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Theoretical TheoreticalFoundationsFoundations
Concept & definition Strategy & Strat
egic Planning Planning & SBU HR Planning
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MissionMission
ENV
ENV
AnalyzeAnalyze
SWOTSWOT
Obj.
Obj.
Strategic1
Strategic2
Strategic3
Choose
Choose
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Functions of St Functions of St rategic Plannin rategic Plannin
gg Periodic forward scanning Analysis based on longer time
frame Communication about goals and
resource allocation Framework for short-term plan
evolution and integration Institutionalization of longer-term
time horizons necessary for investments such as in research and development
Decisional criteria framework for short-term decision making
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InternationaInternationa l Strategy l Strategy
Multinational Strategies Global Strategies Transnational
strategies:Strategic Alliances
Sustainable Global Competitive advantage
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HR Contributions HR Contributions to Strategy to Strategy
เป็�นส่�วนหน�งของกระบวนการก�าหนดกลยุ�ทธ์�
เป็�น Driving Force
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STRATEGY-STRATEGY-DRIVEN ROLE DRIVEN ROLE BEHAVIORS BEHAVIORS AND PRATICESAND PRATICES
Competitive strategies require different human resource practices and different role behaviors
Successful implementation of employee probably need to be cooperative
Different sets of strategies and role behaviors different human resource practices and required
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Ex.innovation strategies Group-oriented,long-
term appraisal system generalizes skill
development and board career paths
compensation packages include stock ownership
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Employment securit y guarantees
extensive training programs
participate decisionmaking
Ex.quality enhance ment strategies
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Ex.cost reduction strategies Performance appraisal syste
ms emphasizing result in shor-t term
virtually no training programs very specialized jobs narrow and specialized career
paths procedures for continual trac
king of wage rates in the labo r market
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STRATEGIC HUMA STRATEGIC HUMA N RESOURCE ACTI N RESOURCE ACTI
VITY TYPOLOGY VITY TYPOLOGY
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Alan Speaker.senior vice president at synhrgy HR technology Alan Speaker.senior vice president at synhrgy HR technology Staffing Planning (pipeline development) Benefits Planning Retirement Planning Compliance
Performance Enhancement Consulting Employee Relations Labor Negotiations Executive Compensation Employee Development Management Development Recruitment Interviewing IMPORTANT TO EXECUTIVES
Payroll Benefits Administration Retirement administration Employee records Relocation Administration Recruitment Information Processing IMPORTANT TO EMPLOYEES
Recruitment Information Processing Employee Assistance Programs
RelationshipTransactional Type of HR Activity
High
StrategicValue
of Activity
Low
FIGUREFIGURE -42 -42 Strategic Typology of Human Resource Activities Strategic Typology of Human Resource Activities
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CLASSIFYING HUMAN RESOURCE TYPES CLASSIFYING HUMAN RESOURCE TYPES
FORTRESSHR Strategy: retrenchmentEntry: Passive recruitmentDevelopment: retention of core talentExit: frequent layoffs
BASEBALL TEAMHR Strategy: recruitmentEntry: recruit and career stagesDevelopment: on-the-job, little formaltrainingExit: high turnover, cross employer careerpaths
CLUBHR Strategy: retentionEntry: early careerDevelopment: as generalists, show pathsExit: low turnover, retirement
ACADEMYHR Strategy: developmentEntry: early careerDevelopment: extensive training forspecific jobs, elaborate career paths/jobladdersExit: low turnover, retirement, dismissal forpoor performance
FIGUREFIGURE -43 -43 Strategic Staffing Policies Strategic Staffing Policies
GroupContribution
Assignment and PromotionCriteria
IndividualContribution
External
Source ofLabor
Internal
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NETWORK ORGA NETWORK ORGA NIZATIONS AND NIZATIONS AND
STRATEGYSTRATEGYEx.
General
MotorsLewis Galoob ToysTexas Instruments
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ORGANIZATIONAORGANIZATIONALL LEARNINGLEARNING
Competitive Advantage
Intellectual capital
Organizational Learning
Change in HR Practices
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OrganizationalOrganizational LearniLearni ng in International All ng in International All
iancesiances Several human resource Several human resource
management practices a management practices a nd facilitate organization nd facilitate organization
al learning al learning Communicating the strategic goals of alliance widely Forcing the focus of decisions to long-range consequence Rewarding organizational learning through career progressions Not allowing the alliance partner to control human resource function Maintaining some slack in staffing on site Providing managers and staff member who have language skills Making longer alliance assignments Monitoring the human resource assignments of alliance partner
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INTERGRATION OF S INTERGRATION OF S TRATEGY AND HUM TRATEGY AND HUM
AN RESOURCE PLAN AN RESOURCE PLANNINGNING
Administrative linkage - One way linkage - Two way linkage Integrative linkage
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DeterminantsDeterminants ofof IntegrationIntegration
Intense competition technological change employee skill several workforce level of diversification
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Benefits of Benefits of Integrating Human Integrating Human Resource Planning Resource Planning with Strategic with Strategic PlanningPlanningGenerates more diverse solutions to complex organizational problemEnsures consideration of human resources in organizational goal-setting processesEnsures consideration of human resources in assessment of organization's abilities to accomplish goals and implement strategiesReciprocal integration prevents strategy formulation based on personnel rigidities/preferencesFacilitates concurrent consideration of strategic plans and managerial succession
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Condition Under Condition Under Which Integration Which Integration
May Not Be Appro May Not Be Appropriatepriate
The five Stages of organizational development are follows:Initiation Functional growth Controlled growth Functional integration Strategic integration
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THE HUMAN RES THE HUMAN RES OURCE MANAGE OURCE MANAGE
R AND STRATEGI R AND STRATEGI C PLANNING C PLANNING
Management Awareness Management of the Function Portfolio of Programs Personnel Skills Information Technology Awareness of the Environment
Strategic Components of Strategic Components of HR Management HR Management Relevant to internal FitRelevant to internal Fit
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Planning Planning ProblemProblem
Many manager do not like to plan often results in reallocations of resources that determine power and status mismatch between the tasks of planning and individual managers’ skill - lack of top level executive commitment to strategic planning process
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Requirements fo Requirements fo r Strategic Huma r Strategic Huma n Resource mana n Resource mana
gersgers Information management skills Planning skills Management skills Integration skills Change management skills
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SummarySummary