Shrm-strategic

Strategy:

human resource management.

Course of action

strategic

HR management is best defined by the outcomes of the work done by the function that drives, or contributes to, attainment of strategic business goals of the organization. By strategic business goals It mean goals that provide greater returns to stakeholders.

Goals that make the business stronger from a balance sheet perspective, that is enhancement of net worth or enhancement of return on assets, or Goals that solidify business performance providing greater confidence in the future of the business to stakeholders and analysts, as they seem to determine the market worth more than any one constituency. These would include either goals, which ensure greater financial returns in the near term or goals, which build the platforms for greater financial returns in the medium to longer term. Goals that significantly enhance market share or build brands leading to longer term financial returns for shareholders.

PARAMETER 1) Focus

TRADITIONAL HR 1) Employee relations

SHRM 1) Partnerships with internal and external customers

2) Role of HR

2) Transactional change, follower and respondent 3) Slow, reactive fragmented 4) Short term 5) Bureaucratic roles, policies procedures

2) Transformational change leader and initiator. 3) Fast proactive and integrated 4) Short , medium and long (as required) 5) Organic flexible whatever is necessary to succeed

3) Initiatives 4) Time horizon

5) Control

6) Job design

6) Tight division of labor, independence 6) Broad flexible cross training teams. specialization 7) Capital products, 8) Cost center 7) People knowledge 8) Investment center

7) Key investments 8) Accountability

 Strategic

HR offers three critical outcomes: increased performance, enhanced customer and employee satisfaction and increased shareholder value

These outcomes are accomplished through effective management of staffing, retention and turnover processes, selection of employees that fit with both the organizational strategy and culture, cost effective utilization of employee through investment in identified human capital with the potential for higher return ; integrated HR programs and policies that clearly follow from corporate strategy facilitation of change and adaptation; and tighter focus on customer needs, emerging markets and quality

 This

typology was developed by Alan Speaker. The typology categorized hr activities in a 2X2 matrix acc. To the two dimension. The two dimension are: The extend to which such activities are rational or transactional.(administrative or impersonal) Whether they have high or low strategic value.

High

staff planning,benefit planningretirement Strategic value planning,compliance payroll,benefit administration,retirement administration,employee records,relocation administration,

Performance enhancement,employee relation,labor negotiation,executive compensation,employee development,management development.recruitment interviewing

Low

Recruitment information processing,employee assistance programme.

Transactional ---------type of hr activity---------relationship

co-ordinated set of actions aimed at integrating an organizations culture, organization, people and systems in order to achieve business goals.

four key dimensions of an organization must be addressed. These are: Culture: the beliefs, values, norms and management style of the organization Organization: the structure, job roles and reporting lines of the organization People: the skill levels, staff potential and management capability Human Resources systems: the people focused mechanisms which deliver the strategy employee selection, communications, training, rewards, career development, etc.

 Employee

security Selective hiring Team working Compensation Training Sharing information

 Economic-

good economy then good wages

salary, Demographic-work force, diversity, dual career, women, leaves, part time workers ,work at home. Legislation- laws, compensation, leaves, health insurance, working hours. Technology-general &specific training,team work, specific recruitment Cultural system-language ,religion,social.

 Private

organizations: Creating high trust culture, team work, Flexibility, update knowledge, deadline and punctuality, change management Government organization: Government policies, mostly old and not updated, job security, slow in action and steps.

 Organization

size Organization structure. Past practices and traditions Top management Power and politics Academic and professional influence.