lating HR strategy into practice :

ceptual framework & practices .

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E vo lut io n o f H R s t r a t e g y a n d p rac ti ces ove r

H u m a n R e sou rce
M a n a g e m en t
Human Resource
Development
Personnel
Years Management

Industrial
Relations

Labour
Relations

Human Resource Management

 Why people are sti ll talkin g
about
HR becoming more s trategic?
ot all line managers know to use Human resources effectively.

t all HR professionals have transformed in to strategic partn

ganizations are still struggling to develop good human capita

rics
 T r a d i t i onal HR M !! !

Nature Traditional HRM

Responsibility of HRM Staff specialist
Focus Employee relations
Role of HR Transactional, change
follower,
And respondent
Initiatives Slow, reactive, fragmented
Accountability Cost Center
Key investment Capital and products

Source: Jeffrey A.Mello, Strategic Resource Management, Thomson, 2003, p.102)

INTRODUCING !!!
at e g i c Hum an R es ourc e Ma na g e m e n t ( S H R M

overall business strategy

s are integrated within a large f ramework helping ac

Traditional vs Strategic

Nature Traditional HRM Strategic HRM

ResponsibiliStaff specialist Line managers
ty of HRM
Focus Employee relations Partnerships with
internal and external
Role of HR Transactional, Transformational,
customers
change follower, change leader and
And respondent initiator
Initiatives Slow, reactive, Fast, proactive and
fragmented integrated
Accountabil Cost Center Investment center
ity
Key Capital and products People and knowledge
investment

Source: Jeffrey A.Mello, Strategic Resource Management, Thomson, 2003, p.102)

ple Example : Any placement Recruitm

Right Job for the Right person

“JOB DESCRIPTION”

Integration of strategy (HR + Project Manager)

“Match people with task”
a s e 1 : C o c a c o l a - i m p l e m e n t i n g SH RM

usiness strategy – “thinking globally but acting locally”

“In sync”
Corporate
HRM Common Human resource philosophy

le of strategy integration :

salary philosophy rather than having a standard salary policy for all its subsid

“ Strategy in Action ”
 BT PAY C&W CITI GP HP Lloyds WHS
PHONE NHS BANK HK NEWS
TRUST

HR Director member of corporate

board      
Involvement of HRD in corporate
strategy

Involved in formulating
   
Able to advise on people implications
once formulated    
Informed of strategy and asked to
implement it    
Corporate value/ mission statement
included explicit reference to people      
Separate document articulating
people management strategy      
People management strategy
integral/implicit part of corporate      
strategy
  Infosys Bhart L&T Balaji Dabur ICIC
i Telefi I
  Airte   lms
 
  l     
HR Director member of corporate ü û û û û ü
board
Involvement of HRD in corporate            
strategy
Involved in formulating ü û û û û ü
Able to advise on people û û û û û û
implications once formulated

Informed of strategy and asked to û ü ü ü ü û

implement it
Corporate value / mission ü û û û û û
statement included explicit
reference to people

Separate document articulating ü û û û û û

people management strategy

People management strategy ü û ü ü ü ü

integral / implicit part of
corporate strategy
 les of HR in SHRM :
oles

ld define an organization ’ s architecture .

rategic partner HR should identify methods for renov

s of the Organizational architecture that need it .

s to join forces with line managers to continuously

ct and importance of each one of these initiatives .
Case 2Strategic
: HRM - HCL

Ø Focuses on the needs of employees

by encouraging and inspiring them
to do their best
üSelf Service Desk
üI4excel
üU&I
üEmployee First Council
ase 2 : ( Contd ..)
STRATEGIC HRM

Ø The key to the “employees first”

model is to invert the traditional
business pyramid and make
management equally accountable
to employees. The new business
model should therefore begin to
look more like a sphere than a
pyramid
CaseStrategic
3: Plan Goals for the
organization

• * Lead an integrated approach

that strengthens the Nation’s
ability to address disasters,
emergencies, and terrorist
events
ase 3 : ( Contd ..)

HRM INITIATIVES

• Automated Disaster
deployment system
• Tracks employee credentialing,
availability and current location
• Help in facilitating employee training
and promotions
Case 4LINKING
: PERFORMANCE
MANAGEMENT TO MISSION
ACCOMPLISHMENT
• The Langley Research developed
career path development plans,
and proposes defining career
development plans for individual
employees based upon planned
organizational staffing that is
driven by current and anticipated
work, budget, and centre
requirements.
•

• Similarly, Glenn Research Centre has

developed a strategic implementation
plan that includes internal milestones
 ategic HR implementation :
rategic

HR Strategy

Formal: based on Evidence base Based onTacit knowledge:

Analytical models beliefs and assumptions
 Strategic HR implementation
1 . USING FORMAL KNOWLEDGE :
Use various formal analytical models and approaches – for example
nvironmental analyses, SWOT and so on.
Example - > Mercer – largest global HR consultancies.

2 . USING EVIDENCE :
* Systematic data concerning “what works”
Example - > Lloyds / TBS bank in UK.

3 . USING TACIT KNOWLEDGE :

Accordance with certain underlying beliefs, intuitions and
acit knowledge.
STRATEGY IN ACTION !!!
Performance Management in practice
( High )

Able Able
And Unwilling And Willing
Ability

Unable Unable
And Unwilling
( Low )

And Willing

( Low ) Willingness ( High )

STRATEGY IN ACTION !!!
Performance Management in practice
( High )

Able Continue
Able to
Motivation And
encourage
Willing
And Unwilling
Ability

Unable Unable
And Review Training
Unwilling And Willing
( Low )

( Low ) Willingness ( High )

 STRATEGY IN ACTION !!
BUNDLING :
‘Bundling’ –“the belief that improved organizational performance will
be achieved by developing inter-related HR practices which, 
when they are linked together.”

* The role of coherence.

the end of the day, we bet on people and not strategi

References :
utledge Companion to Strategic Human Management”, John Storey, Patrick M Wright
ve Ulrich, Routledge edition, March 2010 edition.

Resource Management”, text and cases, K Aswathappa, McGraw hill, fifth edition

gic Human Resource Management: Aligning with the mission” September 1999,
ice of personnel management

gic Human Resource Management Corporate rhetoric and human reality”, Lynda Gratto
ca Hope Hailey, Philips stiles, and Catherine truss, Oxford university press, 1999

gic human resource management”, Michael Armstrong, 3rd Edition.

THANK YOU !!!