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Chapter 3 - Human Resources Management Strategy and Analysis

for MBA students , HR ch 3

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460 views25 pages

Chapter 3 - Human Resources Management Strategy and Analysis

for MBA students , HR ch 3

Uploaded by

Lara Ibrahim
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Human Resource Management

13 Strategy and Analysis

Copyright © 2013 Pearson Education 1-1


Learning Objectives

1. Explain why strategic planning is important to all managers.


2. Explain with examples each of the seven steps in the strategic
planning process.
3. List with examples the main generic types of corporate strategies
and competitive strategies.
4. Define strategic human resource management and give an
example of strategic human resource management in practice.
5. Briefly describe three important strategic human resource
management tools.
6. Explain with examples why metrics are essential for managing
human resources.  

3-2
The Management Planning Process

Why strategic planning is important


to all managers?

3-3
The Basic Managerial Planning Process

1. Setting objectives
2. Making basic planning forecasting
3. Reviewing alternative courses of action
4. Evaluating which options are the best
5. Choosing and implementing plan (a course of action for getting
from where you are to the goal i.e. planning is goal-oriented)
6. Follow up
7. Performance management
3-4
Goal-Setting
• The hierarchy of goals
• Strategic planning

3-5
Strategic Planning

• Strategic plan
• Business model
• Strategy
• Strategic management

3-6
Strategic Planning Process

3-7
Types of Strategies

The main generic types of


corporate strategies and competitive strategies

3-8
Types of Strategies

• Corporate strategy
• Competitive strategy
• Functional strategy

Human resources as a competitive advantage

3-9
Strategies

Corporate Strategies
• Concentration on
Competitive Strategies
• Diversification
• Concentration on
• Vertical integration
• Cost leadership
• Geographic
• Differentiation
• Focus

3-10
Managers Role in Strategic Planning

Devising the company’s overall strategic plan is top management’s


responsibility but top executives need the input of lower-level
managers to formulate the strategic plan.

What is the Role of Human Resource Manager??

3-11
Strategic
Human Resource Management

3-12
Strategic Human Resource Management

Formulating and executing human resource policies and practices


that produce the employee competencies and behaviors the
company needs to achieve its strategic aims.

  What are our strategic aims?

What employee behaviors and skills do we


 
need to achieve our strategic aims?
How

What HR policies and practices will enable us to


 
produce the necessary employee behaviors and
skills?

3-13
Strategic
Human Resource Management Tools

3-14
Strategic HRM Tools

• Strategy map
Big picture of how each department’s performance contributes to
achieving the company’s overall strategic goals
• The HR scorecard
Assigning financial and non-financial goals or metrics to the human
resource management-related chain of activities required for
achieving the company’s strategic aims and for monitoring results
• Digital dashboards
Presents the manager with desktop graphs and charts, showing a
computerized picture of how the company is doing on all the metrics
from HR scorecard process

3-15
3-16
Digital Dashboard

3-17
HR Metrics & Benchmarking

Why Metrics are Essential for Managing


Human Resources

3-18
HR Metrics and Benchmarking

• Types of metrics
• Strategy & Strategy-based metrics
• HR audits
• Evidence-based HR and the Scientific Way of Doing Things

3-19
3-20

Types of Metrics
Strategy and Strategy-Based Metrics

• Benchmarking
Provides only one perspective on how your company’s HRM
system is performing compared to competition but it does not
show how HR policies and practices are supporting the
company’s strategic goals.
• Strategy metrics
Focuses on measuring activities that contribute to achieving
the company’s strategic aims.
Use data mining techniques

3-21
HR Audits

An analysis by which n organization measures where it currently


stands and determines what it has to accomplish to improve its HR
functions.
The HR audit usually reviews the HR functions – recruiting, testing,
training … etc. – using a checklist as well as insuring that the firm is
adhering to regulations, laws and company policies.

3-22
Evidence-Based HR: The Scientific Way

This involves using data, facts, analytics, scientific rigor, critical


evaluation, and critically evaluated research/case studies to support
human resource management proposals, decision, practices and
conclusions.
For a manager to be scientific means making better decisions
through forcing him/her to gather facts.

3-23
High Performance Work Systems

3-24
High Performance Work Systems

A high-performance work-system (HPWS) is a set of HRM policies


and practices that together produce superior employee
performance.

3-25

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