Beruflich Dokumente
Kultur Dokumente
Strategy is
problem solving in
unstructured
situations.
Lester Dignam
There is a gap
between the
rhetoric and the
reality of
SHRM.
John Purcell
Lynda Grattan
Strategy is
Strategy is a
emergent and
flexible.
pattern in a
stream of
activities.
Sean Tyson
Strategy consists
of illusions in the
board room.
Henry Mintzberg
Strategy is often
fragmentary,
evolutionary and
largely intuitive.
James Quinn
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Strategic management
strategic role of HR
HR strategies
overall/specific
Strategic choice
Strategic analysis
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Formulate integrated
HR strategies
Contribute to the
development of
business strategies
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Aware of
business
context
Understand
the
business
Appreciate
how HR
can add
value
Act as
change
agent
Practice
evidenceMake
based
convincing
business management
case
for
innovation
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HR STRATEGY AREAS
Overall:
performance
engagement
the big idea
human capital
advantage
HRM process
advantage
etc
Specific:
organization
development
corporate social
responsibility
resourcing
talent management
learning and
development
employee reward
employee
relations
employee
well-being
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Maintain
competitive
advantage by
continuing to
attract very high
calibre people.
Boots
Stimulate changes
on a broad front
aimed at achieving
competitive
advantage through
people. Pilkington
Optronics
We want GSK to be a
place where the best
people do their best
work. GlaxoSmithKline
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Financial perspective:
income growth
enlistment and retention of
supporters
cost/income ratio
Stakeholder perspective:
impact on clients
relationships with key funding
agencies and supporters
development of brand
influence
People perspective:
leadership behaviour
talent management
learning and development
employee satisfaction
a great place to work
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HIGH-PERFORMANCE STRATEGY:
CORPORATION OF LONDON
Clear line of sight between strategic aims of the Corporation and its staff
Management sets goals for success and monitors performance
Leadership from the top and at all levels of management
Focus on promoting engagement and commitment
Performance management processes aligned to Corporation objectives
Capacities of people enhanced by comprehensive learning and
development programmes
People valued and rewarded according to their contribution
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CARE
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Involve senior
management and
line managers
1.
Analysis
2.
Diagnosis
3.
Conclusions and
recommendations
4.
Action planning
Involve employees
and their
representatives
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Importance*
Effectiveness*
High-quality HR practices
Poor-quality HR practices
1.
2.
3.
4.
5.
6.
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Importance*
Effectiveness*
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Importance*
Effectiveness*
Importance*
Effectiveness*
Importance*
Effectiveness*
Importance*
Effectiveness*
PRIORITIZATION OF HR STRATEGIES
Summary of HR
strategy
Business case
Timing
Responsibility for
1.
2.
3.
4.
5.
6.
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Michael Armstrong
email@michael-armstrong.eu
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