Strategic HRM Casestudy

Q1 . Partners are comfortable with Sue 's ideas of improving the recruitment process because being a small accounting firm they have to work with people and they wanted best of the people to work in their organization in order to get the best results . The firm has grown from 9 partners to 150 employees , which calls for additional responsibility of full-fledged recruitment function along with training and retaining the talent . Sue proved an asset to the company for she recruited the best candidates and adopted a professional approach in recruitment functions . However

, the idea of career development at the company 's cost with additional costs involved in the form of Paid Time Out (PTO ) for studies did not go down well with the partners . They (partners ) felt they are paying relatively well to keep the employees satisfied and caring for them and giving them a personal touch , which is sufficient to improve the productivity and the profitability . They are not fully committed to the key HR practices

Q2 . Sue has misjudged the context in which the firm is operating . She did not take time to align the HR functions with the business strategy She believed in best practice ' school of thought which argues that all firms will see performance improvements if only they identify and implement best practice (Boxall ,

Purcell , J . 2008 . The company believed in rewarding the high performers by inviting them to be the partners and also by caring for them and giving the paid time out...