Human resource was a key component of the framework designed to enhance a specific corporate culture in the major retail company located in Minnesota. Changing the strategies as well as the critical functions of human resource plays a crucial role in changing the culture of the organization. According to Sett (2010), human resource has evolved through three different stages, from personal management to human resource management then finally to strategic human resource management. It continues to evolve more as a result of the dynamics in the overall business environment such as strategies by competitors, advances in technology as well as consumer trends.
The human resource strategies employed at the major retail company in Minnesota were critical in establishing a change in the culture of the organization. The main strategies incorporated in human resource include; efficient allocation of resources, talent acquisition, reduction of cost as well as talent improvement (Wright, 2002) . A retail company achieved success and competitive advantage through developing specific human resource management systems that are not easily imitated by other competitors. Talent management as a human resource strategy was employed by the organization, to help in attracting, developing as well as retention of employees through a clear recruitment and development process. The recruitment as well as development process also played a significant role in achieving the human resource strategy of talent acquisition. The four strategies were effective in helping and motivating the company employees towards fulfilling the mission and vision of the organization. Human resource strategies greatly influences the success together with the performance of a particular organization through enhancing efficiency as well as increasing the revenue generation and growth (Schuler, 2007) . The strategy of cost reduction increases the growth of revenue as well by lowering the operational costs in the company and at the same time developing value for the company.
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References
Schuler, S. (2007). Organizational Culture and Characteristics as determinants of personal practices. Havard Business Review , 23-54.
Sett, R. (2010). Human Resource Management in dynamic enevironments. Journal of Human Resource Management , 27.
Wright, M. (2002). Intergrative View of Human Resource Strategies . Human Resource Review , 205-340.
