Strategic hrm ppt
You sure you want message goes e insurance you sure you want message goes you sure you want message goes t at university of t at university of /exec coach; talent solutions t at university institute of management, gic human resource gic human resource gic human resource management• shrm is part of strategic planning• strategic plan : the company’s plan for how it will match its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage• essence is to ask “ where are we now as a business, where we want to be, and how should we get there”. Shrm means formulating and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims• e. Rising costs• rapid technological change• changing demographics• more limited supplies of highly trained labor• rapidly changing government legislation and regulations• increased globalization of gic management process• strategy : the company’s long term plan for how it will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage• strategic management : the process of identifying and executing the organization’s mission by matching its capabilities with the demands of its environment.
Essence of strategic planning - “ where are we now as a business, where we want to be, and how should we get there”• steps in strategic management• sm entails both strategic planning and implementation• the process of identifying and executing the organization’s strategic plan, by matching the company’s capabilities with the demands of its environment. Sm process consist of 7 steps• 1-5, strategic planning• 6-7, implementation• step1 - define the current business• choose the terrain on which it will compete – what product it will sell, where it will sell them, how to differentiate products from its competitors. Step 4 : translate the mission into strategic goals• operationalizing the mission for managers – strategic goals• for each department• step 5 : formulate strategies to achieve the strategic goals• strategies, course of action – how to move from the current business to what it wants to.
Step 7 : evaluate performance• management monitors the extend to which the firm meeting its strategic goals• strategic control – keep strategy up to date• according to the environmental changes• competitors of strategiesthree types of strategic planninga)corporate strategy• company wide level (corporate level)• pepsico runs pepsi, fritto lay, and pizza hut, so needs a corporate level strategy• diversification- expand by adding new product lines• vertical integration – expands by producing its own raw onships among strategies in multiple business firms corporate strategy business 1 business 2 business 3 competitive strategy competitive strategy competitive strategy functional functional functional strategies strategies strategies. Please view this video please enable javascript, and consider upgrading to a web browser resourse management & strategic hed bygarret ed over 2 years ad r tation on theme: "human resourse management & strategic hrm"— presentation transcript:Human resourse management & strategic hrmmeaning & definition nature & scope significance functions & objectives evolution of hrm contemporary issues role of personnel manager hrm & strategic resourse managementmanaging hr important because hr are heterogenous modern employees more educated himself determines what he contributes drucker---of all the resources available . Tries to develop the organization as a whole and its in hr management in indiaemerging hr practice strategic role proactive key part of organisational mission service focus process-based organisation cross-functional eams, teamwork most important people as key investments/assets traditional hr practice administrative role reactive separate, isolated from company mission production focus functional organisation individuals encouraged, singled out for praise, rewards people as gic human resource management1-10 strategic human resource management competitive advantage through people?
Hr can be a source of competitive advantage when the talents of people working in the firm are valuable, rare; difficult to imitate and well organised to deliver efficient and effective gic human resource management1-12 strategic human resource management realising the growing importance of hr, a new line of thinking emerged elevating the status of hr to that of a strategic partner both in the formulation of a firm’s strategic as well as in the implementation of business activities. Shrm, simply stated, is the linkage of hrm with strategic goals and objectives with a view to improve business performance and develop organisational cultures that foster innovation and flexibility. Strategic hr differs radically from traditional hr in a number of ways:Traditional hr vs.
Strategic hr point of distinction focus role of hr initiatives time horizon control job design key investments accountability responsibility for hr traditional hr employee relations transactional change follower and respondent slow, reactive, fragmented short-term bureaucratic-roles, policies, procedures tight division of labour; independence, specialisation capital, products cost centre staff specialists strategic hr partnerships with internal and external customers transformational change leader and initiator fast, proactive and integrated short, medium and long (as required) organic-flexible, whatever is necessary to succeed broad, flexible, cross-training teams people, knowledge investment centre line itive challenges and human resources managementthe most pressing competitive issues facing firms: going global embracing new technology managing change managing talent, or human capital responding to the market containing nge 1: going globalglobalization the trend toward opening up foreign markets to international trade and investment impact of globalization “anything, anywhere, anytime” markets partnerships with foreign firms lower trade and tariff barriers wto and nge 1: going globalcorporate social responsibility the responsibility of the firm to act in the best interests of the people and communities affected by its activities impact on hrm different geographies, cultures, laws, and business practices issues: identifying capable managers and workers developing foreign culture and work practice training programs. Offshoring the business practice of sending jobs to other nge 6: containing costs (cont’d)employee leasing employees are hired by a leasing company (which handles all hr-related activities) and contractis with a company to lease the nge 6: containing costshidden costs of layoff rehiring costs pension and benefit payoffs potential lawsuits from aggrieved workers loss of institutional memory and trust in management lack of staffers when the economy nge 6: containing costsbenefits of a no-layoff policy a fiercely loyal,more productive workforce higher customer satisfaction readiness to snap back with the economy a recruiting edge workers who aren’t afraid to innovate, knowing their jobs are tivity of diversity management des towards work balancing work and familycultural changes employee rights concern for privacy attitudes towards work balancing work and family cultural ies of human resources managersresponsibilities advice and counsel service policy formulation and implementation employee advocacy competencies business mastery hr mastery change mastery personal resource competency ad ppt "human resourse management & strategic hrm". Resourse oint presentation by charlie cook the university of west alabama managing human resources bohlander snell 14 th edition copyright © 2007 thomson/ strategic role of human resources management excel books ng human resources, 12e, by bohlander/snell/sherman © 2001 south-western/thomson learning 1-1 managing human resources managing human resources r 1 nature and scope of hrm ha challenge of human resource management r 1 the rewards and challenges of human resource ng objectives functions of human resource challenge of human resources tion of resource books 12-1 chapter 12 hrd in india.
Points to consider the strategic importance of managing hr gaining and sustaining a competitive advantage a framework for managing hr : conceptual model of hrm system composed of interrelated & interacting parts to achieve desired goals system approach to hrm combines itself with business resource management gaining a competitive r tation is loading. Of courses by r sional college icates of transferable credit & get your degree degrees by ical and ications and ry arts and l arts and ic and repair l and health ortation and and performing a degree that fits your schools by degree degree raduate schools by sity video counseling & job interviewing tip networking ching careers info by outlook by & career research : strategic human resource management: definition & this lesson, we'll use a sports analogy and a real-life business example to learn how strategic human resource management differs from human resource & worksheet - strategic hr error occurred trying to load this refreshing the page, or contact customer must create an account to continue er now for free to watch the rest of this video (and 20,000+ others). Opinions: examples, games & has a masters degree in management, has been phr certified, and has taught college business and human resource management this lesson, we'll use a sports analogy and a real-life business example to learn how strategic human resource management differs from human resource resource managementthe best way to understand strategic human resources management is by comparing it to human resource management.
However, strategic human resource management takes these responsibilities one step further by aligning them with the goals of other departments and overall organizational goals. Hr departments that practice strategic management also ensure that all of their objectives are aligned with the mission, vision, values, and goals of the organization of which they are a part. Strategic human resource managementstrategic human resource management is the practice of attracting, developing, rewarding, and retaining employees for the benefit of both the employees as individuals and the organization as a whole.
Hr departments that practice strategic human resource management do not work independently within a silo; they interact with other departments within an organization in order to understand their goals and then create strategies that align with those objectives, as well as those of the organization. Strategic hrm is seen as a partner in organizational success, as opposed to a necessity for legal compliance or compensation. Strategic hrm utilizes the talent and opportunity within the human resources department to make other departments stronger and more effective.
Importance of strategic hrmwhen a human resource department strategically develops its plans for recruitment, training, and compensation based on the goals of the organization, it is ensuring a greater chance of organizational success. Let's think about this approach in relation to a basketball team, where player a is the strategic hr department, and players b through e are the other departments within the organization. Player a, our strategic hr department, must work with players b, c, d and e, our different organizational departments.
You could also look at strategic hrm as the team captain or coach, as his or her responsibilities are a little bit different from those of the other players. Strategic human resource management then is the process of using hr techniques, like training, recruitment, compensation, and employee relations to create a stronger organization, one employee at a time. Example of strategic hrmsuppose a customer service department is really struggling with turnover and retention.
Strategic hrm means that a human resources department would have a much more involved role. As a result of these collaborative efforts, repeat customers will return, sales will increase, and the company will be able to meet its organizational goals; this is the value in strategic hr management. Lesson summarystrategic human resource management is the practice of attracting, developing, rewarding, and retaining employees for the benefit of both the employees as individuals and the organization as a whole.
Strategic hr management helps an hr department transition from being a reactionary to a proactive, influential, and effective member of an organizational team. A strategic hr department doesn't just help a company save money and cut costs, it helps an organization grow and become more successful. Aligning with the goals of the organization, working hand-in-hand with it to determine a strategy and then striving together to accomplish that goal is what can help make strategic human resource management so essential to the success of every organization.
Review gic hrm is seen as a tool for operational gic hr management:Is the process of using hr techniques, like training, recruitment, compensation, and employee relations to create a stronger s the goals of a human resource department reflect and support the goals of the rest of the s a greater chance of organizational es the talent and opportunity within the hr department to make other departments stronger and more ng outcomesonce you've finished, you should be able to:Define human resource be how strategic human resource management s the benefits of strategic er now for free to watch the rest of this video (and 20,000+ others).