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STRATEGIC HUMAN RESOURCE PLANNING

STRATEGIES
Strategies are means to ends, and these ends concern the purpose and
objectives of the organizations. They are the things that businesses do, the path
they follow, and the decisions they take, in order to reach certain points and
levels of success.

STRATEGY STATEMENT
The mission provides a valuable starting point for establishing more specific
objectives and strategies and, in turn, the performance of the organizations
should be assessed against both mission and objectives.

Mission

Objectives

Strategies

Performance Measurement

MISSION STATEMENTS
It is useful if this thinking and analysis can take place with a clear framework of
corporate directions and purposes, that is, the mission of the organization. The
corporate mission represents the over-riding purpose of raison detere for the
business. It should:a. Define the target business activities.
b. Encapsulate long term objectives.
c. Highlight how company is differentiated from its competitors.
d. Be relevant for all the share-holders, including employees and gain their
commitment and support.
VISION STATEMENT
Many organizations today develop a vision statement, which answers the question
what do we what to be come? Developing a vision statement is often considered as
the first step in strategic planning. Vision statement of university: Global leadership in
higher education, certification and practice in higher learning institutions.

STRATEGY
a. Strategy is a universal concept, it is not only something every business does, or
needs to do, but this is a process occurring at every level of society, ranging from
individual planning to state policy making.
b. It is concerned with socio-economic development.
c. Strategy is seizing the future-laying claim to use the best possible potentials.
d. Strategy is as much about will power, vision, belief as it is about analyzing,
planning and executing.
e. Strategy is considered as a process through which organizations make and enact
choices.
f. We need strategy for financing, human resourcing, marketing operations, brand
strategy, staffing, research and development activities.
g. In todays business world, we face the challenges of rapid change.
h. In times of transformation, strategy becomes more important for businesses as
they grow and achieve greater complexity, so their strategy choices become
more significant.
i. Strategy is concerned with identity, capability, operations and control, and how it
will get resources for its needs.
j. It is not what the business and world appears right now, but what they might be
like in future.
k. It is not only passive process of predicting and preparing, but a matter of will and
vision.
l. Strategy is also dealing with the unknown and the unprecedented.
m. In the 21st century, greatest force transforming the strategic context is
globalization.
n. Good model of strategy process, marketing intelligence, self-insight, awareness
of best practice, to courage, to innovate and change and a dose of good fortune
and timing, all mark out the business that succeed in todays business world.
o. Strategy is to do with reading the climate of ones time and people.

ESSENTIAL HANDHOLDS FOR A GOOD STRATEGIC DECISION MAKING


There are few handholds in the process, but there are some essentials of good strategic
decision-making, viz:
a. First comes VALUE.
b. Second comes INSIGHT.
c. Third are RELATIONSHIP.
d. Fourth is MOTIVATION.
e. Fifth comes CLEAR THINKING.
f. Sixth is COURAGE.
WHY HAVE A STRATEGY
a. Why do some people do well, others badly in life?
b. Why do some find success and happiness, others sadness and frustration?
c. Why do some do well in business, others not?
d. Business strategy exists to help us towards success. These are about identifying
and implementing choices.
e. The description of strategy helps us to make better choices with the aim to do
well.
WHERE ARE YOU NOW
What do you have to do differently in order to get there?

BENEFITS OF STRATEGY FOR A SUCCESSFUL BUSINESS


There are a number of benefits to be derived from managing strategically:a. SURVIVAL Continued existence as a business.
b. GROWTH

Ensuring that the business is always developing.

c. CHANGE

Finding new things to do and new ways to do them; reducing

dependency on old days.


d. LEARNING ABOUT THE WORLD Knowing more about the environment in
which the business operates
e. LEARNING ABOUT THE BUSINESS

Identifying what it does best and what it

doesnt do so well; deciding what it could and should be doing.


f. LEARNING ABOUT THE PEOPLE Understanding peoples values and what
motivates them to work in the business; building commitment.
g. BETTER EFFICIENCY Using resources to best effect.
h. BETTER CULTURE Strengthening the relationships between people in the
business.
i. ALLIANCES Creating and strengthening links with other businesses and
organizations.
j. SKILLS Gaining skills and knowledge in a range of areas, some completely
new.
k. CONFIDENCE Building up peoples belief in managers and their abilities, in the
business itself, their own value to the organization and the choice they have
made to work in it.
l. RECURITMENT AND RETENTION Attracting and retaining the most capable
people.
m. DECISIONS Understanding the reasons behind the decisions of both the past
and the future; improving the way decisions are made.
n. LEARNING Allowing information to flow to and from all parts of the business.

IMPORTANT AREAS OF STRATEGY


a. Strategy statements
b. Vision statements
c. Mission statements
d. Minutes of meetings
e. Business plans
f. Budgets
g. Schedules
h. Managements accounts
i. Valuation sheets
j. Company brochures
UNDOCUMENTED ELEMENTS OF STRATEGY
a. Ideas and inspirations
b. Ambitions and dreams
c. Perceptions and preconceptions
d. Values and beliefs
e. Knowledge, experience and skills
f. Motivation and commitment
g. Choices and preferences
h. Attitudes and behaviors
LIVING ORGANIZATIONS
Four distinct goals are highlighted:a. Worker safety.
b. Care of natural environment.
c. A discrimination- free workplace.
d. Investment in communities.

SEVERAL KEY THEMES OF STRATEGIES


a. Making new choices to response to new business conditions.
b. Shifting the emphasis from a traditional focus on improvement and advantage to
aiming for unique strategy positioning.
c. Taking strategic approach that is innovative, not based on that of competitors.
d. Embracing constant change.
e. Building strong connections with the business and social environment.
f. Adding sense of shared values and purpose to the quest for shareholder value.
g. Putting people at the heart of strategy.
THREE HORIZONS OF STRATEGY
a. THE WORLD

The environment in which business operates.

b. THE BUSINESS

The resources it uses to create and capture value.

c. THE PEOPLE

The driving force of the business.

Awareness

Monitoring

Formulation

Implementation
CHART - STRATEGIC MANAGEMENT

LEVELS OF STRATEGY
There are three linked and interdependent level of strategy as follows:The strategic perspective
Corporate ------------------------------ (range and diversity)
of the organization

The search for a distinctive


Competitive ----------------------------- competitive advantages for
each business area

The sources of competitive


Functional ----------------------------

advantage in the functions


carried out by the businesses

CHART - LEVELS OF STRATEGY

CASE STUDY
Mission statements suggests standards for individual ethical behavior. Ethics are the
principles concerning an individuals duty to do what is morally right. These duties often
go well beyond the minimal requirements for legal behaviour set forth in laws. Carrying
out these duties often require making difficult judgements requiring decisions on how to
balance the needs of one stakeholder group against those of other groups. Suppose
you discover that your firms sole supplier of a vital chemical ingredient has for years
being improperly disposing off chemicals. You are not sure how extensive the problem
is, but you suspect that some of the chemicals being dumped are capable of serious
environmental damage. You are inclined to report what you know to the environmental
protection agency, but you realize that such an action could have serious ramifications.
A multimillion dollar cleanup may force your supplier who is one of your stake holder.

STRATEGIC CHALLENGES
THIRTY CRITICAL ORGANIZATIONAL COMPETENCY NEEDS
STRATEGIC AWARENESS AND CONTROL ABILITIES
1. Maintain an awareness of environmental changes and their implications and
think strategically.
2. Design and operationalize a fitting organization, the structures and systems of
which match its environment(s) and, through learning, stay matched in a
changing environment.
3. Establish and maintain a portfolio of activities/businesses to which the
organization can add value and foster synergies.
4. Avoid the trap of self-enacted reality (whereby the organization drifts into
problems because it has an unrealistic view of its position) and to reach more
objectively, environmentally aware, blamed decisions.
STAKEHOLDER SATISFACTION ABILITIES
5. Understand and manage the organization as a stakeholder (political) interaction,
and goal setting/attaining system.
6. Diagnose organizational strategic standing, core content competencies and
strategic abilities, its strength in its market place(s), its resource strengths and
weaknesses and the opportunities and threats in its present and future
environments.

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COMPETITIVE STRATEGY
7. Understand competitive situations and to choose where and how to compete.
8. Get closer to the customer-to understand, attract and satisfy him/her better than
competitors by adding value more effectively.
9. Choose winning product/market developments.
STRATEGY IMPLEMENTATION
10. Implement strategy throughout the organization.
11. Create, share and implement a winning vision.
12. Empower personnel and motivate them towards continuous organizational
improvement.
13. Foster internally-generated synergy through co-operation and sharing.
14. Collaborate in strategic alliances for competitive advantage.
QUALITY AND CUSTOMER CARE
15. Provide excellent quality as perceived by the customer.
16. Continuously achieve states of greater organizational productivity.
17. Invoke a creative, innovative and self-organizing climate in the organization.

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FUNCTIONAL COMPETENCIES
18. Utilize research and development to help create a future for the business.
19. Develop new products and services and bring them to market both effectively
and in the appropriate timescale.
20. Reach and satisfy customers with effective distribution of products and services
nationally and/or internationally.
21. Harness the potential of information technology for fast, efficient and effective
information processing and sharing.
22. Maintain financial control of the business and access capital for future investment
programmes.
FAILURE AND CRISIS AVOIDANCE
23. Avoid business-failure situations.
24. Plan for when things go wrong.
25. Avoid socio-technical (life-threatening) disasters.
26. Manage business-failure turnaround situations.
27. Manage socio-technical disaster situations.
ETHICS AND SOCIAL RESPONSIBILITY
28. Manage green issues.
29. Manage socially and responsibly.
30. Become more ethically aware and manage with an ethical underpinning.

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A SUMMARY OF THE STRATEGIC LESSONS


a. Strategies are means to ends. The ends concern the purpose and objectives of
the organization. There is a broad strategy for the whole organization (the
corporate strategy, which reflects the range and diversity of activities), and a
competitive strategy for each activity. Functional strategies (for marketing
operations, finance etc) contribute directly to competitive strategies.
b. Strategies have life cycles. Companies which fail to adapt their strategies and to
innovate will eventually experience decline.
c. Strategic management is the process by which organizations formulate,
implement, monitor and control their strategies. Changes to strategies can be
dramatic and substantive, or more gradual and evolutionary.
d. Effective strategic management implies that companies manage their resources
in such a way that they both respond to, and manage, their environment. The
culture and style of management are critical factors, and the impact of an
entrepreneurial strategic leader should not be underestimated. Speed is
becoming an increasingly important competitive weapon.
e. Corporate planning is an important aspect of strategic management, but it does
not fully explain how strategies are created and implemented.
f. The business environment can be evaluated in a number of ways:
(1) The expectations and influence of the stakeholders, those
people/organizations with a stake or an involvement in the business.
(2) Political, economic, social and technological forces.

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g. In addition, Michael Porters Five Force model is a useful framework for


evaluating the nature of competition in an industry.
h. All employees can contribute to strategic change. The structure of the
organization (in particular, the extent to which there is decentralization and
empowerment), and reward systems, will influence the contributions that people
make.

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