Strategic Human Resource Management

1
Strategic Human Resource Management

• A Definition
• The productive utilisation of people to achieve
  the organisations objectives and the
  satisfaction of individual employee needs

2
The Technician

• Concentrates on personnel administration. Sees
  contribution as a money saver by sticking
  strictly to the rules and policies.
• Seen as faithful hack with limited potential
• HR is seen as a necessary administrative expense
• HR performance is measured in terms of activities
  for example, number of people interviewed, number
  of training programs held etc.

3
The Parasite

• Concentrates on clerical, social and welfare
  activities.
• Little or no acceptance by Management.
• Management sees HR as an overhead and is
  uncertain as to what its real roles is.
• Manages performance in terms of maintaining good
  relationships (especially with supervisors).

4
The Theoretician

• Concentrates on State of the Art professionally
  interesting activities.
• Concerned with accreditation and professional
  status.
• Low acceptance by Management.
• Management sees HR as disposable in hard times.
• HR specialists seen as theoretical purveyors of
  fads who do not understand the business.
• Sees emphasis on bottom line results as
  demeaning.

5
The Professional

• Concentrates on HR activities which add value to
  the bottom line and help achieve the
  organisation's objectives.
• Low concern with job security as HR personnel are
  seen as high potential managers.
• Seen as an integral part of the management team
  with an intimate knowledge of the business.
• Believes HR must be subject to audit.

6
GOLDEN RULES FOR HRM

• The HRM service function should always be
  carried out as close as possible to the
  operational coal-face.
• The HRM strategic function should always be
  carried out as close to the strategy and
  policy-decision maker as possible.
• The HR Manager should never have line authority
  its only power should be through influence via
  its know-how, skills and expertise.
• The best manager of human resources is not the HR
  Manager, it is the Line Manager who is well
  trained and who gets good advice!

7
Workforce PlanningSuccession PlanningJob
AnalysisRecruitment and SelectionInduction
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Training and DevelopmentPerformance
AppraisalIndustrial Relations
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There should be a visible and natural flow from
the Corporate Strategic Plan, to the Business
Unit Plan, to Managers Achievement Plan and the
Performance Review process of all employees.
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VOLUNTEER MINDSET VOLUNTEER MINDSET CONSCRIPT MINDSET CONSCRIPT MINDSET
ORGANISATION INDIVIDUAL ORGANISATION INDIVIUAL
1. Trusting Environment Presumes organisation acting in his interest
Distrustful Environment Presume organisation is exploiting him
2. Widespread Experimenting Keen to initiate and try new things
Centrally Directed and Controlled change Does only what he/she is told to do
3. High-level Driving Purpose Believes in and is guided by purpose
Hidden or Narrow Purpose Acts on instruction without frame of reference
4. Positive Approach Seek ways to make positive contribution
Negative Approach Tries to keep out of trouble
5. Real Jobs Finds interest and challenge in work
Make Work Jobs Treats work as a necessary evil
6. Network of Teams Does own work with initiative, but as part of a larger organisation
Hierarchical Bureaucracy Works on his assigned task unmindful of the needs of the organisation