Professional Documents
Culture Documents
Contents
Introduction
Hierarchy and Roles
Definition
Importance
Strategic fit
Types of strategies
Traditional vs SHRM
Models & approaches
Summary
DEFINITION,NEED &
IMPORTANCE
Planning
SHRM
Managerial
level
Execution
FHRM
Operationa
l Level
Operation
OHRM
NEED/IMPORTANCE OF SHRM
Strategic
human
resource
management
is
the
proactive
management of people. It requires
thinking ahead, and planning ways for a
company to better meet the needs of its
employees, and for the employees to
better meet the needs of the company.
2/3/16
Organizational
Capabilities
HR
Strategies
Organizational
Characteristics
Environments
1-12
Strategic
Planning
Roles
Strategy
Execution
Role
Strategy
Formulation
Role
Human
Resource
Professionals
Human
Resource
Policies and
Practices
314
Employee
Behaviors and
Competencies
HIERARCHY OF STRATEGY
CORPORATE STRATEGY
BUSINESS STRATEGY
FUNCTIONAL
STRATEGY
Corporate Strategy
Business Strategy
HR Strategy
HR System Training
(Performance Mgmt.)
Horizontal Fit
Rewards
COMPETITIVE STRATEGY
OPERATIONAL
PURPOSE OR MISSION
SHAREHOLDER VALUE ?
STAKEHOLDER
INTEREST?
ASPIRATIONAL ?
ATTAIN SUSTAINABLE
COMPETITIVE ADVANTAGE
BY:
FUNCTIONAL
LEVELSTRATEGY
HR,FINANCE,PRODUCTN
MARKETING,QUALITY
Etc.
MEANS :
. GOOD PARENTING
. SELECT PORTFOLIO
. GUARD REPUTATION
. LEVERAGING RESOURSES
. DEVELOPING CAPABILITIES
AND
. COMPETING ON COST,OR
DIFFERENTIATING OR
OCCUPYING A NICHE
HR Strategy: HR System
Internal Fit
HR
Strategy
Appeal
Goal Setting
Performance
Measurement
Coaching
Rewards
Performance Evaluation
Types of Strategies
CorporateLevel
Strategies
Diversificati
on Strategy
Vertical
Integration
Strategy
Consolidatio
n
Strategy
319
Geographic
Expansion
Strategy
Cost
Leadership
Differentiation
320
Focus/Niche
TRADIONAL HR Vs STRATEGIC HR
EVOLUTION OF SHRM
PERSONNEL
MGMT
.
.
.
.
.
MECHANISTIC
BUREAUCRATIC
HIGH CENTRALISATION
HIGH FORMALISATION
LOW FLEXIBILITY
HRM
SHRM
. CONVERGENCE
BETWEEN
HRM & BUSINESS
STRATEGY
PROACTIVE/LONGTERM
HRM PERSPECTIVE
. COMPETITIVE
ADVANTAGE
THROUGH HUMAN
RESOURCES
. INVESTMENT
PERSPECTIVE
TRADITIONAL HR Vs STRATEGIC HR
TRADIONAL HR
HR
RESPONSIBILITY
HR STAFF
FOCUS
EMPLOYMENT RELATIONSHIP
& COMPLIANCE WITH LAW
ROLE OF HR
STRATEGIC
LINE MANAGERS
PARTNERSHIP WITH INTERNAL
& EXTERNAL CUSTOMERS
PROACTIVE & TRANSFORMATIONAL
INITIATIVES
TIME HORIZON
SHORT TERM
CONTROL
BUREAUCRATIC
( RULES,POLICIES, PROCEDURES)
ORGANIC
( FLEXIBILITY,FEW RESTRICTIONS)
JOB DESIGN
KEY INVESTMENTS
PRODUCTS, TECHNOLOGY
PEOPLE
(KNOWLEDGE, SKILLS,
ABILITIES
ACCOUNTABILITY
COST CENTRE
INVESTMENT CENTRE
BARRIERS TO STRATEGIC HR
INTEGRATING HR STRATEGY
WITH
BUSINESS STRATEGY
BUSINESS
STRATEGY
INTERNAL
ENVIRONMENT
SCAN
HR
STRATEGIC
PLANS
HR
IMPLEMENTATION
PLANS
EXTERNAL
ENVIRONMENT
SCAN
INVESTMENT PERSPECTIVE OF HR
(How best to invest in its people )
against benefits.
COMPETING APPROACHES
&
MODELS
SHRM
FIT
PERSPECTIVE
FUNCTIONAL
PERSPECTIVE
ECONOMIC
PERSPECTIVE
TYPOLOGICAL
PERSPECTIVE
MACKENZIES 7S MODEL
STRUCTURE
STRATEGY
SYSTEMS
SHARED
VISION
STYLE
SKILLS
HUMAN
SOURCESRE
COMPETING APPROACHES
HRD SYSTEMS :
CAREER SYSTEMS :
APPRAISAL SYSTEMS: Performance and potential appraisals
TRG. SYSTEM S: Separate For all category of employees
WORK SYSTEMS: Task analysis, QWL, Stress management, productivity & Quality etc.
CULTURAL SYSTEMS : Most neglected , Includes development of octapace culture,Reward system
SELF RENEWAL SYSTEMS; Research. Survey feedback etc.
Reference
Gary Dessler, Chapter 3, Strategic Human
Resource Management and the HR Scorecard.
Michael Armstrong, SHRM, PHI edition.
Gomez, Cardy, Managing human resources,
Chpater 1, prentice hall edition.
MBAO 6030 , Human Resource Strategy, web
based article.
STRATEGIC HUMAN RESOURCE MANAGEMENT,
Prof. VP.Kakkar, Web based article.