SHRM MOD 3 part 2
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Transcript of SHRM MOD 3 part 2
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Strategic Planning and HumanResources
Strategic Planning Procedures for making decisions about
the organizations long-term goals andstrategies
Human Resources Planning (HRP) Process of anticipating and making
provision for the movement ( o ) ofpeople into! ithin! and out of anorganization"
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Strategic Planning and HRPlanning
Strategic Human Resources #anagement(SHR#)
$he pattern of human resources deplo%mentsand activities that enable an organization toachieve its strategic goals
Strateg% formulation&providing input as to hat ispossible given the t%pes and numbers of people
available" Strateg% implementation&making primar% resource
allocation decisions about structure! processes! andhuman resources"
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HRP and Strategic Planning
Strategic 'nal%sis hat human resources are needed and
hat are available
Strategic *ormulation hat is re+uired and necessar% in
support of human resources
Strategic ,mplementation Ho ill the human resources be
allocated
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Human ResourcesHuman ResourcesPlanningPlanning
Human ResourcesHuman ResourcesPlanningPlanning
StrategicStrategicPlanningPlanning
StrategicStrategicPlanningPlanning
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Figure 2Figure 2 11 Linking Strategic Planning and Human ResourcesLinking Strategic Planning and Human Resources
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Step ne. #ission! /ision! and/alues
#ission $he basic purpose of the organization as ell as
its scope of operations
Strategic /ision ' statement about here the compan% is goingand hat it can become in the future0 clari1esthe long-term direction of the compan% and itsstrategic intent
2ore /alues $he strong and enduring beliefs and principles
that the compan% uses as a foundation for itsdecisions
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Step $ o. 3nvironmentalScanning
3nvironmental Scanning $he s%stematic monitoring of the ma4or e5ternal
forces in uencing the organization"
6" 3conomic factors. general and regional conditions7" 2ompetitive trends. ne processes! services! and
innovations8" $echnological changes. robotics and o9ce
automation
:" Political and legislative issues. la s andadministrative rulings
;" Social concerns. child care and educational priorities
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Figure 2Figure 2 22 Five Forces Framework Five Forces Framework
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Step $hree. ,nternal'nal%sis
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CompositionComposition
CultureCulture CompetenciesCompetencies
InternalInternalAnalysisAnalysis
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Scanning the ,nternal3nvironment
2ultural 'udits 'udits of the culture and +ualit% of ork
life in an organization"
Ho do emplo%ees spend their time
Ho do the% interact ith each other
're emplo%ees empo ered
hat is the predominant leadership st%le ofmanagers
Ho do emplo%ees advance ithin theorganization
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2ompetitive 'dvantagethrough People
2ore 2ompetencies ,ntegrated kno ledge sets ithin an organization
that distinguish it from its competitors anddeliver value to customers"
Sustained competitive advantage throughpeople is achieved if these human resources.6"'re valuable"
7"'re rare and unavailable to competitors"8"'re di9cult to imitate":"'re organized for s%nerg%"
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2omposition. $he Human2apital 'rchitecture
2ore kno ledge orkers
3mplo%ees ho have 1rm-speci1c skills thatare directl% linked to the compan%s strateg%"
35ample. Senior soft are programmer
$raditional 4ob-based emplo%ees
3mplo%ees ith skills to perform aprede1ned 4ob that are +uite valuable to acompan%! but not uni+ue"
35ample. Securit% guard
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2omposition. $he Human2apital 'rchitecture (contd)
2ontract labor
3mplo%ees hose skills are of less strategicvalue and generall% available to all 1rms"
35ample. >eneral electrician
'lliance?partners
,ndividuals and groups ith uni+ue skills! butthose skills are not directl% related to acompan%s core strateg%"
35ample. ,ndependent product label designer
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Step *our. *ormulatingStrateg%
Strateg% *ormulation #oving from simple anal%sis to devising a
coherent course of action"
S $ anal%sis ' comparison of strengths ! weaknesses !
opportunities ! and threats for strateg%formulation purposes"
@se the strengths of the organization tocapitalize on opportunities! counteractthreats! and alleviate internal eaknesses"
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2orporate Strateg%
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Strategic AlliancesStrategic Alliancesand Joint Venturesand Joint Ventures
Growth andGrowth andDiversificationDiversification
Mergers andMergers andAcquisitionsAcquisitions
CorporateCorporateStrategyStrategy
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Ausiness Strateg%
/alue 2reation hat the 1rm adds to a product or service b%
virtue of making it0 the amount of bene1tsprovided b% the product or service once the costsof making it are subtracted"
Bo -cost strateg%. competing on productivit% ande9cienc%
Ceeping costs lo to oDer an attractive price to
customers (relative to competitors)" =iDerentiation strateg%. compete on added value
,nvolves providing something uni+ue and distinctive tocustomers that the% value"
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*unctional Strateg%. 3nsuring'lignment
35ternal *it (or 35ternal 'lignment) *ocuses on the connection bet een the
business ob4ectives and the ma4orinitiatives in HR"
,nternal *it (or ,nternal 'lignment) 'ligning HR practices ith one another
to establish a con1guration that ismutuall% reinforcing"
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Figure 2Figure 2 88 The 7-S ModelThe 7-S Model
217Source: McKinsey & Company
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Step *ive. Strateg%,mplementation
$aking 'ction. Reconciling Suppl% and=emand Aalancing demand and suppl% considerations
*orecasting business activities (trends) Bocating applicants
rganizational do nsizing Reducing EheadcountF
#aking la%oD decisions Seniorit% or performance Babor agreements
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Step Si5. 3valuation and'ssessment
3valuation and 'ssessment ,ssues Aenchmarking. $he process of comparing
the organizations processes andpractices ith those of other companies
Human capital metrics 'ssess aspects of the orkforce
HR metrics 'ssess the performance of the HR functionitself
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Reading ;"8. Reactive and Proactive HR
perationall% Reactive HR *ocuses on implementing the da%-to-da% demands
for HR"
perationall% Proactive HR ,mproves upon the design and deliver of the e5isting
HR basics before problems set in"
Strategicall% Reactive HR
*ocuses on supporting the successfulimplementation of the business strateg%"
Strategicall% Proactive HR *ocuses on creating strategic alternatives"
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Reading ;"8. Strategicall% Reactive HR
HR becomes strategicall% reactive inbusiness strateg% implementationthrough. Supporting the e5ecution of tactics that
drive the long-term strategies" =eveloping the cultural and technical
capabilities necessar% for long-termsuccess"
A% providing change management supportfor tactical activities"
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Reading ;"8. 2reating a Strateg%-*ocused 2ulture
6" =e1ne the business unit for hich theHR practices are being designed"
7" Specif% the ke% trends in the e5ternal
business environment"8" ,dentif% and prioritize the 1rms sources
of competitive advantage
:" =e1ne the re+uired culture andtechnical kno ledge and skill areasre+uired to support the sources ofcompetitive advantage"
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Reading ;"8. 2reating a Strateg%-*ocused 2ulture
;" ,dentif% cultural characteristics that the1rm should reduce or eliminate if it is tooptimize competitive advantage"
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Reading ;"8. Strategicall% Proactive HR
Aecomes proactive b%. learning enough about other functional areas to
allo HR to contribute to the business e5panding?enriching parameters of HR agendas
through hich strategic alternatives are de1ne andcreated"
2reates a culture of of creativit% and innovation" ,s involved in the full breadth of mergers and
ac+uisition activities" 2reates internal capabilities based on future
e5ternal environmental re+uirements"