le in the organisation, these changes are based on an overview of structure, strategy and technology.Tom Peters (1992) says “Knowledge is the source of most value added.” If so then how do organisations accumulate and more importantly disperse this knowledge. The answer is through effective Strategic HRM. Facilities must in place so that the diffusion of knowledge can take place. Encouraging and developing each member at work is essential for individual and organisational health and is a major task of the HRM function. Recognising and improving an individuals talent and potential is essential so that the many roles and functions are achieved effectively. ConclusionThe formulation and implementation of strategy is in some ways inimical to HRM (11). Most evidence and professional research seems to show that without the inclusion of the Human Resource function in strategy formulation then it becomes somewhat obsolete by the time it has filtered down through the hierarchy. The involvement of this function is essential also to create the environment necessary for the evolution of leaders. Efficient recruitment, selection, appraisal and reward systems must be in place so that the best people for the job are selected and progress through the organisation.Continuous learning is critical to Strategic HRM. It is essential to get the most out of your staff and by training, evaluating and developing your employees through the process of HRM . With this, the organisation is strategically better equipped to deal with any environmental changes that may affect the normally smooth operation of the organisation. ...
