Strategic Human Resource Mangement
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Transcript of Strategic Human Resource Mangement
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What is Strategic HRM?
Strategic human resource
management: The pattern of
planned human resourcedeployments and activities
intended to enable an
organization to achieve itsstrategic goals.
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Strategic HRM
To be strategic, the HR function should
Have direct, integral involvement in strategy
formulation andimplementation.
Know what employee skills, behaviors, and
attitudes are needed to support strategic plan.
Develop those skills, behaviors, and attitudes
among employees.
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Components of the StrategicManagement Process
1. Strategy Formulation:
Strategic planning group decides on a
strategic direction
Defining the company's mission and goals
Identify external opportunities and threats
Identify internal strengths andopportunities for growth
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Strategy Formulation
GoalsMissionStrategic
Choice
InternalanalysisStrengths
Weaknesses
External
analysis
Opportunities
Threats
2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
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Components of the Strategic
Management Process
2. Strategy Implementation:
Follow through on the chosen strategy.
Includes structuring the organization,allocating resources,
Involves ensuring that the firm has skilled
employees in place Utilizes reward system that align employee
behavior with the strategic goals.
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Model of the Strategic ManagementProcess
HR PracticesRecruiting,
Training,Performance management,
Labor relations,Employee relations,
Job analysisJob design,Selection,
Development,Pay structure,
Incentives,Benefits
Firm
PerformanceProductivity,
Quality,Profitability
HumanResourceActions
Behaviors,Results
HumanResource
CapabilitySkills,
Abilities,Knowledge
HumanResource
NeedsSkills
BehaviorCulture
Mission GoalsStrategic
Choice
InternalAnalysisStrengths
Weaknesses
ExternalAnalysis
OpportunitiesThreats
Strategy Formulation Strategy Implementation
2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
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Levels of HRM integration in
Strategy Formulation Administrative LinkageLowest level; HRM focused on day-to-day
activities. No input from the HRM function to the company's strategic
plan.
One-Way LinkageThe strategic business planning function
develops the plan and then informs the HRM function of the plan. HRMhelps with implementation.
Two-Way LinkageHR issues considered during the strategy
formulation process. HR function provides input on potential strategic
choices and helps implement chosen option.
Integrative LinkageContinuing, rather than sequential, interaction.
HR is an integral member of the strategic planning team.
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Strategy Implementation
Organizational
structure
Types ofInformation
Task design
Selection,
training, and
development
of people
Rewardsystems
Productmarket
strategy
Performance
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Strategic Types
Porter's Generic Strategies
competitive advantage comes
from creating value by:
reducing costs or
charging a premium price for
a differentiated product or
service (differentiation).
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HRM and Strategic Types
Different strategies call for different types ofemployees.
Role behaviors are thebehaviors required of anindividual in his or her role as a jobholder in asocial work environment.
Cost strategy calls for efficiency--carefully define the
skills employees need. Seek employees cost-savingideas.
Differentiation firms need creative risk takers.
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The Role of HR in Providing a
Competitive Advantage
Emergent Strategies - Those that evolve from the
grass roots of the organization.
What actually is done versus what is planned.
HR plays an important role in facilitating thecommunication of emergent strategies between levels in
the hierarchy.
Enhancing Firm CompetitivenessBy developing a rich pool of talent, HR can assure the
company's ability to adapt to a dynamic environment.
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Competencies of Strategic HumanResource Consultants
Four basic competencies:
Business Competencies: Understand company's
economic and financial capabilities.
Professional/Technical Knowledge: In HR practicesChange Management or Organizational Development
Techniques: Ability to diagnose need for change;
develop and implement the appropriate intervention.
Integration Competencies: Holistic perspective with
the skills of a specialist in the above three areas.
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Human Resource Competencies
HR Professional
Integration
Competence
Professional andTechnical
Knowledge
Ability to
Manage Change
Business
Competence