Hr ppt chp 2 (1)
Download as PPT, PDF0 likes666 views
This document summarizes a chapter on strategic HR management and planning. It discusses how strategic planning drives organizational activities and how strategic HR is linked to organizational strategies. Internal and external factors that affect HR strategies are outlined. The strategic planning process, strategic HR competencies, operationalizing HR strategies, and measuring HR effectiveness are described. Environmental scanning and its impact on HR planning are also summarized.
Hr ppt chp 2 (1)
- 1. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. PowerPoint Presentation by Charlie Cook The University of West Alabama SECTION 1 Environment for Human Resource Management CHAPTERCHAPTER 22 Strategic HR ManagementStrategic HR Management and Planningand Planning
- 2. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–2 Chapter Objectives • Summarize the strategic planning process and how it drivesSummarize the strategic planning process and how it drives the organizational activities.the organizational activities. • Outline how strategic HR management is linkedOutline how strategic HR management is linked to the organizational strategies.to the organizational strategies. • Discuss how internal and external environmental factorsDiscuss how internal and external environmental factors affect HR strategies.affect HR strategies. • List HR strategic challenges faced by modern organizations.List HR strategic challenges faced by modern organizations. • Explain how technology is affecting HR managementExplain how technology is affecting HR management practices and employees.practices and employees. • Identify how organizations can measure and assessIdentify how organizations can measure and assess the effectiveness of HR management practices.the effectiveness of HR management practices. After you have read this chapter, you should be able to:After you have read this chapter, you should be able to:
- 3. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–3 Strategy and Strategic PlanningStrategy and Strategic Planning Strategy The proposition an organization follows for how to compete successfully and thereby survive and grow. Strategic Planning The process of defining organizational strategy and allocating resources toward its achievement.
- 4. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–4 FIGURE 2–1 Strategic Planning Process
- 5. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–5 Strategy FormulationStrategy Formulation Organizational Mission The guiding force and core reason for the existence of the organization and what makes it unique. Strategic HR Management The use of employees to gain or keep a competitive advantage, resulting in greater organizational effectiveness.
- 6. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–6 FIGURE 2–2 Traditional HR versus Strategic HR
- 7. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–7 Strategic Competencies for HR ProfessionalsStrategic Competencies for HR Professionals Credible Activist Talent Manager/Org Designer Operational Executor Culture and Change Steward Strategy Architect Business Ally Challenges assumptions and offers a point of view Shapes the organizational culture, makes changes happen Acquires and deploys talent, embeds capabilities into the organizational structure Recognizes trends, forecasts obstacles to business success, and builds overall strategy Efficiently and effectively carries out tactical HR activities Understands the business value chain, and establishes internal partnerships with line managers
- 8. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–8 Operationalizing HR Management StrategiesOperationalizing HR Management Strategies Thinking Strategically Understand the business Focus on key business goals Know what to measure Prepare for the future
- 9. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–9 FIGURE 2–3 Strategic Human Resource Management
- 10. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–10 HR As Organizational ContributorHR As Organizational Contributor HR Contributions to Organization Effectiveness Organization productivity Customer service and quality Financial contributions
- 11. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–11 High-Performance Work PracticesHigh-Performance Work Practices Incentive Compensation Training and Development Employee participation Selectivity in Hiring Flexible Work Arrangements High Performance Organization
- 12. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–12 HR Effectiveness and FinancialHR Effectiveness and Financial PerformancePerformance• EffectivenessEffectiveness The extent to which goals have been met.The extent to which goals have been met. • EfficiencyEfficiency The degree to which operations are doneThe degree to which operations are done in an economical manner.in an economical manner.
- 13. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–13 Environmental AnalysisEnvironmental Analysis • Environmental ScanningEnvironmental Scanning The assessment of internal and externalThe assessment of internal and external environmental conditions that affect the organizationenvironmental conditions that affect the organization HR Planning Legislative/Political Influences Economic Conditions Geographic and Competitive Concerns Demographic Changes
- 14. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–14 FIGURE 2–4 HR Factors in the SWOT Analysis
- 15. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–15 Internal Environmental AnalysisInternal Environmental Analysis • Succession PlanningSuccession Planning The process of identifying a plan for the orderlyThe process of identifying a plan for the orderly replacement of key employees.replacement of key employees.
- 16. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–16 FIGURE 2–5 Areas of External Environmental Scan
- 17. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–17 Global Competitiveness and Strategic HRGlobal Competitiveness and Strategic HR Global Framework Global Legal and Regulatory Factors Offshoring Operations Global Staffing
- 18. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–18 FIGURE 2–6 Strategic Approaches to International Staffing
- 19. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–19 HR Planning in Mergers and AcquisitionsHR Planning in Mergers and Acquisitions • Cultural CompatibilityCultural Compatibility The extent to which such factors as decision-makingThe extent to which such factors as decision-making styles, levels of teamwork, information-sharingstyles, levels of teamwork, information-sharing philosophies, and the formality of the twophilosophies, and the formality of the two organizations are similar.organizations are similar. • HR’s Role in Mergers and AcquisitionsHR’s Role in Mergers and Acquisitions Communicating decisionsCommunicating decisions Revising the organization structureRevising the organization structure Merging HR activitiesMerging HR activities
- 20. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–20 FIGURE 2–7 HR Activities during Mergers and Acquisitions
- 21. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–21 Key Factors in Cultural FitKey Factors in Cultural Fit Degree of internal integration Autonomy Adaptability Employee trust Diversity Cultural Fit in Mergers and Acquisitions
- 22. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–22 Changing the Organizational CultureChanging the Organizational Culture Culture Define the desired behaviors Deploy role models Provide clear and consistent messages Provide meaningful incentives
- 23. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–23 Managing a Talent SurplusManaging a Talent Surplus Reduction in Work Hours or Compensation Attrition and Hiring Freezes Voluntary Separation Programs Workforce Downsizing Workforce Reductions
- 24. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–24 Legal ConsiderationsLegal Considerations for Workforce Reductionsfor Workforce Reductions Workforce Adjustments Severance benefits COBRA coverage OWBPA Warn Act
- 25. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–25 Managing a Talent ShortageManaging a Talent Shortage Use overtime Implement alternative work arrangements Outsource work Bring back recent retirees Use contingent workers Reduce turnover Tactics to Reduce a Talent Shortage
- 26. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–26 FIGURE 2–8 Managing Talent Supply Imbalances
- 27. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–27 Technology ChallengesTechnology Challenges Effects on Work and Organizations Effects on Communication Effects on Work Processes Effects on HR Activities Technology
- 28. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–28 FIGURE 2–9 Factors Involved in Proper Monitoring of Employee E-Mail
- 29. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–29 Measuring Effectiveness of HR InitiativesMeasuring Effectiveness of HR Initiatives • HR MetricsHR Metrics Specific measures tied to HR performance indicators.Specific measures tied to HR performance indicators. Development and use of metrics that can betterDevelopment and use of metrics that can better demonstrate HR’s value and track its performance.demonstrate HR’s value and track its performance. Characteristics of good HR metrics:Characteristics of good HR metrics: Are accurate.Are accurate. Are linked to strategic and operational objectives.Are linked to strategic and operational objectives. Have clearly understood calculations.Have clearly understood calculations. Meet information needs.Meet information needs. Can be compared internally and internally.Can be compared internally and internally. Can be used to drive HR management efforts.Can be used to drive HR management efforts.
- 30. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–30 FIGURE 2–10 Key HR Metrics
- 31. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–31 HR and BenchmarkingHR and Benchmarking • BenchmarkingBenchmarking Comparing specific measures of performance to anComparing specific measures of performance to an industry standard or best practices in other “best-in-industry standard or best practices in other “best-in- class” organizations.class” organizations. • Common BenchmarksCommon Benchmarks Total compensation as a percentage of net incomeTotal compensation as a percentage of net income before taxesbefore taxes Percent of management positions filled internallyPercent of management positions filled internally Dollar sales per employeeDollar sales per employee Benefits as a percentage of payroll costBenefits as a percentage of payroll cost
- 32. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–32 HR and the Balanced ScorecardHR and the Balanced Scorecard • The Balanced ScorecardThe Balanced Scorecard Uses a diverse set of performance measures to alignUses a diverse set of performance measures to align performance efforts with organizational strategy.performance efforts with organizational strategy. Avoids a limited focus on financial measures byAvoids a limited focus on financial measures by focusing on long-term drivers of performance andfocusing on long-term drivers of performance and organizational sustainability.organizational sustainability. Requires spending considerable time and effort toRequires spending considerable time and effort to identify the appropriate HR measures and how theyidentify the appropriate HR measures and how they tie to strategic organizational success.tie to strategic organizational success. Address three elements—accountability, validity, andAddress three elements—accountability, validity, and actionable results.actionable results.
- 33. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–33 FIGURE 2–11 Balanced Scorecard Framework
- 34. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–34 Human Capital Effectiveness MeasuresHuman Capital Effectiveness Measures • Return on Investment (ROI)Return on Investment (ROI) Shows the value of investments in HR activities.Shows the value of investments in HR activities. AA = Operating costs for a new or enhance system for the time period= Operating costs for a new or enhance system for the time period BB = One-time cost of acquisition and implementation= One-time cost of acquisition and implementation CC = Value of gains from productivity improvements for the time period= Value of gains from productivity improvements for the time period BA C + =ROI
- 35. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–35 Other Effectiveness MeasuresOther Effectiveness Measures Human capital value added (HCVA) Human capital return on investment (HCROI) Human economic value added (HEVA)
- 36. © 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 2–36 Assessing HR EffectivenessAssessing HR Effectiveness • HR AuditHR Audit A formal research effort that evaluates the currentA formal research effort that evaluates the current state of HR management in an organizationstate of HR management in an organization Audit areas:Audit areas: StaffingStaffing CompensationCompensation Health and safetyHealth and safety Legal complianceLegal compliance Administrative processes and recordkeepingAdministrative processes and recordkeeping Employee retentionEmployee retention BenefitsBenefits