Class 1_PPT

8/3/2019 Class 1_PPT

http://slidepdf.com/reader/full/class-1ppt 1/38

HRM2005

HR Planning

Class #1



Get Acquainted 1

Please PRINT on index car d:

1. Your official r egister ed name with George Brown College

2. The name you like to be called

3. Your work background

4. Your educational background

5. Two things you would like to learn in thiscourse

6. Anything you would like me to know about you



Agenda

Course outline, evaluation, schedule

Instructor policies

Get acquainted

Types of strategy

Strategy & HRM

Class #2



HRM2005 Course Description

Understand principles and practices to

make HRM decisions (e.g., number &

type of staff , type of HR policies, kindsof HR practices)

Examine r elationship between org

strate

gy and

HRM process

es

Understand HR implications of

expansion, downsizing, operating

international, etc.



HRM2005 Course Outcomes

1. Describe approaches to link HR strategy with corporate strategy.

2. For ecast staff supply and demand.

3. Demonstrate how organization can maximize benefitsof a diverse workforce & eff ective succession plan.

4. Describe corporate orientations and implications for HR processes.

5. Explain why HR activities need to be measur ed and ev

aluated

6. Discuss emerging issues influencing the field of HR

planning.



Resources

1. Text ± Belcour t, M. and McBey, K.(2010). Strategic human r esourcesplanning. Toronto: Nelson.

2. Publisher¶s web-site

3. GBC library

a. Stacks & journals

b. On-line data bases4. Prof essor

5. +«



Assessment

Assessment Tool Week % of Final Gr ade

Group exercises Due week

4 and 5

20%

Group pr esentation 6 10%

Midterm exam 9 25%

HR Planning r epor t 10 20%

Final exam 15 25%

6 assessment tools 100%



Feedback

Feedback on your progr ess:

1 week turnaround on exercises

2 weeks turnaround for exams & r epor t

End of class for pr esentation Rubric & comments for r epor t & pr esentation

Scantron forms + written comments for exams

+«

Feedback on my instruction and the course:

Formal and informal

Verbal

Written



Class Schedule

See course outline for schedule



Instructor PoliciesClass Star t and end times Br eaks Cell phones, blackberries, etc. Student pr eparation for class

Student Assistance Office hours: Mondays 1-2 and Thursdays 11-12 or

by appointment (SJA 213 A) E-mail

Assessment No makeup exams or assignments Penalties: Late assignments 10% per day; incorr ect

numbers for group assignments 50% r eduction Academic integrity



Today¶s Objectives

Outline how eff ective HR planning

contributes to overall business plan

Analyze internal and externalchallenges that influence org & HR

strategy dev¶t & implementation

Assess impact of other functionalar eas on HR planning process



Lectur e Outline

Organizational strategy & strategic HRM

Strategy: Organizational context

Corporate and business strategy Organizational strategy typologies

HRM practices & system

Par tnership focus

Demonstrating HRM eff ectiveness



Strategic HR Management

1. Ver tical integration ± understanding the

organization and its context

2.

Horizontal in

tegra

tion ± cr

eating co

her ent HRM systems

3. Par tnership ± HR Prof essionals work

cooperatively with line managers and non-

management employees

4. Demonstrate HRM eff ectiveness ± show how

HRM systems aff ect organizational

performance



Str ategy

Corporate

The formulation of organizational

mission, goals, objectives and action

plans for an entir e organization

Business

As above but for one division or unit

of an organization



Common Str ategies

1. Maintenance

2. Restructuring

Turnaround - incr ease the viability of an

organization

Divestitur e - sale or r emoval of a

business

Liquidation - termination of a business

and the sale of its assets

Bankruptcy



Common Str ategies

3. Growth

Incr ease products and/or ser vices

Change the distribution networks; use technology

Seek new customers or markets by

expanding internationally

Purchase another organization Combine r esources with another

organization and become one



Str ategy Typologies

Por ter¶s competitive model Miles & Snow¶s organizational types

BCG¶s por tfolio matrix



Por ter¶s Competitive Strategies



BCG Por tfolio Matrix

Analysis

Market Shar eHigh Low

Low

High

M a r k e t G r o w t h

%



Miles & Snow - 4 Strategic Types

1. Def ender

Matur e company in matur e industry

Protects market position through efficient production, strong controlmechanisms, continuity & r eliability

2. Prospector

Seeks oppor tunities to exploit, cr eate new markets, develop new productsand ser vices

Cor e skills in R&D, marketing

Broad range of technologies & product types

3. Analyzer

Excels in delivery of new products and ser vices but avoids excessive risks

Seeks to outperform other companies on basis of quality improvement

Concentrates on limited range of products and technologies

4. Reactor

Company has little control over external environment

Lacks ability to adapt to competition

Poor internal control mechanisms, no systematic design or plans



HRM Practices

Organization design

Work design/ job formulation

Entry & exit: r ecruitment, promotion,

terminations

Selection

Managing performance Compensation

Socialization, training, development



Continuum of HRM Practices

Staffing ChoicesInternal sources

Narrow car eer paths

Explicit selection criteriaClosed hiring procedur es

Limited socialization

External sources

Broad car eer paths

Implicit selection criteriaOpen hiring procedur es

Extensive socialization



Continuum of HR Practices

Compensation ChoicesLow base salaries

Internal equity

Few perksStandar d, fixed package

No incentives

Shor t term incentives

No employment securityHierarchical

High base salaries

External equity

Many perksFlexible package

Many incentives

Long term incentives

High employment securityHigh par ticipation




Training & DevelopmentShor t term goals

Productivity emphasis

Spontaneous, unplannedIndividual focus

Low par ticipation

Long term goals

Quality of work emphasis

Planned, systematicGroup/team focus

High par ticipation




Performance EvaluationBehavioural criteria

Remedial purpose

Low employee par ticipation

Shor t term criteria

Individual criteria

Results criteria

Development purpose

High employee par ticipation

Long term criteria

Group/team criteria



Organizational Strategy, Employee

Behaviours & Suppor ting HR

PracticesOrganizational strategy: Innovation

Requir ed employee behaviours: high degr ee of cr eative

behaviour , longer-term focus, r elatively high level of cooperative, inter dependent behaviour , moderate concern for

quality, moderate concern for quantity, gr eater degr ee of risk

taking, high tolerance of ambiguity and unpr edictability

HR Practices: select highly skilled individuals, give employeesmor e discr etion, provide mor e r esources for experimentation,

appraise performance for long term consequences, allow

failur e



Organizational Strategy, Employee

Behaviours & Suppor ting HR

Practices

Organizational strategy: Reduce costs

Requir ed employee behaviours: ?

Suppor ting HR practices: ?

Organizational strategy: Enhance quality

Requir ed employee behaviours: ?

Suppor ting HR practices: ?



HR & Organizational Strategy

When HR policies and practices ar e aligned with an

organization¶s strategic objectives, the system is

³ver tically integrated´.

³Horizontal integration´ occurs when ther e is a

cohesive system among HR policies and practices.

Achieving both ver tical and horizontal integration

r equir es that HR prof essionals work in par tnership

with line managers, employees, and their

r epr esentatives.



Measuring HRM Eff ectiveness

Strategic HRM is also measur ed ± ther e has been bigshif t in measuring the eff ectiveness of HR practices

± from technical HR standar ds towar ds measur es of organizational eff ectiveness

1920 ± 1975 HR prof essionals judged eff ectiveness

1975 ± 2000 Accountants judged; financial criteria;techniques included utility analysis & cost accounting

1995 ± 2010 Stakeholders judge; Balanced scor ecar d approach; balance financial measur es with driversof futur e organizational performance



HR Planning Process

1. Understand the position of the HR function

2. Analyze environmental factors that influence the organization

3. Par ticipate in development of corporate &business unit strategies and plans

4. Assess r elative str engths & weaknessesof organization¶s people practices

5. Design HRM policies and practices that will incr ease the likelihood of achievingorganizational goals

6. Ar ticulate measur ement process



Environmental Scanning

Systematically monitoring the major factors

influencing the organization from an HR

planning perspective.

Inter est is in tr ends that might aff ect

organizational strategies and ther efor e HRmanagement philosophy, policies, and

practices



Why Monitor the Environment?

Because:

Organizations ar e tightly integrated with

the environment The outside world is constantly changing

The HR practitioner who understands

the implications of the environmental

changes for their organization can

proactively develop programs to help

their organization



Impor tant Factors

Economy

Labour market

Local, provincialand f ederal

politics

Globalization

Society and

cultur e

Technology Demographics

Legislation &

r egulations



Techniques

Scan ± identify early signals of changes

in the environment

Monitor ± systematically follow severalkey factors

For ecast ± project the potential impact

of change for the organization Assess ± make a judgment about the

probability of each possible outcome



Sources of Good Information

1. Media:

a. Newspapers, business magazines, HR journals

b. TV, radio, web news

2. Prof essional associations

a. Meetings & conf er ences

b. Newsletters, e-mail, list ser ves

3. Government

a. Statistics Canada (e.g., r epor ts + ³The Daily´)

b. Provincial and municipal economic

development/labour market depar tment information



Sources of Good Information

4. Consultants

a. HR specialty firms (e.g., Watson Wyatt,

Hay, Mercer , etc.)

b. Business advisory firms (e.g., Anderson,

Boston Consulting, etc.

5. Law firms (most organizations use a law firm

for advice on employment & labour issues)

6. Private r esearchers (e.g., The Conf er ence

Boar d of Canada, The Saratoga Institute)



Challenges

Isolating what¶s impor tant for the

organization¶s HR management

practices Deciding what is c riti c al

Understanding how one tr end can be

influenc

edby a coun

ter tr end



Next Class

Reading:

Text, chapters 1 & 2 (class #1)

Text, chapters 3 & 6 (class #2)

In class:

For ecasting process

For ecasting HR demand

Bring a calculator

Documents

Class 1_PPT