Definitions Of Strategic Human Resource Management – What is a strategy? What is a strategy? Is it a strategy? Does it tell how we will achieve the goals we are striving for? Is it a taken position? Just as military forces could take the high ground before engaging the enemy, can business take the place of the low-cost provider? Does strategy mean a vision, a person’s view of things, and the goals, directives, decisions and actions that come from that view? Does policy mean a pattern in our decisions and actions? Does frequent copying of competitor’s new products indicate a “me too” strategy? Ref: SHRM – Charles Greer
Concept Strategy is a word from the Greek strategia, which means “general”. In the military, strategy often means moving troops into position before the enemy engages Ref: SHRM – Charles Greer.
Definitions Of Strategic Human Resource Management
4 Definition of strategy Strategy is deciding where to go and how to get there. A strategy is a statement of purpose. Prof. S. Pattnaik
Hr Trends For 2023: Seizing The Window Of Opportunity
Situations for Making Strategies in a Different Company Corporate Situations Managers Two-way Influence Strategy Business Influence Managers Business Strategies Two-way Influence Operations Managers Operations Strategies Performance of Two Ways of Influencing Business Managers Performance Strategies.
An ongoing, iterative process designed to keep the organization as a whole in good alignment with its environment (Samuel C. Certo and J. Paul Peter, Strategic Management) marketing outside and inside the company The first definition was presented by Samuel Certo and J. Paul Peter in their book Strategic Management: Concepts and Applications. This explanation is highlighted by the following statement from Cornell Maiser, Kaiser’s chairman of the board: We have begun to implement our ten-year strategic plan. Two years in the making, the strategy calls for Kaiser to identify its most promising businesses and focus its resources on long-term growth and profitability. Additional resources will be allocated to business areas where the company believes it has advantages, such as high technology, low costs or strong market conditions. The second definition is almost down to earth. It shows that business management recognizes that there are forces that affect business and business profitability both inside and outside of business operations. This power affects two important aspects of business. The management section includes business performance, financial position, employment status and overall management structure. The marketing department not only covers the company’s marketing strategy (including packaging, advertising, customer service, quality control methods, etc.), but also recognizes the fact that there is competition which the business must face. This competition exists both inside and outside the company. Although a firm’s external competition is clear, internal competition often results from conflicts between the firm’s production and management functions and marketing functions. In many small businesses, these conflicts often reside with one person. Ref: SHRM – Charles Greer
7 Strategic Competitive Strategy Leads to Competitive Advantage Generates Highest Return on Investment (ROI) Delivers Valued Services Through the Use of Reliable Technology Prevents Erosion of Competitive Advantage through Leverage and Productivity of Technology.
Example 1-6: Strategic Management Process Mission and corporate social responsibility Possible? External environment Internal inspection Do you want? Strategic analysis and selection Concepts Concepts Long-term objectives General and major strategies Short-term goals. reward systems Performance strategies Performance improvement strategies Organizational restructuring, reorganization and restructuring Legend Strategic management and continuous improvement Major impact Minor impact
Future Proof People Strategy: A Guide For Hr
“To be competitive, organizations in many industries need to be highly skilled. Skilled workers. They must also have a relatively stable workforce, as employee turnover works directly against achieving the kind of coordination and organizational learning that leads to rapid response and high-quality products and services” – Edward Lawler Ref: SHRM – Charles Greer
10 WHAT IS SHRM? Strategic HRM has been defined as “the coordination of human resources with strategic goals and objectives for improving business performance and developing a new organizational style that encourages creativity and innovation.
Corporate Strategic Principle General Be first or second in Electricity in every industry we compete in, or get Wal-Mart’s lowest prices, every day 3M Foster innovation Prof. S. Pattnaik
Qualities and skills Emphasis on job-specific training Emphasis on performance-based pay Use of performance appraisal as a management tool Team-based training.
Strategic Human Resource Management
Senior task force Provide competitive intelligence about the external environment Provide information about the company’s internal strengths and weaknesses. It shows how a company’s HR functions can contribute to creating a company’s value
15 2) specific policies related to different aspects of human resource management, such as learning and development and reward (human capital management, corporate social responsibility, organizational development, commitment, knowledge management, human resources, talent management, learning and development, remuneration, employee relations and employee welfare
HR Strategies [ HRS HR Strategies ] General Approach to HR Strategy Result Size HR Strategy [indicator] of holistic approach to HR Aligns with organizational goals for future direction Focuses on a specific organizational mission about what needs to be done. Focus on long-term human resources Focuses on short-term performance measures that are results/results. SHRM’s decisions are incorporated into the business plan HRS decisions come from SHRM. Addresses major concerns such as quality, commitment, performance, culture and development of MHS HRS deals with ensuring effective staffing, training, good employee relations Identifies areas where specific policies can be developed HR. HRS effectively facilitates the successful achievement of business goals + objectives Ref: SHRM – Charles Greer
17 Approaches to SHRM Resource-Based Approach-A resource-based approach will address ways to increase a firm’s strategic capabilities by developing managers and other employees who can think and plan strategically and understand information. strategic priorities.
Quiz & Worksheet
18 Strategic alignment- The HR strategy should be aligned with the business strategy (horizontal dimension). The HR strategy should be an important part of the business strategy, contributing to the business planning process as it happens.
It aims to influence the company’s performance through its people in areas such as productivity, quality, customer service levels, growth, profitability and ultimately the provision of increased shareholder value.
20 High performance management practices include rigorous recruitment and selection processes, extensive and relevant training and management development activities, compensation systems and regulatory processes. of operation.
HRM emphasizes the importance of fostering mutual commitment. “A type of management that aims to generate commitment so that behavior is self-directed rather than controlled by sanctions and pressures external to the individual, and relationships within the organization are based on high levels of trust.”
Shrm Ch 03
High Collaborative Management- The goal is to create a climate in which there is continuous communication between managers and their team members to set expectations and share information about the organization’s mission, values and goals. Ref: SHRM – Charles Greer
Business level strategy Identifies the portfolio of businesses that, in general, comprise the company and the ways in which these businesses are related. Diversification Strategy Integration Strategy Integration Strategy Regional Expansion Strategy A diversification strategy means that the business will expand by adding new product lines. A vertical integration strategy means that the business expands, perhaps by making its own raw materials or selling its products directly. Merger strategy to reduce the size of the company Geographical expansion strategy takes the company abroad. Prof. S. Pattnaik
Business strategy / competitive strategy Determines how to build and strengthen the long-term competitive position of the business in the market. Focus on Difference in Cost Leadership Prof. S. Pattnaik
Operational Strategies Define the key steps each department will take to help the business achieve its competitive goals. Prof. S. Pattnaik
Approaches To Human Resource Management
Strategic Analysis Analysis of the Legal HR Environment Legal HR Environment Establishing the Organizational Direction Plan Establishing the Strategic Plan of the Operational Program and Work Processes Salary and Development System Strategic Management The Impact of Human Resource Performance Ref: SHRM – Charles Greer
Strategic plan What are the mission and goals of the organization? Where is the organization going now? What are the key environmental issues facing the organization today? What can be done to achieve the organization’s goals more effectively in the future? What are the goals and objectives of the organization? – The answer to this question tells management where they want the organization to go. As mentioned earlier, the right strategy reflects the goals and objectives of the organization. Managers who think about this question during the process of making a strategy have the opportunity to avoid inconsistencies between the project, goals and strategies of the company. Where is the organization going now? – This question reveals whether the organization is achieving its goals or at least making satisfactory progress. The first question focuses on where the company wants to go. This question focuses on where the organization is actually going. What are the key environmental issues facing the organization today? – This question refers to the internal and external environment and factors inside and outside the organization. For example, if an inadequately trained middle management team (internal environment) and increasing competitive pressure (external environment) are key strategic issues, then any strategy developed and should solve these problems. What can be done to achieve the organization’s goals