Strategic Role –
Approach
Human Resource
Management
Management Process

Planning




Goals and standards
Rules and procedures
Plans and forecasting.
Organizing





Tasks
Departments
Delegating
Authority and communication
Coordinating
Management Process

Staffing








Hiring
Recruiting
Selecting
Performance standards
Compensation
Evaluating performance
Counseling
Training and developing
Management Process

Leading




Getting the job done
Morale
Motivation
Controlling



Setting standards
Comparing actual performance to standards
Corrective action
HRM Function
Human Resource Management is the process of:




acquiring,
training,
appraising, and
compensating employees
and attending to their
 labor relations,
 health and safety, and
 fairness concerns.
HRM People Functions Include:







Job analyses
Labor needs
Recruit
Select candidates
Orient and train
Wages and salaries
Incentives and
benefits







Performance
Communicate
Train and develop
Employee
commitment
Equal opportunity
Health and safety
Grievances/labor
relations
HRM is Important to all Managers.
Don’t Let These Happen to You!
 The wrong person
 High turnover
 Poor results
 Useless interviews
 Court actions
 Safety citations
 Salaries appear unfair
 Poor training
 Unfair labor practices
Line & Staff Aspects of HRM

Authority distinguishes line from staff as in




Line Managers


Making decisions
Directing work
Giving orders
Accomplishing goals
Staff Managers

Assisting and advising line managers
Line Manager’s HRM Jobs






The right person
Orientation
Training
Performance
Creativity
Working relationships





Policies and
procedures
Labor costs
Development
Morale
Protecting
HR Department
Organizational
Chart
Strategy, Policy & Administration

Strategy is:

the company’s long-term plan for how it will
balance its internal strengths and weaknesses
with its external opportunities and threats to
maintain a competitive advantage.

establishing the overall direction and
objectives of key areas of human resource
management in order to ensure that they not
only are consistent but also support the
achievement of business goals
Strategy, Policy & Administration

Policy: the development and
implementation of detailed procedures,
and systems which reflect the strategic
framework.

Administration: day to day
administration of operational activities
such as records, payrolls, and benefits
programmes
Levels of strategies
Corporate
Strategy
Business
Strategy
Business
Strategy
Functional
Strategies
Business
Strategy
Business
Strategy
Strategic Planning Process

SWOT analysis - Strengths, Weaknesses,
Opportunities, and Threats

Best strategic plans balance a company’s
Strengths and Weaknesses with the Opportunities
and Threats the firm faces

Basic strategic plans address trends
 Globalization
 Technological advances
 The nature of work
 The workforce
HR’s evolving role
Protector
and
Screener
Change Agent
Strategic Partner
Strategic HRM

Strategic human resource management:
linking HRM with strategic goals and
objectives to improve business
performance and develop organizational
cultures, design, people and systems that
fosters innovation and flexibility.
Strategic approach to HRM
Shape &
Structure
of org. &
ind. role
Valuing the
contribution of
individual roles
Remuneration
strategy
Selection
development and
training
Managing
Individual
performance
Clarify the business
strategy
Realign the HR
functions and key
people practices
HR
STRATEGY
Create needed competencies
and behaviors
Realization of business
strategies and results
Evaluate and refine
HR STRATEGY
PWC Approach
Corporate Strategy
Organisation
Analysis
HR Analysis
HR Mission
Environmental
analysis
HR Planning
Generation of Strategic choices/options
Culture
Organisation
People
Objectives
HR action plan
Implementation
Review & evaluate
Systems
HR Strategy
planning
The structure, jobs, roles and
reporting lines of the organisation
Organisation
The
beliefs,
values,
norms
and
style of
organisation
Culture
HR policies
& objectives
People
Systems
The process by which things
get done in the organisation
The skill
levels, staff
potential
and
mgmt
capability
of the
organisation
How HR helps strategy
execution




Functional strategies should support competitive
strategies
Value chain analysis
Outsourcing
Strategy Formulation
How HR helps form strategy

Formation of a company’s strategy =
identifying, analyzing and balancing
external opportunities and threats with
internal strengths and weaknesses

Environmental scanning
HR and technology

Basic HR systems demand paperwork

70% of HR’s employees time = paperwork

Off the shelf forms from Office Depot/Officemax

Online forms

Human Resource Information Systems
(HRIS)

HR on the Internet
HR means performance

Can HR have a measurable impact on a
company’s bottom line?

Better HRM translates into improved employee
attitudes and motivation (e.g., working at
home)

Well run HR programs drive employee
commitment