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Chapter 3
The Managers Role in Strategic Human Resource Management
Part 1 Introduction
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LEARNING OUTCOMES
1. Explain why strategic planning is important to all managers. 2. Outline the basic steps in the management planning process. 3. List the main contents of a typical business plan. 4. Answer the question, What should a manager do to set smart motivational goals? 5. Explain with examples each of the seven steps in the strategic planning process. 6. List with examples the main generic types of corporate strategies and competitive strategies.
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FIGURE 31
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Set an objective. Make forecasts and check assumptions. Determine/develop alternative courses of action. Evaluate the alternatives. Implement and evaluate your plan.
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3 4 5
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FIGURE 32
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FIGURE 33
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A
R T
Attainable
Relevant Timely
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Set overall organizational goals. Set departmental (supporting) goals. Discuss departmental goals with subordinates. Set individual goals and timetables. Give feedback on progress toward goal.
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Strategic Plan
How an organization intends to match its internal strengths and
weaknesses with its external opportunities and threats to maintain a competitive advantage over the long term.
Strategic Management
The process of identifying and executing the organizations
Leveraging
Capitalizing on a firms unique competitive strength while
Mission
Spells out who the firm is, what it does, and where its headed.
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FIGURE 34
Company-Wide or Departmental Objective: Double sales revenue to $16 million in fiscal year 2011
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FIGURE 35
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FIGURE 36
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FIGURE 37
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FIGURE 38
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Concentration
Diversification
Consolidation
Vertical integration
Geographic expansion
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Cost leadership
Differentiation
Focus/Niche
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strategy such that the firms functional strategies support its corporate and competitive strategies.
and doing more with what you havecan be more important than just fitting the strategic plan to current resources.
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FIGURE 39
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to improve business performance and develop organizational cultures that foster innovation and flexibility.
Involves formulating and executing HR systemsHR policies
and activitiesthat produce the employee competencies and behaviors that the company needs to achieve its strategic aims.
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FIGURE 311 Basic Model of How to Align HR Strategy and Actions with Business Strategy
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Strategy map
HR scorecard
Digital dashboard
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HR activities
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Creating an HR Scorecard
The 10-Step HR Scorecard Process
1 2 3 4 5 Define the business strategy Outline value chain activities Outline a strategy map Identify strategically required outcomes Identify required workforce competencies and behaviors 6 7 8 9 10 Identify required HR policies and activities Create HR Scorecard Choose HR Scorecard measures Summarize Scorecard measures on digital dashboard Monitor, predict, evaluate
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Strategy Map
HR Scorecard
Digital Dashboard
A graphical tool that summarizes the chain of activities that contribute to a company's success, and so shows employees the "big picture" of how their performance contributes to achieving the company's overall strategic goals.
A process for managing employee performance and for aligning all employees with key objectives, by assigning financial and nonfinancial goals, monitoring and assessing performance, and quickly taking corrective action.
An information technology tool that presents the manager with desktop graphs and charts, so he or she gets a picture of where the company has been and where it's going, in terms of each activity in the strategy map.
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