Tactical & Strategic HRM skills for effective Employee Relations

In today's dynamic business landscape, tactical and strategic skills are both necessary for a company to reach its full potential. While they may seem distinct, they are interdependent and essential components for achieving long-term organizational goals. 

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Tactical vs Strategic HRM

Tactical HRM focuses on the day-to-day tasks and activities necessary to manage the employees efficiently. It deals with immediate and short-term issues such as recruitment, selection, compensation, benefits administration, employee relations, and compliance with labour laws. This ensures essential HR processes and policies are in place and functioning smoothly. It handles routine tasks that are critical for maintaining a productive and compliant workforce.

Citation

Strategic HRM can be defined as the systematic deployment and management of human resources in accordance with an organisation's strategic objectives (Wright & McMahan, 1992; p. 298) and this takes a broader and long-term perspective. It aligns HR practices with the organisation's overall strategic goals and objectives. Strategic HR aims to optimise human capital, enhance employee engagement and retention, and contribute to the achievement of business objectives.

Tactical HRM Skills

Tactical skills often referred to as operational skills ensure that daily activities run smoothly, addressing immediate needs and resolving operational issues promptly. "Tactical HR requires a heavier detail orientation to manage complicated employee benefits programs and understand numerous regulations and laws" (Remortel S.V., 2018). 

These skills are essential to the HR department's efficient operation.

Communication skills: It requires clear, open, and honest communication by actively listening, demonstrating empathy, and summarising concerns to ensure understanding. Regular one-on-one meetings, team discussions, and company-wide communication channels are highly required for better employee relations.

Conflict Resolution Skills: It requires techniques to mediate disagreements and address workplace issues effectively. Approach them with impartiality, encourage respectful dialogue, and seek mutually agreeable solutions.

Problem-solving skills: Develop strong problem-solving skills to identify and address employee concerns promptly. Analyse the root cause of issues, collaborate with employees to find solutions, and implement effective action plans.

Performance Management Skills: Regular feedback, coaching, and performance evaluations are crucial for employee growth and development. Provide constructive, specific, and actionable guidance to enhance performance and motivation.

Recognising and Rewarding Achievements: Show appreciation for employee contributions through a comprehensive recognition program. Acknowledging and rewarding accomplishments fosters a culture of gratitude and boosts morale.

Strategic HRM Skills

Strategic HRM provides a framework linking employee relations practices to long-term business goals and outcomes. It helps the HR department maximize the potential of its workforce through strategic planning, talent management, leadership development, organisational design, and performance management (Fechter J., 2023).

These skills are shaping the future of employee relations and contributing to the organisation's overall success.

Positive and Inclusive Organisational Culture: A positive and inclusive organisational culture attracts top talent, enhances engagement, and promotes teamwork. It needs to create a culture that values diversity, encourages open communication, and recognises individual contributions.

Talent Management: Implement effective talent management strategies to attract, retain, and develop high-performing employees. Provide opportunities for training, career development, and mentorship to support continuous employee growth and commitment.

Enhancing Employee Engagement: Engaged employees are more productive, satisfied, and committed to the organization. Foster engagement by encouraging participation in decision-making processes, promoting work-life balance, and creating a sense of ownership.

Mastering Change Management: Organizations undergo constant change, and effective change management is crucial for minimizing disruption and maintaining employee morale. Communicate changes clearly, provide support during transitions, and involve employees in the change process.

Strategic Employee Recognition: A well-structured employee recognition program goes beyond traditional rewards. Align recognition with organisational values, acknowledge unique contributions, and personalise awards to create a lasting impact.

Best HR Leaders use both Strategies

Effective employee relations require a seamless integration of tactical and strategic skills. Tactical skills address immediate concerns and maintain a positive work environment, while strategic skills shape the future of employee relations and contribute to long-term success. By mastering both sets of skills, HR Leaders cultivate strong relationships with employees, enhance engagement, and achieve organisational goals.

Video 1 : What is Strategic Human Resource Management?

Source: YouTube

References:

• Fechter J., What is Strategic Human Resource Management [Online] Available  at: https://hr.university/shrm/strategic-human-resource-management/
• Morgan M., Tactical HR and strategic HR – Why you need both [Online] Available  at: https://www.insperity.com/blog/tactical-hr-and-strategic-hr
• Remortel S.V., Tactical and strategic components are necessary in human resources [Online]Available  at: https://www.greenbaypressgazette.com/story/money/2018/03/31/tactical-and-strategic-components-necessary-human-resources/470884002/
• Tactical HR vs Strategic HR – What’s the Difference? By Corban OneSource [Online] Available  at: https://corbanone.com/tactical-hr-vs-strategic-hr-whats-the-difference
• The Skills Needed for Strategic Human Resource Management [Online] Available  at: https://smallbusiness.chron.com/skills-needed-strategic-human-resource-management-16098.html
• Wright, P.M. and McMahan, G.C. (1992) Theoretical Perspectives for Strategic Human Resource Management. Journal of Management, 18, 295-320.
  http://dx.doi.org/10.1177/014920639201800205