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CHAPTER 3

9. Explain with examples why metrics are


essential for identifying and creating high-

The Managers Role in Strategic Human


Resource Management

performance human resource policies and


practices.
Why Strategic Planning Is Important
To All Managers?

The firms strategic plan guides much of


what is done by all to accomplish
organizational goals.

Decisions made by managers depend on


the goals set at each organizational level
in support of higher level goals.
Fundamentals of Management
Planning

The planning process:


Learning Outcomes:
1. Explain why strategic planning is
important to all managers.

1)
2)
3)
4)
5)

Set an objective.
Make forecast and check assumptions.
Determine/Develop courses of action.
Evaluate the alternatives
Implement and evaluate your plan.

2. Outline the basic steps in the


management planning process.
3. List the main contents of a typical
business plan.
4. Answer the question, What should a

How managers set objectives? SMART


goals
S specific

manager do to set smart motivational

M measurable

goals?

A attainable

5. Explain with examples each of the seven

R relevant/realistic

steps in the strategic planning process.


Motivational Goal Setting
6. List with examples the main generic types

T timely

of corporate
strategies
and competitive
Encourage
employee
participation

How to set motivational goals?

strategies.
7. Define strategic human resource
management and give an example of
strategic human resource management in
practice.
8. Briefly describe three important strategic
human resource management tools.

Assign measurable goals


Assign
Assign challenging but doable goals
specific
goals

Step 1: Define the current business and mission


(Step 1 5 Strategic Planning)
Step 2: Perform external and internal audits
Using Management By Objectives (MBO)

Step 3: Formulate new business and mission

The MBO Process:

statements

1)
2)
3)
4)
5)

Set overall organizational goals.


Set departmental (supporting) goals.
Discuss departmental goals with subordinates.
Set individual goals and timetables.
Give feedback on progress toward goal.

The Strategic Management Process

Strategy

A course of action the organization


intends to pursue to achieve its strategic
aims.

Strategic Plan
How an organization intends to
match its internal strengths and
weaknesses with its external opportunities
and threats to maintain a competitive
advantage over the long term.

Step 4: Translate the mission into goals.


Step 5: Formulate the strategies to achieve the
strategic goals.
Step 6: Implement the strategy (Strategic
Execution)
Step 7: Evaluate performance (Strategic
Evaluation)
Worksheet for environmental scanning:

Strategic Management

The process of identifying and


executing the organizations mission by
matching its capabilities with the demands
of its environment.

Leveraging
Capitalizing on a firms unique
competitive strength while underplaying
its weaknesses.

Business Vision and Mission


Vision

A general statement of an
organizations intended direction that
evokes emotional feelings in organization
members.
Mission
Spells out who the firm is, what it
does, and where its headed.

Strategic Management Process

SWOT Matrix with Generic Examples

Achieving Strategic Fit

The Fit Point of View (Porter)


All of the firms activities must be
tailored to or fit the chosen strategy
such that the firms functional
strategies support its corporate and
competitive strategies.

The strategy of each company level

Leveraging (Hamel and Prahalad)

Stretch in leveraging resources


supplementing what you have and
doing more with what you have
can be more important than just
fitting the strategic plan to current
resources.
Department Managers and
Strategy Planning
Departmental
Managers, Strategic Planning
Execute
Roles the strategic plans

Types of corporate strategies


Consolidation
Corporate Strategy Possibilities
Formulate
functional/ departmental strategies
Helpsupporting,
devise
the strategic plan

Concentration
Geographic expansion

Diversification

Vertical integration

Strategic Human Resource Management

Types of Competitive Strategies


Business-Level
Competitive Strategies
Focus/Niche

Cost leadership Differentiation

Strategic Human Resource Management


The linking of HRM with strategic
goals and objectives in order to
improve business performance and
develop organizational cultures that
foster innovation and flexibility.
Involves formulating and executing
HR systemsHR policies and

activitiesthat produce the


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

StrategicHRM
HRM Tools
Tools
Strategic
Digital dashboard

Strategy map

HR scorecard

Strategic Map for Southwest Airlines

Basic Model of How to Align HR Strategy and


Actions with Business Strategy.

Basic HR Scorecard Relationships


Strategically relevant organizational outcomes
Achieve strategic goals

HR activities

Emergent employee behaviors

Organizational performance

Creating an HR Scorecard
The 10-step HR Scorecard Process

Building a High-Performance Work System

1) Define the business strategy

A set of human resource


management policies and practices
that promote organizational
effectiveness.

2) Outline value chain activities


3) Outline a strategy map
4) Identify strategically required outcomes
5) Identify required workforce competencies and
behaviors
6) Identify required HR policies and activities
7) Create HR Scorecard

High-Performance Work System (HPWS)

High-Performance Human Resource


Policies
and Practices
Emphasize the use of relevant HR
metrics.
Set out the things that HR systems
must do to become an HPWS.

8) Choose HR Scorecard measures


Strategy Map
HR Scorecard
Digital Dashboard Foster practices that encourage
9) Summarize Scorecard measures on digital
employee self-management.
dashboard
Practice benchmarking to set goals
10) Monitor, predict, evaluate
and measure the notable
performance
of
sents
zes the
thechain
manager
A process
of activities
with
for desktop
managing
that contribute
graphs
employee
and
to charts,
aperformance
company's
so he success,
or
and
she
for
gets
aligning
a picture
all of where
the companydifferences
has been andrequired
where it's going,
in
mployees
mployeeswith
the key
"bigobjectives,
picture" of by
how
assigning
their performance
financial and nonfinancial goals, monitoring
and
an
HPWS.
o achieving
the
assessing
company's
performance,
overall
strategic
and quickly
goals. taking corrective action.
The Important
HR
Strategic
Tools
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