© 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved. All rights reserved. PowerPoint Presentation by Charlie PowerPoint Presentation by Charlie Cook Cook The University of West Alabama The University of West Alabama 1 Human Human Resource Resource Management Management ELEVENTH EDITION ELEVENTH EDITION G A R Y D E S S L E G A R Y D E S S L E R R Strategic Human Resource Strategic Human Resource Management and the HR Scorecard Management and the HR Scorecard Chapter Chapter 3 Part 1 | Part 1 | Introduction Introduction

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  • After studying this chapter, you should be able to:Outline the steps in the strategic management process.Explain and give examples of each type of companywide and competitive strategy.Explain what a strategy-oriented human resource management system is and why it is important.Illustrate and explain each of the seven steps in the HR Scorecard approach to creating human resource management systems.

  • The Strategic Management ProcessStrategic ManagementThe process of identifying and executing the organizations mission by matching its capabilities with the demands of its environment.StrategyA chosen course of action.Strategic PlanHow an organization intends to balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage over the long-term.

  • Business Vision and MissionVisionA general statement of an organizations intended direction that evokes emotional feelings in organization members.MissionSpells out who the company is, what it does, and where its headed.

  • FIGURE 31The Strategic Management Process

  • FIGURE 32A SWOT Chart

  • FIGURE 33Strategies in a NutshellSource: Arit Gadiesh and James Gilbert, Frontline Action, Harvard Business Review, May 2001, p. 74.

  • FIGURE 34Relationships Among Strategies in Multiple-Business Firms

  • Types of Strategies

  • Types of Strategies (contd)

  • FIGURE 35The Southwest Airlines Activity SystemNote: Companies like Southwest tailor all of their activities so that they fit and contribute to making their strategies a reality.Source: Michael E. Porter, What Is Strategy? Harvard Business Review, NovemberDecember 1996. Reprinted with permission.

  • Achieving Strategic FitThe Fit Point of View (Porter)All of the firms activities must be tailored to or fit the chosen strategy such that the firms functional strategies support its corporate and competitive strategies.Leveraging (Hamel and Prahalad) Stretch in leveraging resourcessupplementing what you have and doing more with what you havecan be more important than just fitting the strategic plan to current resources.

  • Strategic Human Resource ManagementStrategic Human Resource ManagementThe linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility.Involves formulating and executing HR systemsHR policies and activitiesthat produce the employee competencies and behaviors that the company needs to achieve its strategic aims.

  • FIGURE 36Linking Company-Wide and HR StrategiesSource: Gary Dessler, Ph.D., 2007.

  • Strategic Human Resource Challenges

  • Human Resource Managements Strategic RolesStrategy Execution RoleStrategic Planning RolesStrategy Formulation Role

  • FIGURE 37Percent of Successful Mergers in Which HR Manager Was InvolvedSource: Jeffrey Schmidt, The Correct Spelling of M & A Begins with HR, HR Magazine, June 2001, p. 105. Reproduced with permission of Soc. for Human Resource Mgmt. via Copyright Clearance Center.

  • Creating the Strategic Human ResourceManagement System

  • FIGURE 38Three Main Strategic Human Resource System ComponentsSource: Adapted from Brian Becker et al., The HR Scorecard: Linking People, Strategy, and Performance (Boston: Harvard Business School Press, 2001), p. 12.Characteristics of HPWSmulti-skilled work teamsempowered front-line workersextensive traininglabor-management cooperationcommitment to qualitycustomer satisfaction

  • FIGURE 39 Basic Model of How to Align HR Strategy and Actions with Business StrategySource: Adapted from Garrett Walker and J. Randal MacDonald, Designing and Implementing an HR Scorecard, Human Resources Management 40, no. 4 (2001), p. 370.

  • K E Y T E R M Sstrategic planstrategic managementvisionmissionSWOT analysisstrategystrategic controlcompetitive advantageleveragingstrategic human resource managementHR Scorecardmetricsvalue chain analysis

  • FIGURE 3A1The Basic HR Scorecard Relationships

  • FIGURE 3A2The Seven Steps in the HR Scorecard Approach to Formulating HR Policies, Activities, and StrategiesSource: Gary Dessler, Ph.D., 2007.

  • Creating an HR ScorecardOutline value chain activitiesDefine the business strategyOutline a strategy mapIdentify strategically required outcomesIdentify required workforce competencies and behaviorsCreate HR ScorecardIdentify required HR policies and activitiesChoose HR Scorecard measuresSummarize Scorecard measures on digital dashboardMonitor, predict, evaluateThe 10-Step HR Scorecard Process

  • FIGURE 3A3Simple Value Chain for The Hotel ParisSource: Gary Dessler, Ph.D., 2007.

  • FIGURE 3A4Strategy Map for Southwest AirlinesSource: Adapted from Creating a Strategy Map, Ravi Tangri, [email protected].

  • FIGURE 3A5 HR Scorecard Process for Hotel Paris International Corporation**Note: An abbreviated example showing selected HR practices and outcomes aimed at implementing the competitive strategy, To use superior guest services to differentiate the Hotel Paris properties and thus increase the length of stays and the return rate of guests, and thus boost revenues and profitability and help the firm expand geographically.