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Theme of the Book What makes a good HR strategy and how does one develop it? These are just two of the fundamental issues tackled by Strategic Human Resource Management, an innovative new text on Strategic Human Resources Management (SHRM). The book provides a comprehensive and thematic view of SHRM, giving up-to-date thinking and research evidence on how to take a strategic perspective, with company examples. Cranfield School of Management Strategic Human Resource Management Knowledge Interchange Book Summaries 3 Key Points  At the heart of SHRM is a belief that the stronger the alignment between business strategy and HR strategy, the higher the level of organisational performance. The focus of SHRM is on the longer-term strategic needs of the organisation, rather than day-today HR policies and practices.  If HR practices are to have impact they must be aligned with the organisation's strategy. The business context should drive the HR agenda. SHRM is focused on establishing which configurations of HR practices are best linked with the organisation's business performance.  Key strategic SHRM imperatives include human resource development, talent management, managing employee relationships, fostering employee engagement, corporate social responsibility, and management of change.  In future HR professionals must become partners and provocateurs, according to the CIPD, being seen by other business leaders as having a real share in the 'voice' and influence in the organisation.

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