Can Bus Eireann move from traditional personnel to strategic human resource management.

The objective of this paper is to diagnose the need for, and describe the methodology for implementation of a Strategic HRM plan for Bus Eireann. I will analyse the current HR model being practiced and I expect to find that, while having some strategic processes, the function is heavily in fluenced by the traditional personnel model. The paper will assess what leading academics say defines Strategic HRM and will identify the fundamental difference between Personnel and Strategic HRM. The subject matter will also be addressed from an Irish context and give an insight into the changing way in which HR is practiced, against the background of the Irish economic success story of the last fifteen years. To give credibility to this piece of research, Bus Eirean n staff will be surveyed and interviewed regarding HR processes an I expect that processes will be found to be administratively led, thus frustrating any possibility of strategic focus. Resulting from my findings a series of key action areas will be identified with in my recommendations a framework for implementation of these, overtime, will be suggested by the author. These recommendations, I believe, will assist Bus Eireann in making the crucial move to a more strategically led HR function and allow it to tap into its most important asset. It’s people