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Formulating &
Implementing
HR Strategies
CHAPTER NO. 4
Strategy Formulation
2
Strategy Formulation
EXTERNAL
ANALYSIS
(Opportunities
& Threats)
STRATEGIC
MISSION GOALS
CHOICE
INTERNAL
ANALYSIS
(Strengths &
Weaknesses
Developing HR Strategies
10
Achieving Horizontal Integration
11
Setting Out the Strategy
There is no standard model of how an HR
strategy should be set out. It all depends on the
circumstances of the firm. But following are the
typical areas that may be covered…
1 – Basic
Key elements of business Strategy
Environmental factors & analysis (SWOT
& PESTEL)
Cultural Factors: Possible helps or
hindrances to implementation
12
Setting Out the Strategy
There is no standard model of how an HR
strategy should be set out. It all depends on the
circumstances of the firm. But following are the
typical areas that may be covered…
2 – Content
Details of the proposed HR Strategy
3 – Rationale
The Business Case for the strategy against the
background of business needs and
environmental/cultural factors.
13
Setting Out the Strategy
2 – Implementation Plan
Action Program
Responsibility for each stage
Resources required
Proposed arrangements for
communication,consultation,involvement
and training
3 – Cost and Benefits Analysis
An assessment of resource implications of the
plan(costs, people and facilities) and the
benefits that will accrue, for firm as a whole, for
14
Organizational
Structure
Product
Market Performance
Strategy Selection,
Reward Training, and
systems Development
of people
Implementing Human Resources
Strategy
The factors identified by Gratton et al that
contribute to creating this gap included:
The tendency of employees in diverse
organizations only to accept initiatives they
perceive to be relevant to their own areas;
The tendency of long-serving employees to
cling to the status quo;
Complex or ambiguous initiatives may not
be understood by employees or will be
17
21
HOW HRM Strategies Makes an
Impact on Organizational
Performance
22
HOW Strategic HRM Concepts
Impacts on Practices
HR Practice Areas
Attracting, developing & retaining high quality People
Talent Management
Job & Work Design
Learning & Development
Managing Knowledge & Intellectual Capital
Reward Management
High-Performance Management
Increasing engagement, Commitment and motivation
Managing Knowledge and Intellectual Capital
Working 23 Environment – Core Values, Leadership, Work-Life
Balance, Managing Diversity, Secure Employment
Strategic Role of HR
Chapter- 5
24
Strategic Nature of HR
29
2- The Strategic Role of Heads of
HR Functions
31
2- The Strategic Role of HR
Business Partner
32
Strategies for Improving
Organizational Effectiveness
(HR- Strategies)
33
HR Strategies
35
2- High Performance Strategy
36
3- Corporate Social
Responsibility Strategy
37
38
4- Organizational Development
Management of Change
40
OD Strategies
Action research
Survey Feedback
Interventions
Process Consultation
Group dynamics
Inter-group conflict Interventions
Personal Interventions
Integrated Strategic Change
45
Strategies for organizational
Transformation
Transformation is required when:
Significant changes occur in the competitive,
technological, social or legal environment .
Major changes take place to the product life cycle
requiring different product development and marketing
strategies.
Major changes take place in top management
A financial crisis or large downturn occurs.
An acquisition or merger takes place
46
Transformational Strategies
48
Types of Transformational Strategies
49
Transformation through
Leadership
Transformational Leaders
Transformational Program
Transformation Capability
50
Transformation Program
55
Transformational Capability
57
Significance of Engagement
58
Engaged Employee
60
Strategies for Enhancing
Engagement
61
THOUGHT OF THE DAY