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The Strategic Role of Human ResourceManagement

Prof. S. Pattnaik, XIMB1

ANURANJITA KUMAR,Country HR Officer,Citibank N.A

DR. SANTRUPT MISRA,Director, Group HR,

Aditya Birla Group

RAJEEV DUBEY,President Group HR,Corporate Services, andAftermarket Sector -Mahindra & Mahindra

LEENA NAIR,ED - HR, HUL & VP HR,Unilever South Asia and GlobalDiversity & Inclusion Leader

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Strategic Human Resource Managementhas 4 meanings :

the use of planning

a coherent approach to the design and

management of HR systems

matching HR policies and activities to someexplicit business strategy

seeing the people of the organisation as a

strategic resource for the achievement ofcompetitive advantage

Prof. S. Pattnaik, XIMB2

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Linking SHRM to Business strategy

Vision

Business Strategy

OrganizationalStrategy

HumanStrategy:Capability

Prof. S. Pattnaik, XIMB3

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Formulate BusinessStrategy

Identify Employee Competencies andBehaviors that HR must deliver to achieve the

strategy

Formulate HR Policies & Activities that will leadto these Employee Competencies and Behaviors

Linking Corporate and HR Strategy

Externalenvironment

InternalStrengths &Weaknesses

Prof. S. Pattnaik, XIMB4

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Strategic Planning 3 levels

CorporateStrategy

FunctionalStrategies

BusinessStrategy

BusinessStrategy

BusinessStrategy

Prof. S. Pattnaik, XIMB5

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Some Organisational Strategies

Company Strategic Principle

General Be number one or number two inElectric every industry in which we

compete, or get out

Wal-Mart Low prices, every day

3M Foster innovation

Prof. S. Pattnaik, XIMB6

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Business Strategy = Overall Cost Leadership

Common Organizational

CharacteristicsHR Strategies

Intense supervision oflabor

Tight cost control

requiring frequent,detailed control reports Low-cost distributionsystem

Structured organization

and responsibilities Products designed forease in manufacture

Detailed work planning

Emphasis on technical

qualifications and skills

Emphasis on job-specifictraining

Emphasis on job-basedpay

Use of performanceappraisal as a controldevice

Prof. S. Pattnaik, XIMB7

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Business Strategy = Differentiation

Common OrganizationalCharacteristics HR Strategies

Strong marketingabilities

Product engineering

Corporate reputationfor quality ortechnological leadership

Amenities to attracthighly skilled labor,

scientists, or creativepeople.

Emphasis on innovationand flexibility

Broad job classes

Loose work planning

External recruitment

Broad based training

Emphasis on individual-

based pay

Prof. S. Pattnaik, XIMB8

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Corporate strategy

HR function

Corporate strategy

HR operations

HRs evolving role as StrategicPartner

Corporate strategy

HR operations

Prof. S. Pattnaik, XIMB9

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HR Involvement in Mergers

Prof. S. Pattnaik, XIMB10

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HRD CULTURE - O C T A P A C E

O OpennessC Collaboration

T Trust

A Authenticity

P Proactivity

A Autonomy

C Confrontation

E ExperimentationProf. S. Pattnaik, XIMB

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Things to Remember as we move throughthe course

HR management: the responsibility ofevery manager

HR practices today must address several

basic issues including Contributing to strategic success

Improving competitiveness

Globalizing Technology and internet-based advances

Prof. S. Pattnaik, XIMB12