Case Study, Hrm-shrm - Televox Sw

TRANSITION PHASE HRM to SHRM

Group Members Sana Munir Midhat Batool Humna Zubair Nida Bakhtiar Asfandyar

HRM vs SHRM Human resources are the efforts, skills, and capabilities that people contribute to an employing organization which enable it to continue in existence.

SHRM is generally perceived as a distinctive approach to managing people which seeks to achieve competitive advantage through the strategic development of a highly committed and capable workforce.

BEFORE TRANSITION

Factors Identified Accountability for Performance   

Liability for work Part of Management Teams Justification for existence

Strategic Measures 

Strategic Planning

Additional responsibilities for Personnel  

Less communication for Job Duties Resistance

Adaptive employees  

Skills and Qualifications Strategic plans And Goals

APPLICATION OF SHRM

Challenges Faced Less Communication for Job Expectation  

Specific Duties of Job Cross-training

Need for Skilled Employees  



Challenging Work tasks Hiring employees performing repetitive tasks Hiring decisions

Resistance   

Current Employees Working Attitude Alignment with New Strategic Plans Consequences

Feedback Consideration  

Less responsive Serious Actions for Employee Concerns

CONCLUSION Transition is difficult, and it does require changing wellestablished attitudes and roles. These are attitudes that have existed for decades, and they are not going to change quickly. On the other hand, as with many things that occur in the world of business, as companies realize that advantages that come with SHRM, more will move in that direction and require

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