战略性人力资源管理 Strategic human resource management
战略人力资源管理（HRM）涉及战略和人力资源（HR）之间的相互作用，其中人力资源管理是企业成功的战略。人力资源管理方法包括人力资源投资、人力资源战略制定和实施、人力资源规划和人力资源评价。因此，本文的目的是研究人力资源战略的制定，实施和改变对人力资源管理理论的思科作为一个案例研究。本文首先讨论思科的背景、战略和业务目的。然后，本文探讨思科的当前和未来的业务挑战，并分析思科的关键变化，在人力资源战略提出建议，为其未来的人力资源战略。本文最后讨论了人力资源规划的考虑，并得出结论，了解人力资源管理是必不可少的，在整合思科复杂的商业目标与人力资源规划，以实现可持续性的竞争优势。
INTRODUCTION
Strategic human resource management (SHRM) deals with the interaction between strategy and human resources (HR) in which HRM is strategic to business success (Boxall & Purcell, 2002). SHRM approach includes an investment toward human resources, HR strategy formulation and implementation, HR planning, and HR evaluation. Thus, this paper aims to examine the HR strategy formulation, implementation and change against SHRM theory by using Cisco as a case study. The paper begins by discussing Cisco's background, its strategy and business purposes. The paper then explores Cisco’s current and future business challenges and analyses Cisco’s key changes in HR strategies by presenting recommendations for its future HR strategies. The paper concludes by discussing HR planning considerations and draws a conclusion that an understanding of SHRM is essential in integrating Cisco complex business goals with its HR planning in achieving the sustainability of competitive advantage.
CISCO BACKGROUND, STRATEGY AND BUSINESS PURPOSES CISCO’S CURRENT AND FUTURE CHALLENGES
Internal Organizational Factors External Environmental Factors Future Challenge for Cisco
ANALYSIS OF CISCO’S KEY CHANGES IN HR STRATEGIES KEY HR PLANNING CONSIDERATIONS Retention Regarding to the retention strategy, two major issues will be discussed. Age segmentation and employee needs Feedback mechanism and employee satisfaction Training Key considerations in training are as follows: Training methods and formats Employee development and career paths Cost reduction Desired short-term and long-term outcomes DISCUSSION Aging workforce Development of internal human capital in innovation Human approach in acquisition HR strategy implementation
CONCLUSION
Literatures reveal that strategy is emergent (Mintzberg & Waters, 1985), frequently unexpected (Hamel & Prahalad, 1994) and constantly changing (Pettigrew, 1985; Hamel, 1996). Therefore, the challenge in formulating Cisco HR strategy depending on these dynamic processes before an ideal solution can be developed. For Cisco, understanding of product innovation and intellectual capital strengthen the chance that it will add competitively major improvement and thus sustain its advantage, despite innovation by rivals. The alignment of both strategies is becoming a key challenge in terms of Cisco HR strategy and planning. Overall, an understanding of SHRM is essential in integrating Cisco complex business goals with its HR planning in achieving the sustainability of competitive advantage.
