Strategic Human Resource Management. Strategy Abell’s (1993) ‘ mastering the present and pre-empting the future. Strategy It is forward looking. It is about deciding where you want to go and how you mean to get there. Strategy formulation.
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Abell’s (1993) ‘ mastering the present and pre-empting the future.
It is forward looking.
It is about deciding where you want to go and how you mean to get there.
The process of deciding on a strategic direction by defining a company’s mission and goals, its external opportunities and threats, and its internal strengths and weaknesses
It is a process for developing a sense of direction and ensuring strategic fit.
1. Define the mission
2. Set objectives
4. Analyze existing strategies
5. Define the light of the analysis
6. Define the key strategic issues
7. Determine corporate and functional strategies
8. Prepare integrated strategic plans for implementing strategies.
9. Implement the strategies
10. Monitor implementation and revise.
Strategic HRM is an approach that defines how the organization’s goals will be achieved through people by means of HR strategies and integrated HR policies and practices.
Strategic HRM focuses on actions that differentiate the firm from its competitors.
A shifting Industrial Base
Relationship with supervisor
Career development and opportunities
Benefits and Compensation
Responsibility for HR
Staff specialists- Line managers
Employee relations - internal /external customers
Role of HR
Transactional, change follower, and respondent
Transformational, change leader, and initiator
Slow, reactive, fragmented
Fast , proactive, integrated
short term short, medium, long
Bureaucratic-roles, policies, procedures
Tight division of labor, independence, specialization
Broad, flexible, cross-training, teams
Capital , Products People, Knowledge
Cost center Investment center
General Electric (GE)
Learning and Development
360 degree performance appraisal
Regular employee satisfaction surveys
Flattened organization structure
2. Succession Planning
3. Rigorous Leadership Training Programme
4. Open and Transparent
5. Family like work atmosphere
1. Competency based HR Practices
2. Promoting based on competencies
3. Continuous appraisal Process
4. Developing Training programmes
South West Airlines
- ‘LUV’ & ‘FUN’
- Value creating
- Rigorous Training Programme
-Treat employees well
Classroom and internet courses
Variable pay program based on Individual performance.
Changing Technology- Strategy
Developing leadership skills through broad vision
Family like work atmosphere
Uniformity in Dress codes
Welfare and Fringe benefits
Incentive (Profit sharing)
Food Coupon Pass
On –the- job and Off-the –job Training
-Competency Mapping exercises
- Balanced Scorecard
- Benchmarking of remuneration Strategies with that of the industry
- Performance Linked Variable Compensation
Diversity in the work place (Intel)
HPWS (high performance work systems)
HR Value chain-employee, organizational, financial& accounting and market based
Intelligence Vs Conscientiousness
“Pillars of exellence”
Service, people, quality, finance and growth
Cross functional teams
Reward and recognition
Inpatient, outpatient satisfaction
Customer satisfaction increased from 43% to 97%
-Maximize Financial performance
-Demonstrate to shareholders the value added benefits of HR programs and policies
-Strategic Partnership-HR and finance
-1990’s strategically redesigned its HR functions
-record keeping and compliance
-streamlining work processes, eliminating unnecessary activities
-reevaluating technology, outsourcing non strategic functions.
-39 M& A’s
-Reduction in idle time
Eli Lilly Pharma
-Career development opportunities
U.S. and Japanese Culture
- Internal versus External Recruiting
Have performance data available
Less training/socialization time
Fresh ideas and viewpoints
Expand Knowledge base
Detrimental to internal applicants
Training and socialization
Can be expensive
When and how extensively to recruit
Stages of Recruiting Process which takes 15 weeks.
Accept Job Offer 10
Receive job offer 15
Attend Second Interview 30
Invited to Second Interview 40
Invited to first interview 60
word of mouth
J & J (employee referral)
Staffing at St.Peter’s Health Care
- nurses biding for shifts at a rate/hr
Outsourced Recruitment at Kellogg
College Recruiting via Internships at Microsoft
Call – Center Staffing at Capital One-VISA credit cards , consumer Master Card –extensive assessments in selection.
T & D framework
Plan Do Check Act
Targeting and the four P’s of Training level analysis
off- the –job
purpose, content , constraint, Presentation option
Strategic Planning Involvement
Layoffs at Kodak
Range of services
Allowance of two weeks’ pay for each year of employment
retained medical, dental, and life insurance for four months;
outplacement counseling; and a retraining allowance of up to $5000 for schooling.