CHAPTER 4

THE EVOLVING/
STRATEGIC ROLE
OF HUMAN
RESOURCE
MANAGEMENT

PowerPoint Presentation by Charlie Cook

Copyright 2002 South-Western. All rights reserved

Strategic
Strategic Human
Human Resource
Resource
Management
Management
Involves
Involves the
the development
development of
of aa consistent,
consistent, aligned
aligned
collection
collection of
of practices,
practices, programs,
programs, and
and policies
policies to
to
facilitate
facilitate the
the achievement
achievement of
of the
the organizations
organizations
strategic
strategic objectives.
objectives.
Requires
Requires abandoning
abandoning the
the mindset
mindset and
and practices
practices of
of
personnel
personnel management
management and
and focusing
focusing on
on
strategic
strategic issues
issues than
than operational
operational issues.
issues.
Integration
Integration of
of all
all HR
HRprograms
programs within
within aa larger
larger
framework,
framework, facilitating
facilitating the
the organizations
organizationsmission
mission
and
and its
its objectives.
objectives.
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Traditional
Traditional HR
HR versus
versus Strategic
Strategic HR
HR

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44

Barriers
Barriers to
to Strategic
Strategic HR
HR

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45

Copyright 2002 South-Western. All rights reserved.

46

Copyright 2002 South-Western. All rights reserved.

47

Reading
Reading 4.1:
4.1: HR
HR and
and Organizational
Organizational
Excellence
Excellence
HR
HR can
can help
help deliver
deliver organizational
organizational excellence
excellence by:
by:

Becoming
Becomingaapartner
partnerwith
withsenior
seniorand
andline
linemanagers
managersinin
strategy
strategyexecution.
execution.
Becoming
Becomingexpert
expertininthe
theway
waywork
workisisorganized,
organized,delivering
delivering
administrative
administrativeefficiency
efficiencytotoensure
ensurethat
thatcosts
costsare
arereduced
reduced
while
whilequality
qualityisismaintained.
maintained.
Becoming
Becomingaachampion
championfor
foremployees,
employees,representing
representingtheir
their
concerns
concernstotosenior
seniormanagement
managementand
andworking
workingtotoincrease
increase
employee
employeecontributions.
contributions.
Becoming
Becomingan
anagent
agentofofcontinuous
continuoustransformation
transformationby
byshaping
shaping
processes
processesand
andorganizational
organizationalculture.
culture.

Copyright 2002 South-Western. All rights reserved.

48

Reading
Reading 4.1:
4.1: Five
Five Critical
Critical Business
Business
Challenges
Challenges
Globalization
Globalization
Profitability
Profitability through
through Growth
Growth
Technology
Technology
Intellectual
Intellectual Capital
Capital
Change,
Change, Change,
Change, and
and More
More Change
Change
Copyright 2002 South-Western. All rights reserved.

49

Reading
Reading 4.1:
4.1: HR
HR as
as Strategy
Strategy Execution
Execution
Partner
Partner
HR
HR isis responsible
responsible for
for defining
defining an
an organizational
organizational
structure
structure as
as the
the model
model for
for the
the companys
companysway
way of
of
doing
doing business.
business.
HR
HR must
must be
be accountable
accountable for
for conducting
conducting an
an
organizational
organizational audit.
audit.
HR
HR isis to
to identify
identify methods
methods to
to renovate
renovate part
part of
ofthe
the
organizational
organizational architecture.
architecture.
HR
HR must
must take
take stock
stock of
of its
its own
own work
work and
and set
set clear
clear
priorities.
priorities.
Copyright 2002 South-Western. All rights reserved.

410

Reading
Reading 4.1:
4.1: HR
HR and
and Organizational
Organizational
Culture
Culture
HR
HR can
can help
help bring
bring about
about aa cultural
cultural change
change by:
by:

Defining
Definingand
andclarifying
clarifyingthe
theconcept
conceptofofcultural
culturalchange.
change.
Articulating
Articulatingwhy
whycultural
culturalchange
changeisiscentral
centraltotobusiness
business
success.
success.
Defining
Definingaaprocess
processfor
forassessing
assessingthe
thecurrent
currentculture
cultureand
andthe
the
desired
desirednew
newculture,
culture,as
aswell
wellas
asmeasuring
measuringthe
thegap
gapbetween
between
the
thetwo.
two.
Identifying
Identifyingalternative
alternativeapproaches
approachestotocreating
creatingculture
culture
change.
change.

Copyright 2002 South-Western. All rights reserved.

411

Reading
Reading 4.1:
4.1: Four
Four Changes
Changes for
for the
the Line
Line
How
How senior
senior operating
operating management
management can
can create
create an
an
environment
environment in
in which
which HR
HR becomes
becomes focused
focused on
on
outcomes
outcomes instead
instead of
of activities:
activities:
Communicate
Communicatetotothe
theorganization
organizationthat
thatthe
thesoft
softstuff
stuff
matters.
matters.
Explicitly
Explicitlydefine
definethe
thedeliverables
deliverablesfrom
fromHR,
HR,and
andhold
holdHR
HR
accountable
accountablefor
forresults.
results.
Invest
Investinininnovative
innovativeHR
HRpractices.
practices.
Upgrade
UpgradeHR
HRprofessionals.
professionals.

Copyright 2002 South-Western. All rights reserved.

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Reading
Reading 4.2:
4.2: Human
Human Capital
Capital Management
Management
To
Tobecome
become effective
effective human
human capital
capital managers,
managers, HR
HR
mangers
mangers must
must develop
develop competencies
competencies in:
in:
Knowledge
Knowledgeofofthe
thebusiness.
business.
Human
Humanresource
resourcefunctional
functionalexpertise.
expertise.
The
Themanagement
managementofofchange.
change.

Copyright 2002 South-Western. All rights reserved.

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Reading
Reading 4.2:
4.2: New
New Functional
Functional Role
Role for
for HR
HR
HR
HR must
must focus
focus on
on business
business level
level outcomes
outcomes rather
rather
than
than HR
HR level
level inputs.
inputs.
HR
HR must
must become
become aa strategic
strategic core
core competency
competency
rather
rather than
than aa market
market follower.
follower.
Strategic
Strategic competencies
competencies are
are more
more important
important than
than
functional
functional competencies.
competencies.
The
The most
most important
important missing
missing element
element in
in the
the HR
HR
function
function expertise
expertise isis aa systems
systems perspective.
perspective.

Copyright 2002 South-Western. All rights reserved.

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Reading
Reading 4.3:
4.3: Organization
Organization Culture
Culture
Questionnaire
Questionnaire
Topics
Topics to
to be
be included
included in
in the
the questionnaire:
questionnaire:

How
Howisisperformance
performancedefined,
defined,measured
measuredand
andrewarded
rewardedininthe
the
organization?
organization?
How
Howare
areinformation
informationand
andresources
resourcesallocated
allocatedand
andmanaged
managed
ininthe
theorganization?
organization?
What
Whatisisthe
theoperational
operationalphilosophy
philosophyofofthe
theorganization
organizationwith
with
regard
regardtotorisk-taking,
risk-taking,leadership,
leadership,and
andconcern
concernfor
foroverall
overall
results?
results?
Does
Doesthe
theorganization
organizationregard
regardits
itshuman
humanresources
resourcesas
ascosts
costs
ororassets?
assets?

Copyright 2002 South-Western. All rights reserved.

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Reading
Reading 4.3:
4.3: Analyzing
Analyzing Dysfunctional
Dysfunctional
Cultures
Cultures
Which
Which components
components of
of the
the culture
culture are
are misaligned?
misaligned?
What
What priorities
priorities should
should be
be assigned
assigned each
each of
ofthe
the
gaps
gaps between
between what
what the
the culture
culture isis and
and what
what people
people
feel
feel that
that itit should
should be?
be?
What
What resources
resources are
are needed
needed and
and how
how should
should they
they
be
be used
used to
to change
change the
the culture?
culture?
How
How should
should the
the change
change effort
effort be
be managed
managed and
and
who
who does
does what?
what?
What
What role
role should
should HR
HR strategy
strategy play
play in
in signaling,
signaling,
making
making and
and reinforcing
reinforcing the
the necessary
necessary changes?
changes?
Copyright 2002 South-Western. All rights reserved.

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