Metrics in Strategic Human Resource Management


In strategic human resource management (SHRM), various metrics must be undertaken to see the success of a given organization. Management must ensure that they combat failures by actualizing essential plans to drive positive change. One of the issues that must be checked includes employee retention. Additionally, part of the human resources management is to determine matters arising, such as downsizing and employee engagement. Employee turnover can be curled by setting effective strategies that increase the relevance of the worker in a given line of work.

Retention Starts Early with an Employee

When an organization keeps the current talent within the organization, it can be said to retain staff, hence reducing turnover. Companies that have adopted effective retention strategies have endured a notable competitive advantage within the market area of specialization. One of the suitable ways of employee retention is providing training, having monetary and non-monetary incentives, and so forth (Paulsen par.5). Retention is an indicator of the positive outcome within a business, and it shows the roots of success. Retention starts with employees as one way of granting them job sustainability.

Employee retention is vital for a breakthrough of an organization. Managers do not wish their top performers to leave because valuable company knowledge is lost. Part of workers who remain may feel unproductive, which lowers their esteem, leading to failure in a given business perspective. Retention helps prevent future turnover, which means a company will not suffer from a setback that will arise from the liabilities incurred due to employees leaving (Paulsen par.4). Many companies know that if they do not start working tirelessly on how to retain workers, the cost of replacing other employees shall be high, and thus, no need to have those kinds of constraints. Retention starts early in the hiring process because, as an HR Manager, you can hire the correct talent and avoid hiring incorrectly if you align the skills and role responsibilities with hiring strategies.

To impact employee retention strategy, various concepts must be applied within an organization. The first measure includes hiring by utilizing comprehensive procedures which ensure only the right people are given a certain job. In this case, interviews can be useful in understanding the kind of a person who is about to be offered a working line. Second, there must be a supportive work environment that does not create hard times for employees during their daily tasks (Paulsen par.6). That can be achieved by providing all the resources and addressing any staff concerns that prevent them from delivering effectively. Furthermore, training impacts employee retention since it brings new guidelines for improvement.

Importance of Employee Engagement

Engaging staff is one way to increase productivity, and the quality of work while retaining top talents within an organization. Employees can invest in what they do, and that guarantees the human resources management improved business paraphernalia. Surveys done by Global Human Capital suggest that 79% of people acknowledge a company’s positive reputation to proper engagement (Singh 140). 93% of people in the survey admitted that it leads to a sense of belonging that brings a change in an organization (Singh 141). Therefore, that is one way of further building a company’s goals and objectives.

Employee engagement is important because it leads to retention and productivity and boosts the relationship between the company’s management and the junior workers. Engaging employees means laying down procedures that catalyze action every time one is working. When one is kept on toes, they develop an advanced cognition which is a positive indicator of quality experience. Thus, if employees have been subjected to high obligations, they are likely to leave as they can feel relevant and phenomenal in a company (Niranjan, and Thomas 330). It is vital to mention that employee engagement is a key aspect that makes people have the pride of belonging, making decision-making open and linked with successful measures towards the working lines.

Employee engagement is important because if employees feel disengaged, they can get frustrated and start performing poorly because of a lack of interest. If you have disengaged employees, you should determine the impact of the disengaged employees and search for the best possible solutions. If a certain employee is worth saving, you should start measures to re-engage the employee. Start by setting a goal for the employee, creating an employee development plan that holds the employee accountable, and monitoring the employee and recognizing positive engagement (Niranjan, and Thomas 327). Employees who feel valued work harder, therefore, maximizing performance and profits for the organization.

If a manager realizes they have disengaged employees, there is a need to develop an internal line that seeks to communicate the desired changes within the work areas. In this case, human resources managers must effectively transform the business by inventing strategies that expand a given working line and hence, engage employees (Stange par.2). It is also important to show workers certain procedures that can motivate them to be working every time they are on duty. For example, staff can be allowed to perform quantitative research on the extent to which they feel their improvement in work specialization is required. It is important to do all that because it ensures that employees are engaged since it triggers people to set various milestones useful in growing one’s skills in a given firm.


Downsizing means an indefinite reduction of a firm’s workforce by ejecting unproductive workers or departments. Downsizing is mostly undertaken during business turbulences, and it is one way of creating a leaner and more effective enterprise (Chaffold par.4). Suppose senior management feels it is important to have layoffs. In that case, it is considerate to hold promotions to see whether the people about to be retrenched can survive despite the business challenges. Some options can be given to the management concerning this issue, such as the need to reduce working hours so that everyone can get chance to work.

Sometimes downsizing is necessary for an organization to survive. If senior leadership told me downsizing was necessary, I would respond by first setting up a team meeting and being completely transparent with my employees about our decision to downsize. I would also be empathetic to employees who are being laid off and, if asked, give letters of recommendation to new employers (Doyle par.3). With the employees I choose to keep, I would establish new goals and a plan to help them stay focused on their responsibilities without being overwhelmed by the new workload taken on by losing employees. I would give positive affirmations and reward employees for making a positive impact with team lunches and coordinating flexible work schedules to help employees feel valued. This would help retain the employees I chose to keep employed when downsizing.


The flexibility of working is important and can be a drawing line on what to do concerning the improvement of the business. The reason why altering the downsizing process appears to be appropriate is the unfortunate termination that can affect the person. Additionally, it is important to give the options available to the senior management by forecasting about future characterized by a flow of business that will engage employees well (Chaffold par.6). Therefore, downsizing can be a critical issue if not checked well. Companies must adapt to measures that prevent retrenchment so that these decisions do not present a challenging moment while working.

Works Cited

Chaffold, Jennie. “Downsizing Business: How to Manage Downsizing Employees”. Insperity, Web.

Doyle, Alison. “What Is Downsizing?”. The Balance Careers, 2020, Web.

Niranjan, S, and Mary Thomas. “The Impact of Employee Engagement on Employee Loyalty”. International Journal of Trend in Scientific Research and Development, Volume-2, no. Issue-3, 2018, pp. 324-331. South Asia Management Association, Web.

Paulsen, Elise. “Why Employee Retention Is Important”. Quantumworkplace.Com, 2021, Web.

Paulsen, Elise. “Why Employee Retention Is Important”. Quantumworkplace.Com, 2021, Web.

Singh, Hawa. “Determinants of Employee Retention in an Organization: An Empirical Investigation“. Journal of Advances and Scholarly Researches in Allied Education, vol 15, no. 3, 2018, pp. 140-143. Ignited Minds Pvt. Ltd., Web.

Stange, Jocelyn. “How to Handle Disengaged Employees: 24 Best Practices for Managers”. Quantumworkplace.Com, 2020, Web.

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