Strategic Human Resource Management

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Strategic Human Resource Management
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Overall Goal of Strategic Management for an
Organization

• Deploy allocate resources gt competitive
  advantage

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What is Strategic Management?

• analyze competitive situation
• develop strategic goals
• devise plan of action
• allocate resources
• implement plan
• evaluate results

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The Strategic Planning Process

• An Overview

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Strategy Implementation
Strategy Formulation
HR Practices
Recruiting Training Performance Management Job
Analysis
Job Design Selection Development Pay
Structure Incentives Benefits
Labor Relations Employee Relations
Mission
Goals
SWOT
Strategic Choice
Firm Performance Productivity Quality Productivity
Human Resource Actions Behaviors Results
(Productivity, Absenteeism, Turnover)
Human Resource Capability Skills Abilities Knowled
ge
Human Resource Needs Skills Behaviors Culture
Strategy Evaluation
Emergent Strategies
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Strategy Implementation
Strategy Formulation
HR Practices
Recruiting Training Performance Management Job
Analysis
Job Design Selection Development Pay
Structure Incentives Benefits
Labor Relations Employee Relations
Mission
Goals
SWOT
Strategic Choice
Firm Performance Productivity Quality Productivity
Human Resource Actions Behaviors Results
(Productivity, Absenteeism, Turnover)
Human Resource Capability Skills Abilities Knowled
ge
Human Resource Needs Skills Behaviors Culture
Strategy Evaluation
Emergent Strategies
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Strategy Formulation

• Mission
• Goals
• External analysis
• Internal analysis
• Strategic choice

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S W O T

• Internal Strengths
• Internal Weaknesses
• External Opportunities
• External Threats

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Types of Strategies

• Corporate
• Business
• Functional

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Corporate Strategies

• Grand
• Growth
• Retrenchment/turnaround
• Stability
• Diversification
• Related
• Unrelated

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Business Strategies

• Adaptation Model
• Defender
• Prospector
• Analyzer
• Reactor
• Competitive Strategies
• Differentiation
• Cost Leadership
• Focus

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Strategic Human Resource Management

• Definition
• The pattern of planned human resource deployments
  and activities intended to enable an organization
  to achieve its goals.

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Factors Influencing Functional Strategies

• Organizational Design
• U-form, H-form, M-form, Flat
• Corporate Culture
• Technology
• Workforce Composition
• Diversity, Labor Trends, Unionization

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Strategy Implementation
Strategy Formulation
HR Practices
Recruiting Training Performance Management Job
Analysis
Job Design Selection Development Pay
Structure Incentives Benefits
Labor Relations Employee Relations
Mission
Goals
SWOT
Strategic Choice
Firm Performance Productivity Quality Productivity
Human Resource Actions Behaviors Results
(Productivity, Absenteeism, Turnover)
Human Resource Capability Skills Abilities Knowled
ge
Human Resource Needs Skills Behaviors Culture
Strategy Evaluation
Emergent Strategies
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HR Practices Options for Fit with Strategy

• Job Analysis Design
• Recruitment Selection
• Training Development
• Performance Appraisal
• Pay Systems
• Labor Employee Relations

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Job Analysis/Design Few tasks Many tasks Simple
tasks Complex tasks Few skills required Many
skills required Specific job descriptions
General job descriptions
Recruitment/Selection External sources Internal
sources Limited socialization Extensive
socialization Assessment of specific skills
Assessment of general skills Narrow career paths
Broad career paths
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Training and Development Focus on current job
skills Focus on future job skills Individual
orientation Group orientation Train few
employees Train all employees Spontaneous,
unplanned Planned, systematic
Performance Management Behavioral criteria
Results criteria Developmental orientation
Administrative orientation Short-term criteria
Long-term criteria Individual orientation Group
orientation
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Pay Structure/Incentives/Benefits Pay weighted on
salary/benefits pay weighted on
incentives Short-term incentives Long-term
incentives Emphasis on internal equity Emphasis
on external equity Individual incentives Group
incentives
Labor/Employee Relations Collective bargaining
Individual bargaining Top-down decision making
Participation in decision making Formal due
process -- No due process View employees as
expense View employees as assets
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Strategy Implementation
Strategy Formulation
HR Practices
Recruiting Training Performance Management Job
Analysis
Job Design Selection Development Pay
Structure Incentives Benefits
Labor Relations Employee Relations
Mission
Goals
SWOT
Strategic Choice
Firm Performance Productivity Quality Productivity
Human Resource Actions Behaviors Results
(Productivity, Absenteeism, Turnover)
Human Resource Capability Skills Abilities Knowled
ge
Human Resource Needs Skills Behaviors Culture
Strategy Evaluation
Emergent Strategies
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Business Strategies

• Adaptation Model
• Defender
• Prospector
• Analyzer
• Reactor
• Competitive Strategies
• Differentiation
• Cost Leadership
• Focus

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Strategy Implementation
Strategy Formulation
HR Practices
Recruiting Training Performance Management Job
Analysis
Job Design Selection Development Pay
Structure Incentives Benefits
Labor Relations Employee Relations
Mission
Goals
SWOT
Strategic Choice
Firm Performance Productivity Quality Productivity
Human Resource Actions Behaviors Results
(Productivity, Absenteeism, Turnover)
Human Resource Capability Skills Abilities Knowled
ge
Human Resource Needs Skills Behaviors Culture
Strategy Evaluation
Emergent Strategies
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Agenda Item Mini-Map
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A Word of Caution

• The terms strategy and planning may be
  applied to EVERY function in a generic way
  meaning that you will have a strategy and make a
  plan for each activity (like training,
  recruiting, etc.)

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A Word of Caution, cond

• For the purposes of your maps, use strategy and
  planning as HR FUNCTIONS
• Strategycorporate strategy -- the relationship
  of the companys strategy to HR activities
• PlanningThe supply and demand of employees