STRATEGIC HUMAN RESOURCE

MANAGEMENT
By

Brigadier K S Chauhan

Environment Overview
Stock markets affected by forces previously unconsidered.
Terrorism targeting business a part of war plan.
Social and business values around the world are changing
dramatically.
Multiple factors produced incredibly complex context for
business in general and HR in particular.
- Globalization: New market, Technology, Outsourcing
- War for top talent
- Increasing pressure on employees
- Continuing decline in employee loyalty.
- On going decline in customer loyalty.
- Strenuous interventions of shareholders and board of
directors
- Increased speed of change

Evolution of HR

Are HR Leaders up to Challenges?

Tactical HR

Strategic HR

Model of Relationship among HR Strategies

Planning Systems
Measurement Systems
Organizational Structure and Corporate Governance.
Work flow system
Budgeting and Economic System

Contribution by Emerging Cadre of Academic and Consultants

Clusters of Performance Indicators that matter most

Roadmap to Strategic HR

10

Questions to Determine Organizational Readiness

11

Principles of Strategic HR

12

Strategic HR Frame Work

13

Generic Business Strategies for Competitive Advantages

and Sustainability
Overall cost leadership
Low-cost-position relative to a firms peers
Manage relationships throughout the entire value chain

Differentiation
Create products and/or services that are unique and valued
Non-price attributes for which customers will pay a
premium

Focus strategy
Narrow product lines, buyer segments, or targeted
geographic markets
Attain advantages either through differentiation or cost
leadership

14

Three Generic Strategies

Competitive Advantage

Strategic Target

Uniqueness Perceived
by the Customer

Low Cost Position

Industrywide

Particular
Segment Only

15

Creating Value Through Human Capital, Social

Capital, and Technology
Competitive Advantage
Differentiation
Differentiation Cost Stuck in
and Cost Differentiation Cost
Focus the Middle
Focus
Performance
Return on
investment (%)

35.5

32.9

30.2

17.0

23.7

17.8

Sales Growth (%)15.1

13.5

13.5

16.4

17.5

12.2

5.3

5.3

5.5

6.1

6.3

4.4

123

160

100

141

86

105

Gain in Market
Share (%)
Sample Size

16

HR as Cop Vs Partner

17

Qualities of True HR Business Partner

18

Qualities of Line Manager Effectively engaged in HR Work

19

Leadership Perspective
Blue Sky Leaders
Visionaries but may be
Short On specifics and
implications

Sandbaggers
Conservative
No risk

Pleasers
No Strategy

20

Developing HR Strategy

21

Effective HRP

22

Sample HRP

23

Functional Technical work of HR

24

Key Tasks of an HR Change Agent

25

Work Force Planning and Transition Cycle

26

Strategy, Capabilities and Drivers

27

Importance of Performance Management

28

Evolution of PMS

29

Performance Management Principle

30

Organization Development

31

System Perspective

32

System Definitions

33

Key Components of Individual Learning & Development

34

Key Principles of Learning and Development

35

Employee Relations

36

Role of HR Generalist & Specialist

37

HR Generalist Specialist Management Interface

38

Significant Competencies Essential for HR Professionals

39

Sample HR Competency Behavioral Indicators

40

Potential Roadblocks to Changes in HR

41

Principles for Managing Successful Career in HR

42

Thank You

?
43