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Human Resource Management:Gaining a Competitive Advantage
Chapter 16
Strategically Managing the
HRM Function
Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Learning Objectives
Discuss roles that HRM plays and categories of HRM activities.
Discuss how HRM function can define its mission and market.
Explain approaches to evaluating the effectiveness of HRM practices.
Describe new structures for HRM function. Describe how outsourcing HRM activities can improve
service delivery efficiency and effectiveness. Relate how process reengineering is used to review
and redesign HR practices. Discuss types of new technologies that can improve
HR efficiency and effectiveness. List competencies HRM executive needs to become a
strategic partner in the company.
16-2
Introduction
HRM practices can help companies gain a competitive advantage.
Virtually every HR function in top companies
is going through a transformation process to create a function that can play this new strategic role while fulfilling its other roles.
16-3
Categories of HRM Activities
Transformational Knowledge Management
Cultural ChangeStrategic Redirection &
RenewalManagement development
TraditionalRecruitment and Selection
TrainingPerformance Management
CompensationEmployee Relations
TransactionalBenefits Administration
Record KeepingEmployee Services
16-4
Categories of HRM Activities Transactional activities - day-to-day transactions
- Low strategic value.
Traditional activities - nuts and bolts of HR such as performance management, training, recruiting, selection, compensation and employee relations. - Moderate strategic value.
Transformational activities create long-term capability and adaptability. Activities include knowledge management, management development, cultural change and strategic redirection and renewal. - Greatest strategic value
16-5
Strategic Management of HRM
For HR to become truly strategic in its orientation, it must view itself as a separate business entity.
Customer orientation is one of the most important changes in HR's attempt to become strategic.
Products of HR must be identified.
Technologies through which HR meets customer needs vary depending on the need being satisfied.
16-6
Customer-Oriented Perspective
CustomersLine managers
Strategic plannersEmployees
H R M
TechnologyStaffing
Performance ManagementRewards
Training & Development
Customers’ NeedsCommitted EmployeesCompetent Employees
16-7
Basic Process for HR Strategy
Scanexternal
environment
Identifystrategicbusiness
issues
Identifypeopleissues
DevelopHR
strategy
CommunicateHR
strategy
16-8
Involving Line Executives
Involving those in charge of running the business can increase quality of information from which HR strategy is created.
Involvement can occur 4 ways:
1. Line executives could provide input.
2. Line executives could be members of a team that develops HR strategy.
3. Once strategy is developed, line managers could receive communications with HR strategy information.
4. Line managers could formally approve a strategy.
16-9
Characterizing HR Strategies
HR-Focused
People-Linked
Business-Linked
Business-Driven
People issues/outcomes
People issues/outcomes
HR strategy
HR strategy
HR strategy
HR strategy
Business issues/outcomes
People issues/outcomes
Business issues/outcomes
People issues/outcomes
16-10
Measuring HRM Effectiveness
Marketing the function – evaluation is a sign that HR cares about the organization as a whole and supports operations, production, marketing and other functions.
Providing accountability – evaluation helps determine whether HRM function is meeting its objectives and effectively using its budget.
16-11
Audit & Analytic Approaches Evaluating HRM Effectiveness
Audit Approach• Focuses on
reviewing various outcomes of HR functional areas.
• Both key indicators and customer satisfaction measures are collected.
• Employee assessment.
• Surveys of top executives.
Analytic Approach• Focuses on either:
(1) determine whether introduction of a program or practice has intended effect or
(2) estimate financial costs and benefits resulting from HR practice.
• More demanding than the audit approach because it requires detailed use of statistics and finance
16-12
Restructuring to Improve HRM
3 Divisions of HRM:
1. Centers for Expertise - functional specialists in traditional areas of HR who act as consultants in development of state-of-the-art systems and processes for use in the organization.
2. Field Generalists - HRM generalists assigned to a business unit.
3. Service Center - ensure that transactional activities are delivered throughout the organization.
16-13
Outsourcing
Outsourcing - Contracting with an outside vendor to provide a product or service to the firm.
2 Reasons to Outsource: Outsourcing partner can provide the service
more cheaply Outsourcing partner can provide it more effectively.
• Firms primarily outsource transactional activities and services of HR such as payroll, pension and benefits administration.
16-14
Reengineering
Reengineering is a complete review of critical work processes and redesign to make them more efficient and able to deliver higher quality
4 Steps of The Reengineering Process :
Identifyprocess
to bereengineered
Understand process
Redesign process
Implement process
Feedback16-15
Improving HRM Effectiveness through New Technologies
New technologies - Applications of knowledge, procedures, and equipment that have not previously been used. Transaction Processing—Computations and calculations
used to review and document HRM decisions and practices. These include documenting employee relocation, payroll expenses and training course enrollments.
Decision Support Systems—Systems designed to help managers solve problems. usually include a "what if" feature.
Expert systems - Computer systems incorporating decision rules of people deemed to have expertise in a certain area.
16-16
Network and Client Server Architecture
A Network is a combination of desktop computers, computer terminals and mainframes or minicomputers that share access to databases and a means to transmit information throughout the system.
• Client-server architecture is a common form of network that provides the means of consolidating data and applications into a single system.
16-17
Relational Database, Imaging and Groupware
Relational database – Information is stored in separate files that look like tables and can be linked by common elements such as name.
Imaging – Process for scanning documents, storing them electronically and retrieving them.
Groupware (or electronic meeting software) – software application that enables multiple users to track, share and organize information and to work on same document simultaneously.
16-18
Software Applications for HRM Improving HRM Effectiveness through New
Technologies–E-HRM – Speed requirements of e-business force HRM managers to explore how to leverage technology for delivery of traditional and transformational HRM activities.
Recruitment and Selection - Technology monitors hiring processes to minimize potential for discriminatory hiring decisions.
Compensation and Rewards - Leveraging technology may allow firms to better achive compensation goals with less effort.
Training and Development - Technology allows firms to deliver training and development for some skills or knowledge faster, more efficiently and possibly more effectively.
16-19
The Future for HR Professionals
The future for HRM careers brighter than ever.
HR leaders need knowledge of the following:- business, change processes, integration competence and people’s role in competitive advantage
- HR issues, tools, processes and technologies, policies and programs
- HR practices in areas such as staffing, development, rewards, communication and organizational design
16-20
Summary HRM functions must consist of individuals who view
themselves as businesspeople who work in HRM.
With the opportunity to impact the way organizations compete through people, comes serious responsibility and accountability.
Firms need balance attracting, motivating and retaining the best talent and keeping costs low.
HR leaders need knowledge of the business combined with knowledge of HR issues, tools, processes and technology.
16-21