The normal 'activity chain' of human resource management function starts with procurement, then development which covers learning as well as training, compensation within the larger scope of personnel & administration maintenance activity, integration in terms of relations, engagement and motivation and finally separation including off-boarding and extended post separation engagement initiatives. Various systems, tools, techniques , be it MSS or Dashboard, or an ERP, all supports many pivots within that chain.
However, at a macro level, the 'activity chain' per-se need to be integrated into larger business value addition chain, which also is an extended scope of hr management and reflects leadership commitment and concern to integrate people with business and community. This segment can be seen as 'planning axis' of hrm function.
The sectors within this axis can vary from business environment, business evolution stage, business need analysis, talent availability to costs, compliance and shareholder relations. Each of those sectors carry potential to significantly alter the 'activity chain'.
The conventional reactive approach for driving HR function makes it defensive and weak; rather the need is to pro-actively influence business directions as a 'business partner' in the above sectors. Strategic HR is all about latter, especially these times, through which employee engagement comes in by default; This approach appears gaining ground fast giving a new direction and scope for adding value.
