving the efficiency of the organization's use of human resources (Boxall, 2018) Assess the role and purpose of strategic human resource management activities in Dyson company Human resource management is one of the activities that make significant contributions to the success of the Company Suppose the company finds and recruits qualified and suitable candidates and effectively manages human resources In that case, this human resource will be an intangible asset to help the company achieve its strategic goals and business goals Not out of that rule, Dyson Company, in recent years, has implemented effective human resource management strategies, contributing to helping the company retain good human resources in Wiltshire and Malaysia Besides, the analysis results also show that a company with an effective management strategy has the opportunity for higher performance than other organizations Evaluate how strategic human resource management is related to other functional areas of Dyson company Describe the HR systems in Wiltshire Dyson Company has effectively implemented its human resource management strategy in recruiting staff at its Malmesbury factory in Wiltshire (Wilson, 2012) Here the company gives opportunities to new graduates from universities without working experience In order to maintain the dynamism and motivation of the enthusiastic fresh graduates, the company has assigned this staff the responsibility of creating and developing new products and new technologies The effectiveness of this method is reflected through the data showing that the employee turnover rate is low, employees are attached to the organization, and their abilities are fully developed without being limited by other ways responsibilities are specified by the company (Wilson, 2012) Besides, Wilson's study (2012) also showed a very successful strategy of Dyson Company to promote the creativity of the local team of engineers and engineering students through the contest organizers being creative and giving cash prizes to the winners In addition, leading companies add a more significant grant than the award to further support research for their organization This emulation and reward system has contributed to maintaining the staff's working motivation and creativity, especially the company's technical staff Since then, quality products have been delivered to consumers The Dyson Company has activated the reward system in the context of the local disregard for efforts to improve engineering and science (Wilson, 2012) This promotes the motivation of employees when they realize that their initiatives and creativity are applied to new projects At its Malmesbury manufacturing plant in Wiltshire, the Company has successfully implemented an environment that encourages creativity This has contributed to improving the operational efficiency of the Company The proof is that the Airblade hand dryer, one of Dyson's great inventions, was conceived when the team worked on another project In the context of fierce competition between competitors in the same industry and increasing demand for new technology, customers' needs are constantly changing, leading to the need for engineers The Company's high quality increases both in quality and quantity (Wilson, 2012) Describe the HR systems in Malaysia Besides the Malmesbury factory in Wiltshire, Dyson Company also has a factory located in Malaysia specializing in producing products such as vacuum cleaners, hand dryers, etc To realize the set business goals, the company was forced to expand production The first option mentioned is to expand the production plant in Malmesbury, Wiltshire However, because Dyson's factory expansion project did not receive approval from the local government, it decided to expand its production plant to Malaysia It shows that between Dyson Company and Meiban Group Ltd, VS Industry Bhd (VSI) exists in a close partnership The decision to expand the factory to Malaysia has helped the company optimize production costs by taking advantage of production resources from partners Meban Group Ltd is the business that owns the manufacturing facilities, thus allowing them to invest that money in converting the Malmesbury office and station into a product research and development hub In the context of the Malaysian economy, businesses need to have a great relationship with their employees and value their input into the technology and products they make This is because it is the company's policy to provide employees with their equipment for personal use and give their experience with brands to help the company continue producing quality products Relationships of this kind make employees aware that they are essential to the company, thus motivating them to be more effective in their responsibilities because they know that their input is valued Analyse the business factors that should be considered in human resource planning Business growth Business performance is measured through business growth Business growth can be achieved through sales revenue growth, or it can also be an organization's profit through cost reduction When a business grows, it means that the business expands to find more business opportunities and increase spending As the company expands its business, the need for an additional workforce comes along with it In that context, human resource managers need to consider recruiting additional new employees or training staff to meet the increasing needs of customers In these cases, the organization's human resources management often tends to prioritize departments that have a great need for human resources, analyze jobs and draw job characteristics that will help them recruit the right person Business decline The decline of an organization is reflected in the decline of business When an organization faces the challenge of business decline, the business will try to offset the loss in revenue by cutting costs One of the solutions to cut costs can be to reduce employee hours and limit recruitment The HR department may also undertake workforce reductions and reallocations during this period Business change When an organization has a change in business strategy or organizational structure, it can create a need for personnel At that time, the human resources department may need to focus on reducing, adding, training, or changing the job descriptions of some positions to accommodate the changing organization In addition, when the organization changes, it may be necessary to increase communication between the human resources department and the workforce to help employees adapt quickly to the change process Competition In the economy, all market participants face stiff competition from competitors in the same industry Therefore, human resource planning plays an essential role in creating an organization's competitive advantage over its competitors In addition, that context requires managers to regularly train and foster human resources to improve the organization's competitiveness Impact of technology In the context of the 4.0 revolution, the development of science and technology has affected all aspects of the economy - society, including human resource management Many human resource management software has been born, which has contributed to improving the efficiency of this activity In addition, the application of advanced science and technology in human resource management may affect the recruitment requirements for tech-savvy employees or affect the number of employees needed because some job positions have been replaced by technology The development of modern social media has facilitated the HR department in the recruitment process Labour market competition Planning for staffing needs is not only a matter of any organization but a common problem of organizations when entering the market Therefore, enterprises also have to face competition in the labor market besides facing competition in business activities This makes the HR department pay special attention to solutions to attract potential candidates and create competitive advantages for the organization in the labor market Employee development Society is constantly moving and going up, followed by the development of businesses At that time, enterprises set requirements for competent and knowledgeable personnel Therefore, one of the main functions of the human resources department is to develop the staff through solutions such as training and developing human resources in line with the organization's goals Develop a human resource plan for Dyson company 5.1 Employee recruitment and selection Analyzing internal issues shows that a fundamental problem for Dyson in the UK is the shortage of talent to serve the Company's development goals Therefore, the Company needs to have solutions to attract talented candidates to meet the requirements of expanding its human resources From the competitive analysis results in the previous section, Dyson's recruitment process needs to focus more on expertise, creativity, innovation, research and development, and product design As a result, the Company will have a team of qualified personnel with specialized skills to meet the requirements and align with the differentiation strategy and Blue Ocean strategies, such as R&D, product innovation, and product development and the quality of the improvement 5.2 Training and development Training and development activities are carried out to build and strengthen employees' knowledge, capacity, and professional skills (Wright et al., 2001) At Dyson Company, training activities need to be focused on equipping the staff with transferable skills, adapting to change, and developing creativity in designing and improving products Training activities need to focus on product research and development, new technologies, product quality improvement, and marketing activities It will help the Company launch new innovative products with better quality, creating outstanding advantages compared to substitutes on the market Improved marketing activities contribute to enhancing the Company's brand value 5.3 Teamwork and flexible job design As mentioned above, the success and competitive advantage of Dyson Company in the market cannot fail to mention human resources Therefore, ensuring an effective working environment to improve labor productivity is extremely important One of the solutions that are said to be effective is to organize group work and design business activities Teamwork facilitates work allocation and has a high quality of work due to its characteristics of delegating responsibilities and allocating work to different groups (Delarue et al., 2008) In addition, the design of flexible job positions helps employees receive rewards in terms of material and work motivation and job satisfaction from the perspective of employees' achievement when they perceive their response to increased pressures and fulfill their job responsibilities (Ali & Zia-ur-Rehman, 2014) In the context of human resource management at Dyson Company, it is easy to see that the problem is that the Company is focusing on human resources who are talented engineers, while the marketing department is still performing poorly effective This problem can be solved by designing flexible jobs and dividing work into different groups, which will reduce the pressure on the Company's engineers In addition, it also supports their creativity and innovation, thereby giving birth to unique and high-quality products That contributes to improving the probability of success of the differentiation strategy 5.4 Flexible and adaptive organizational structure Organizational structure is the structure and delegation of authority performed by personnel (Maduenyi et al., 2015) It directly affects employee motivation and work performance Internal analysis of the Dyson Company revealed that the company was experiencing problems with adopting a simple internal business structure diagram and cross-cultural management This problem can be solved when the Dyson Company adopts a flexible and adaptive organizational structure In addition, in multicultural management, the multi-centered management style will be suitable for Dyson Company in making development strategies suitable for the cultures of different countries in which the company is located face without losing local symbolism as Dyson's key management positions in the regions are local managers (Moses et al., 2011) In addition, the decentralized organizational structure is considered suitable for Dyson Company to ensure that authority and decision-making are widely shared with many managers in the corporate hierarchy (Ezigbo, 2012) The above solutions will support more integration and engagement of employees, thus enhancing their motivation and performance levels, thus supporting its competitive strategy PART B Apply a range of tools for analysing the organisational environment Dyson's business environment analysis Strengths - Favorable business Weaknesses situation, constantly growing in the Asia Pacific region - Shortage of employees in the UK market - The only leader - Strong investment in R&D activities - High-quality labor market in - Limited financial resources Singapore - The company's development strategy focuses on environmental policies - High cost of raw materials, operating costs, and labor costs - Diversified products and a high - The advertising and promotion programs proportion of energy-saving products - Confidentiality of information are still limited because it is a family company - The company has a large scale and a global distribution network Opportunities Threats -Newly established R&D center in - Each country has different regulations Singapore creates a competitive and cultures that create challenges for a advantage for Dyson company global company like Dyson - Economic development, leading to - The threat of cheap substitutes increasing consumer demand - Countries have changes in minimum - Having both geographical and cultural wages, affecting the Company's labor advantages for the target market of costs Asia Competitive Business Strategy Porter's HRM Context Future HRM Strategy General Lack of local technical Competitive Strategies Differentiation personnel Attract candidates strategy Multicultural Management The company has a simple students Blue Ocean Strategy organizational of (awarding scholarships (focus on the niche) Innovation potential to at talented technical structure, schools) bagless and the adaptability is not Apply a multi-centered vacuum cleaner high Expansion of new market Human Miles and Snow management is too focused management) Strengthen supervision on engineers, creating high Hierarchy pressure department management resource (using for strategy local key this Training the Company's marketing team Organizational challenges Challenges from cheap substitutes Minimum wage regulations in different countries Brexit Critically evaluate how contemporary issues in the external business environment impact organisations and the management of Human Resources Political factors The operations of the Dyson Company depend primarily on research and product development for greater efficiency and business efficiency However, high-interest rates make accessing and borrowing very expensive for researchers in some countries This is considered one of the challenges for Dyson in its efforts to fund research and development activities to penetrate and penetrate new markets However, to limit costs and improve its research and development capacity, Dyson has proactively opened an R&D center located in Singapore, and the funding for this activity comes from good sales Economic factors Before the outbreak of the Covid-19 epidemic, most the economies showed positive signs through GDP growth, inflation rate reduction, and unemployment rate However, the outbreak of Covid-19 has caused enormous impacts on the global economy This also affects the purchasing power of consumers From there, it has a direct impact on the Company's sales Social factors Small households are on the rise, increasing the demand for vacuum cleaners However, the number of competitors entering the industry is increasing, along with the appearance of cheap substitute products, which increases competition in the market However, the leading position in the competition remains with the Dyson Company through the provision of high-tech vacuum cleaners that effectively meet the needs and desires of consumers in the global market Technological factors Dyson has constantly updated scientific and technical advances that make the Company's products challenging to be copied and imitated by competitors The Company stays ahead of the competition through innovation and new technology However, the Company has begun to lose market share to cheaper machines offered by other competitors Ecological factors Environmental issues are receiving the attention of both government and consumers Governments in many countries continue to set requirements for the production of energy-saving, environmentally friendly vacuum cleaner products Legal factors As a global company Dyson Company has to deal with national regulations on labor laws and employment policies Compliance with these legal factors has increased the Company's labor costs Fill in the picture is an increase in the minimum wage of some countries Analyse the impact of organisational strategy, structure and culture on HR strategy and the management of human resources “The Dyson Company adopts a differentiation strategy by offering unique and highquality products in the market The differentiation strategy is supported by the company's high innovation capabilities and significant investments in R&D The company continuously produces a wide range of innovative and well-designed machines due to engineering and design skills and knowledgeable workers that help the company find innovations and new products features that appeal to customers A key innovation at Dyson is the industry-leading bagless vacuum cleaner Heavy investment in R&D has allowed Dyson to develop a variety of innovative and unique machines that are difficult for competitors to imitate This has allowed Dyson to maintain a competitive edge in the market, becoming the industry and market leader in the vacuum cleaner segment in the UK market In addition, the innovative, unique, and stylish products offered to enable Dyson to successfully pursue a high-pricing strategy, which in turn allows the company to strengthen its financial muscle and thus invest heavily more on R&D initiatives.” “Blue Ocean Strategy refers to creating a sustainable competitive advantage by developing new innovative markets with the majority of new and potential customers (Dehkordi et al., 2012) Chakrabarti (2014) demonstrates that the Blue Ocean Strategy is built on the concept of creating new industries and markets where demand is created, not competition Consistent with these assertions, Dyson Limited pursues a Blue Ocean Strategy, which constantly seeks to develop new markets for its products, both in the UK and other global countries With an optimistic growth forecast, in recent years, Dyson has focused on developing new markets for its products, especially in the Asian market, where the demand for vacuum cleaners is growing in line with exponential (Dyson Ltd, 2017) Previously, Dyson relied heavily on the European market, especially the UK However, in recent times, the company has expanded its presence in the Asian market It continues to identify and trade new markets in countries such as China, Korea, and Taiwan Loan, where there is strong demand for vacuum cleaners and humidifiers In addition, the company continues to expand into more new markets in the UK, USA, and Japan, its oldest and critical markets (Kollewe, 2016)” “Although Dyson's differentiation strategy and Blue Ocean strategy allow the company to gain a competitive advantage in the industry and market, these strategies are associated with challenges and issues of human resources (HR) These issues include both people and organizational challenges As demonstrated by Dirisu et al (2013), the success of the differentiation strategy depends a lot on the company's resources and capabilities However, an analysis by Dyson Limited revealed that the company faces challenges with a limited number of local engineering graduates and an over-emphasis on engineers that puts high pressure on them In addition, Tanwar (2013) demonstrated that organizational management style and business structure play an important role in supporting the success of differentiation strategy While this is true, the simple international business structure and cross-cultural management style at Dyson continue to transform the success of a differentiation strategy At the same time, James Dyson has such a high reputation that other employees in the company are not recognized (Dyson Ltd, 2017)” “Many countries are increasing their minimum wages while the industry sees new entrants offering alternative products at relatively lower prices These factors also continue to pose challenges for the company Furthermore, the UK's recent decision to leave the European Union (Brexit) is expected to pose more challenges for Dyson; remarkably, increasing the cost structure due to trade barriers and new tariffs may hinder the success of the country's competitive strategies (Cole, 2016)” Recommendation on cross-cultural working management in UK and Singapor “Drawing from previous analysis of the internal environment and HR challenges faced by Dyson Limited, the company needed to adopt a multi-centered multicultural management style Working cross-culturally between the UK and Singapore means that Dyson is exposed to different working environments in these two markets This means it will be difficult for UK managers to understand the work environment in the Singapore market effectively In addition, Singapore managers will find it challenging to understand the working environment in the UK and the different cultural factors in the country Therefore, to achieve effective management of cross-cultural activity in these two economies, Dyson needed to adapt a polycentric management style in which host country managers are free to manage their business operations This means that the company allows managers from the UK to manage the UK business while managers from Singapore manage the business in Singapore This, as depicted in the figure below, will help reduce cultural disagreements in these two businesses However, as Tiwari (2013) demonstrated, adapting to a polycentric management style poses the challenge of limiting career mobility and isolating the headquarters from foreign subsidiaries To remove these limitations, it is proposed that while Dyson adopts a multi-center multicultural management style, the company needs to allow cultural mobility between the UK and Singapore working environments This can be achieved through an overseas settlement Citizens of the parent company (experts from the UK) can take up several management positions at the Singapore branch and other managers The manager from Singapore took up several management positions in the company in the UK Such an approach would be to ensure that the parent company in the UK is well integrated with the subsidiary in Singapore In this regard, Dyson needed to adapt the multicultural management model as depicted in the figure below” Power (hierarchy and equality) “As discussed above, power is emphasized more in Singapore because it scores well in this respect As a result, the Singapore subsidiary is heavily leaning towards the hierarchy Therefore, Dyson needs to ensure that managers at the Singapore branch carry out employee orientation, make decisions and distribute work to employees However, contrary to the norm that centralized decision-making is applicable in cultures with high power distance, Dyson UK should adopt a decentralized decision-making approach that considers the cultural aspects of foreigners in the UK Such an approach will ensure the company increases employee engagement in decision-making in the UK and Singaporean businesses This will positively impact employee corporation and teamwork across critical dimensions, especially in R&D, creativity, and innovation activities This will further maximize Dyson's R&D capabilities, including 24-hour research capabilities at UK and Singapore companies Increased R&D capabilities will further enhance the success of a company's competitive strategy, thereby allowing it to gain a sustainable competitive advantage.” Time-orientation (present, past and future) “The UK and Singapore differ in their views on the direction of time In this respect, managers in the UK tend to make short-term decisions and are more focused on current and short-term future developments, while managers in Singapore tend to make shortterm decisions Long-term decisions focus on the present and the long-term future Developments (Kawar, 2012) To strike the right balance of time and ensure effective management of cross-cultural employees in both businesses, Dyson requires short- and long-term planning and decision-making This should be guided by current developments and existing strategic business goals and objectives This will help achieve business consistency and maximize the company's capabilities at all times For example, adopting such an approach will allow Dyson to maximize its R&D capabilities as decisions are made to address current research needs and future research needs on the subject product innovation and market expansion, thus allowing the company to plan in detail to achieve this in the long run.” Structure (individualism/collectivism) “The UK is a culture of individualism As such, employees at Dyson UK value independence and demonstrate responsibility for the tasks they are asked to perform, which leads to greater creativity On the other hand, Dyson Singapore employees and managers depend on others to perform their duties As a result, managers, and employees tend to delegate authority to other employees With such differences, a cross-cultural work environment that includes employees from both cultures will lead to some problems when dealing with tasks and responsibilities To eliminate such challenges, Dyson needs to train employees in both UK and Singapore businesses on the importance of teamwork and personal responsibility in the workplace Employees should be trained in the job's specific requirements and how to cooperate with others when assigning their responsibilities Training programs will enhance employees' skills, creativity, competence, knowledge, expertise, and teamwork, which will enable Dyson to reach its full potential R&D and gain a sustainable competitive advantage.” Motivation (masculinity/femininity) “According to Kawar (2012), the UK is a masculine culture where people are competitive, materialistic, success-oriented, and motivated through rewards and monetary recognition such as bonuses and raises In contrast, Singaporeans are motivated by recognition, health insurance, professional development, flexible work arrangements, and time off work because of the female culture To motivate staff in a cross-cultural work environment, Dyson needed to implement holistic reward approaches in the UK and Singapore to ensure employees are sufficiently motivated to work effectively and have high productivity This can also help improve the company's R&D capacity, which depends on human resources.” Conclusion Human resource management is an enterprise's activities to attract, build, develop, use, evaluate and retain a workforce consistent with the business's job requirements in terms of both quantity and quality The human resource management function is seen as a strategic partner in formulating corporate strategies and implementing strategies through human resource planning, employment, training, and employee appraisals and rewards Especially global companies like Dyson The Dyson Company implements a range of human resource management strategies to meet the organization's development goals