Hrm 1 Strategy
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Transcript of Hrm 1 Strategy
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Human Resource Management
Building Bridgesbetween
The Company & Person
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HRM creates Commitment Match ‘Click’ Flow ‘Fit’ Synergy Shared Value’sbetween Company & Person
> Result: Quality & Quantity & Advantage
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Business and Trends: Economical
EU Global world Asia China Resources Russia Africa South-America Pension Worldwide
companies ‘Virtual’
workforce
Taxes Subsidies Immigration International Companies Law / legislation Infrastructure Share holders Environment Global alliances Service economy
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Business and TrendsTechnological
ICT Genetics Mobile tel. Computer Proc. Technology Global Warming Ecological
disturbance Natural resources
CD/DVD Laser Logistics Scale enlargement Media R & D Internet Knowledge economy Short product life
cycle
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Business and TrendsSocial & Political
Globalization Islam Feminism Changing Value’s Media Health Spirituality Individualism Intercultural Divorces Aging Working at home
Secularization Crime Education Art / Theater War on Terror Fugitives/
foreigners Multi-cultural Stress / Burn-out Safety Home at work ‘Mixed’ families
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Business innovations
Mission & Targets & Strategy
Product Process / Cost & Quality Service Market Organizational ‘Mixed Grill’
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Employee ‘Innovations’ Higher education Multicultural Autonomy / democracy Migration More women Feminizing Mixed value’s Permanent education / coaching Spirituality
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Organization > ‘Organizing’ External: O & T > ‘Fit’
- Economical / EU- Technological / Internet- Social-Political / Intercultural
Internal: S & W > ‘Fit’- Strategy; Product & Market- Structure & processes; BPR- Culture; customer oriented
Doing the right thing in the right way creative
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The new ways of organising ‘Atomic’ (Ryf, 1993) Flexible (Volberda, 1998) Fractal (Warnecke,1993) Individualised (Ghoshal and Bartlett,1998) Cellular (Miles, 1997) Network ( Sydow, 2000) Post-modern (Clegg, 1990) Post-bureaucratic (Heckscher, 1994) Virtual (Davodow and Malone, 1993) Project oriented Informal
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HRM & Trends‘ever changing matches’
New missions & visions New organizations, products, processes,
markets New insights New skills New attitudes New value’s New leaderships>>> new ‘matches’
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Change &Development
Separation &outplacement
PerformanceManagement
Recruitment &Selection
Strategic HRM planning
HRM concepts & tools
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Change &Development
Separation &outplacement
PerformanceManagement
Recruitment &Selection
Strategic HRM planningMission
External fitStrategic fit
Organizational fitInternal & cultural fit
SWOT analysisKnowledge & competence management
Strategic HR policy & planningLabor market
HRM concepts & tools
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Strategic HRM planning
Actual strategy
A. InternalS & W
B. ExternalO & T
Evaluation
Creative alternatives
Critical choices
Implementation
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Strategic HRMConcepts and Instruments
Mission statement SWOT analysis HRM planning Quality planning (skills / talent) Quantity planning Knowledge management Innovation & Change management ‘Place’ within the company
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HRM TRENDS Competence management E-HRM Assessment Coaching Performance management PDP / Self-management Health / Safety / Well-being Learning organization Flexibility Staff > Management Stress-management Workforce diversity
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THE HUMAN RESOURCE MANAGEMENT PROCES
THE RIGHT PERSONAT THE RIGHT TIME
FOR THE RIGHT JOBDOING THE RIGHT THING
THE RIGHT WAY
GETTING & KEEPING & DEVELOPING HUMAN TALENT
TUNING: ORGANIZATIONS OBJECTIVES <-->
HUMAN NEEDS / MOTIVES
MATCHING ------> FIT IN !!!
“MANAGING THE ICEBERG”