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Lesson 3

Presented by: Nurain Zuhair

Learning Objectives
At the end of the lecture you should have developed a clear understanding of the -

The Strategic Planning Process - Formulation - Implementation - Evaluation and Assessment

Linking Strategic Planning and Human Resources

Strategic Planning Process


Step Four
Formulating strategy - A corporate ,Business and HR Strategy needs to be devised after the internal and external analysis. -Moves from a simple analysis to a coherent course of action.

Strategic Planning Process


Corporate Strategy- Domain Selection Growth Increased Productivity A greater number of employees Developing new skills

Strategic Planning Process


Corporate StrategyDiversification Make or buy decision
Develop capabilities internally or contract out Diversify beyond core business Diverse portfolio requires sound human capital

Strategic Planning Process


Corporate StrategyMergers & Acquisitions Estimates suggest only 15% of all mergers
achieve objectives Failure is due to cultural inconsistencies Conflicts among managers Importance of HR planning

Strategic Planning Process


Corporate StrategyMergers & Acquisitions
Evaluate corporate culture and different options for developing enterprise Should not take a wait and see attitude Assess human capital in both firms Systematically determining the role and analyzing who are the best fit

Strategic Planning Process


Corporate StrategyMergers & Acquisitions Identify key staff
Set retention arrangements Create development plans

Strategic Planning Process


Corporate StrategyStrategic Alliance and Joint Ventures
International joint ventures- Compatible culture Select key executives and develop team work Design of performance assessment Design mutual incentive for the alliance

Strategic Planning Process


Business Strategy- Domain Navigation -Value creation
Low cost Strategy- productivity and efficiency Reduce cost provide attractive price for customers Productivity improve Produce more from the same workforce or produce the same from smaller workforce

Strategic Planning Process


Business StrategyLow cost Strategy
Motivated staff Eliminate wastage Better quality Outsourcing reduces cost, layoffs, transfers

Strategic Planning Process


Business StrategyDifferentiation Strategy- Value added
Something unique and distinctive to customers Empower employees to serve better Discernment- to support customized products

Strategic Planning Process


Functional Strategy Ensuring Enlightenment
External Fit (or External Alignment) Connection between the business objectives and the major initiatives of HR Internal Fit (or Internal Alignment) Aligning HR practices with one another to establish a configuration that is mutually reinforcing

Strategic Planning Process


Step 5 Strategy Implementation

Strategic Planning Process


HRM instrumental to every aspect.
Strategy -Redeployment and reorganization of employees Structure redesign strategies- best workflow models, employees are sharing the same idea

Strategic Planning Process


Systems Processes Shared values- guiding parameter Style leadership style to support culture Skill/staff- HR demand and supply

Strategic Planning Process


Taking Action: Reconciling Supply and Demand Balancing demand and supply considerations Forecasting business activities (trends) Locating applicants Organizational downsizing Reducing headcount Making layoff decisions Seniority or performance? Labor agreements

Strategic Planning Process


Step 6 Evaluation and Assessment Issues
Benchmarking: The process of comparing the organizations processes and practices with those of other companies Human capital metrics
Assess aspects of the workforce

HR metrics
Assess the performance of the HR function itself

Strategic Planning Process


Measuring Strategic Alignment Strategy Mapping and the Balanced Scorecard
Balanced Scorecard (BSC)
A measurement framework that helps managers translate strategic goals into operational objectives financial customer processes learning

Strategic Planning Process


Measuring Internal Fit
Identify the key workforce objectives they have to achieve Identify HR practices used elicit or reinforce workforce objectives Evaluate each hr practice on a scale -5 to 5

Strategic Planning Process


Ensuring Strategic Flexibility for the Future
Capacity of the organization to act and change in pursuit of sustainable competitive advantage. Coordination flexibility
The ability to rapidly reallocate resources to new or changing needs.

Strategic Planning Process


Ensuring Strategic Flexibility for the Future

Resource flexibility Having human resources who can do many different things in different ways

Benefits of SHRM
Contributes to enhanced Performance Organization and employee productivity Survival rate improves Reduces employee turnover Customer Satisfaction Ensures HR department justifies its existence

Barriers to Strategic HRM


short-term mentality among stakeholders Inability of HR executives to think strategically Managers lack appreciation for the value of HR as strategic partner Managers are concerned with a technical aspects

Barriers to Strategic HRM


Problem of quantifying the outcomes and benefits of HR Human capital not owned by companyrisky investment Managers are not prepared to implement drastic changes

References
Armstrong, Michael ( 2009) Armstrongs Book of Human Resource Management Practice, 11th edn., UK: Kogan Page Snell, Scott, Bohlander, George, Vohra, Veena (2010) Human Resource Management: A South-Asian Perspective, India: Cengage Learning India Pvt. Ltd. Aswathappa, K. (2010) Human Resource Management: Text and Cases, 6th edn., India: Tata McGraw Hill Education Pvt. Ltd.

Questions?
You are advised to prepare a presentation on the title Strategy and HRM planning. Using your own examples, prepare brief notes on the following: a) Formulating HR strategy b) Implementing HR strategy

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