Blackrock Case Study

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Blackrock’s HCC (Human Global Committee) applied a policy and it meant accepting and involving the HR function as a strategic partner in the formation and implementation of the company’s strategies through HR activities such as recruiting, selecting, training and rewarding personnel. It centers on HR programs with long-term objectives i.e. instead of focusing just on internal HR admin issues, the major focus was on addressing and solving problems that affect people management programs in the long run. ( Douglas A. Ready Linda A. Hill Robert J. Thomas) Therefore, Blackrock’s principal goal of strategic HR is to increase employee productivity and to identify key HR areas where strategies can be applied in the long run to improve the overall…show more content…
BlackRock created a “transparent HRM that through performance measurement, well focused recruitment criterion ,Focused on Compensation Structure Premium management consulting, International presence, Differentiation Strategy, and people are really at the core of the value proposition. Value creation is where HR professionals have to make the mind shift to change form a support paradigm to that of value creation. There has to also be measurement of the right parameters to bring about organisational…show more content…
Does this theory integrate with the workplace? (Millmore 2007) Millmore. talks about vertical and horizontal integration – that of aligning vertically with the strategy of the what the company wants to achieve and aligning horizontally with other HR tasks. This essentially brings training and development from a method that is used to address the gaps in HR and therefore classifying HR activities and thereby improving corporate success. Blackrock as its top management leadership role where they guided the company and adopted the model and integrated HRD into its Broader managerial responsibilities. To accomplish this integration, they required closer team work with HRD specialists and the development of strategic partnerships between them. Having complementary HRM activities is good enough, it has to couple with the requirement for close integration under the SHRM model. It therefore is clear to have vertical integration with horizontal integration supported to each other and thus brings about the development of strategic partnerships between HRD specialists and their other SHRM colleagues. (Stewart, Brown, 2008, p

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