Main Barriers That Prevent a Strategic Approach in Human Resource Management



MainBarriers That Prevent a Strategic Approach in Human ResourceManagement

Main Barriers That Prevent a Strategic Approach in Human ResourceManagement

Businesses, inthe industrial age, treated labor as a cost or a burden to theirfirms, which was dispensable at any time. Recent changes in theenterprise realm, however, perceive labor as a core function of anorganization and understand that the failure to nurture it mayproduce dire consequences. Employees in the modern industry age areassets whose contributions can be useful in fulfilling a firm`sprimary goals. The strategic technique in human resource involvesaligning the various practices with a company`s chief aims andobjectives. An organization will thus have to identify its currentobjectives and use this when acquiring labor.

MainBarriers That Prevent a Strategic Approach

One of the chiefchallenges that prevents the application of a strategic approach tohuman resource management is failing to involve supervisors inorganizational planning (Lojić, Škrbić, &amp Ristić, 2012).Human resource is often seen as a department with a separate functionfrom administration, which is to hire, organize, and manage labor inthe business and the overseers in the department often report to theexecutive management in most companies. A person from HR is bestsuited to propose a strategic way to the executive operation, butthis becomes impossible if they are not involved in organizationalplanning. The directors in the HR department thus end up doingadministrative tasks contrary to being actively involved in creatingtheir recruitment policies (Lojić, Škrbić, &amp Ristić, 2012).

The reluctance to change from the management of organizations is alsoa critical challenge that cripples a firm`s ability to incorporate astrategic method to their HR practices. Introducing this method to anenterprise is likely to restructure the whole organization`s policiesand practices. While this may be beneficial for the firm, in the longrun, most leaders are reluctant to adopt these changes. Thisreluctance arises from the high costs involved and their lack ofknowledge in understanding these new systems (HRCouncil, 2016). Thus,it becomes difficult to convince the management of a firm to changetheir leadership system especially, if it increases operationalcosts.

The inability toclearly outline the return on investment of a strategic techniquemakes it difficult for managers to embrace it. An organization islikely to be skeptical about change in their structure if they do notunderstand the extent of financial returns that each strategy willbring into the firm (Lojić, Škrbić, &amp Ristić, 2012). Thechange of the traditional structure is thus seen as a risk which mayfail to bring benefits to the organization.

OvercomingBarriers to Strategic Approach

Knowledge of thestrategic plan and its benefits to an enterprise is necessary for therunning of a business. The reluctance to change arises from a lack ofunderstanding of the approach and its benefits to the organization(HRCouncil, 2016). A short-term implication of the strategic methodmay be an increase in expenses, but the organization may also enjoyprofitability in the long run among accomplishing their other goals.The HR professionals should be part of the management team of anenterprise as they play a fundamental role in the functioning andperformance of a firm. Nonetheless, the HR managers need to show thatthey play a vital role in influencing the working of the enterprise.

The strategicundertaking is seen as a bridge between an organization`s goals andits recruitment practices. The reluctance to adopt the new approachdue to lack of knowledge is considered to be a significant barrier. Alack of input from HR in the management throughout the company alsomakes it impossible for an enterprise to integrate this method.Including them in the organizational planning is a way of overcomingthis barrier.


HRCouncil. (2016). Strategic HR Planning | HR Planning | HRToolkit | Retrieved 4 September 2016,from

Lojić, R., Škrbić, Ž., &amp Ristić, V. (2012). Strategicapproach to human resources management. Theoretical-TechnicalJournal for Protection, Security, Defense, Education and Training,47-63.