During strategy implementation, the organization follows through on the chosen strategy

Size: px
Start display at page:

Download "During strategy implementation, the organization follows through on the chosen strategy"

Transcription

1 Human Resources Chapter 2: Strategic Human Resource Management The goal of strategic management in an organization is to deploy and allocate resources in a way that gives it a competitive advantage. Resources can be physical, organizational or human. Two of the three classes of resources are directly tied to the HR management function. The role of HR management is to ensure that a company s human resources provide a competitive advantage. HR managers should: 1. Have input into the strategic plan, both in terms of people-related issues and in terms of the ability of the HR pool to implement particular strategic alternatives 2. Have specific knowledge of the organization s strategic goals 3. Know what types of employee skills, behaviors and attitudes are needed to support the strategic plan 4. Develop programs to ensure that employees have those skills, behaviors and attitudes. What is a Business Model? A business model is a story of how the firm will create value for customers and more importantly, how it will do so profitably. Contribution margins or margins are the difference between what to charge for your product and the variable costs of that product. They are called contribution margins because they are what contributes to your ability to cover your fixed costs. The gross margin is the total amount of margin you made and is calculated as the number of units sold times the contribution margin. What is Strategic Management? Strategic management is a process, an approach to addressing the competitive challenges an organization faces. Strategic management is more than a collection of different strategic models. It is a process for analyzing a company s competitive situation, developing the company s strategic goals and deciding a plan of action and allocation of resources that will increase the likelihood of achieving those goals. Strategic human resource management (SHRM) a pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals. Components of the Strategic Management Process The strategic management process has two distinct yet interdependent phases: strategy formulation and strategy implementation. During strategy formulation the strategic planning groups decide on a strategic direction by defining the company s mission and goals, its external opportunities and threats and its internal strengths and weaknesses. They then generate various strategic alternatives and compare those alternatives ability to achieve the company s mission and goals. During strategy implementation, the organization follows through on the chosen strategy

2 Linkage between HRM and the Strategic Management Process The strategic choice really consists of answering questions about competition. Where to compete? How to compete? With what will we compete? Role of HRM in Strategy Formulation A firm s strategic management decision-making process usually takes place at its top levels, with a strategic planning group consisting of the CEO, CFO, president and various VP s. However, each component of the process involves people-related business issues. Therefore, the HRM function needs to be involved in each of those components. Four levels of integration seem to exist between the HRM function and the strategic management function: 1. Administrative linkage lowest level of integration. The HRM function s attention is focused on day-to-day activities. The company s strategic business planning function exists without any input from the HRM department. 2. One-way linkage the firm s strategic business planning function develops the strategic plan and then informs the HRM function of the plan. It precludes the company from considering HR issues while formulating the strategic plan. This level often leads to strategic plans that the company cannot successfully implement. 3. Two-way linkage allows for consideration of HR issues during the strategy formulation process. Integration happens in 3 steps HRM is informed of the various strategies the company is considering, HRM then analyzes the strategies and presents the results. Finally, once the strategic decision has been made, the plan is passed to the HRM executive, who develops programs to implement it. The strategic planning function and the HRM function are interdependent in two-way linkage. 4. Integrative linkage it is dynamic and multifaceted, based on continuing rather than sequential interaction. In most cases, the HRM executive is an integral member of the senior management team HRM functions are built right into the strategy formulation and implementation processes. Strategy Formulation Components relevant to strategy formulation are: 1. The organization s mission (statement of the organization s reason for being) 2. The organization s goals what an organization hopes to achieve in the medium to longterm future. (Reflect how the mission will be operationalized) 3. External analysis consists of examining the organization s operating environment to identify strategic opportunities and threats 4. Internal analysis the process of examining an organization s strengths and weaknesses External analysis and internal analysis combined constitute what has come to be called the SWOT analysis. 5. Strategic choice the organization s strategy; the ways an organization will attempt to fulfill its mission and achieve its long-term goals. Many of the opportunities and threats in the external environment are people related. It is of utmost importance that all people-related business issues be considered during strategy formulation.

3 Strategy Implementation After an organization has chosen its strategy, it has to execute that strategy. Five important variables determine success in strategy implementation: organizational structure; task design; the selection, training and development of people; reward systems; and types of information and information systems. HRM has primary responsibility for three of these five implementation variables: task, people and reward systems. HRM can also directly affect the two remaining variables: organizational structure and types of information and information systems. This is what has been referred to as the vertical alignment of HR with strategy. Vertical alignment means that the HR practices and processes are aimed at addressing the strategic needs of the business, but the link between strategy and HR practices is primarily through people. The HRM function implements strategy through administering HRM practices: job analysis and design, recruitment and selection processes, training and development programs, performance management systems, reward systems and employee and labor relations programs. HRM Practices The HRM function can be thought of as having 6 menus of HRM practices, from which companies can choose those most appropriate for implementing their strategy. 1. Job analysis and design 2. Recruitment and selection 3. Training and development 4. Performance management 5. Pay structure, incentives and benefits 6. Labor relations and employee relations High-tech companies in the growth stage used compensation systems that were highly geared toward incentive pay, with a lower % of total pay devoted to salary and benefits. Compensation systems among mature companies devoted a lower % of total pay to incentives and a high % to benefits. Strategic Types Companies can be classified by the generic strategies they pursue. They are similarities in the ways companies seek to compete in their industries. We focus on two generic strategies proposed by Porter: cost and differentiation. Competitive advantage stems from a company s being able to create value in its production process. Value can be created by: 1. Reducing costs 2. Differentiating a product or service in a way that it allows the company to charge a premium price. The overall cost leadership strategy focuses on becoming the lowest-cost producer in an industry. This strategy provides above average returns within an industry. The differentiation strategy attempts to show a company s product as being different from others. Differentiating a product will produce above-average returns and may protect it from price sensitivity.

4 HRM Needs in Strategic Types Role behaviors are behaviors that are required of an individual in his or her role as a jobholder in a social work environment. Companies engaged in cost strategies define the skills they require and invest in training. They promote internally and have high pay differentials between superiors and subordinates. They have a high concern for quantity, short-term focus, comfortable with stability, risk averse, comfortable with repetitive jobs, and work independently. Differentiation companies have more broadly defined jobs with general job descriptions. They recruit more from outside. They have moderate concern for quantity, long-term focus, tolerance for ambiguity, risk taker, and are highly creative. Directional Strategies Strategies emphasizing market share or operating costs are considered concentration strategies a company tries to focus on what it does best. Strategies focusing on market development, product development, innovation or joint ventures make up the internal growth strategy companies try to channel their resources toward building on existing strengths. Those attempting to integrate vertically or horizontally or to diversify are exhibiting External growth strategy an emphasis on acquiring vendors and suppliers or buying businesses that allow a company to expand into new markets. A divestment or downsizing the planned elimination of large numbers of personnel, designed to enhance organizational effectiveness. Concentration strategy A strategy focusing on increasing market share, reducing costs or creating and maintaining a market niche for products and services. Internal growth strategy a focus on new market and product development, innovation and joint ventures. Mergers and Acquisitions People issues may be one of the major reasons that mergers do not always live up to expectations. Downsizing Downsizing has increasing in North America. Mergers and acquisitions can be precursors of a workforce purge. It was found that only 1/3 of companies that downsize reach their goal of increased productivity and that over 2/3 of companies repeat the effort a year later. The Role of Human Resources in Providing Strategic Competitive Advantage HR can provide a strategic competitive advantage in two additional ways: through emergent strategies and through enhancing competitiveness. Emergent Strategies Intended strategies are the result of the rational decision-making process used by top managers as they develop a strategic plan. Most strategies that companies espouse are intended. Emergent strategies consists of the strategies that evolve from the grassroots of the organization and can be thought of as what organizations actually do, as opposed to what they intend to do.

5 The new focus on strategic HRM has tended to focus primarily on intended strategies. However, most emergent strategies are identified by those lower in the organizational hierarchy. It is often the rank and file employees who provide ideas for new markets, new products and new strategies. Enhancing Firm Competitiveness A related way in which HR can be a source of competitive advantage is through developing a human capital pool that gives the company the unique ability to adapt to an ever-changing environment. Strategic Management of the HRM Function For the HRM function to become truly strategic in its orientation, it must view itself as a separate business entity and engage in strategic management in an effort to effectively serve the organization s various internal customers. A customer orientation is one of the most important changes in the HRM function s attempts to become strategic. Building an HR Strategy The Basic Process Building an HR strategy is somewhat consistent with the process for developing a business strategy. The function first scans the environment to determine the trends or events that might have an impact on the organization. It then examines the strategic business issues or needs. From these issues, the HR team needs to identify the specific people issues that will be critical to address in order for the business to succeed. All of this info is used in designing the HR strategy, which provides a detailed plan regarding the major priorities and the programs, policies and processes that must be developed or executed. Finally, this HR strategy is communicated to the relevant parties, internal and external to the function. Characterizing HR Strategies In general, 4 categories of this relationship can be identified, ranging from the most elementary level of HR focused approaches to the most fully developed Business driven approach. Evaluating HRM Effectiveness Having good measures of the function s effectiveness provides other valuable benefits. Evaluation is a sign to other managers that the HRM function really cares about the organization as a whole and is trying to support operations, production, marketing and other functions of the company. Two approaches are commonly used to evaluate the effectiveness of HRM practices: the audit approach and the analytic approach. The audit approach focuses on reviewing the various outcomes for the HRM functional areas, i.e. customer satisfactions. The analytic approach focuses on either: 1) determining whether the introduction of a program or practice has the intended effect or 2) estimating the financial costs and benefits resulting from an HRM practice. Using this strategy, we are not concerned with how much change occurred but rather with dollar value of the program. The analytic approach is more demanding than the audit approach because it requires the detailed use of statistics and finance.

6 Improving HRM Effectiveness Often the improvement focuses on the traditional and transactional aspects of the pyramid. First, within each activity, HRM needs to improve both the efficiency and effectiveness in performing each of the activities. Second, often there is a push to eliminate as much of the transactional work as possible to free up time and resources to focus more on the higher-value added transformational work. Redesign of the structure and processes enables the function to achieve these goals simultaneously. A recently developed generic structure for the HRM function divides the HRM function effectively into three divisions: the centers for expertise, the field generalists and the service center. Center for expertise employees can develop current functional skills without being distracted by transactional activities, and generalists can focus on learning the business environment without having to maintain expertise in functional specializations. Finally, service center employees can focus on efficient delivery of basic services across business units. Diagrams on pg Outsourcing to Improve HRM Effectiveness Outsourcing is the practice of having another company (a vendor, third-party provider or consultant) provide services. 80% of companies now outsource at least one HR activity. The HR responsibilities most likely to be outsources completely include employee assistance and counseling, flexible spending account administration and background and criminal background checks. Process Redesign and New Technologies In addition to structural arrangements, process redesign enables the HRM function to more efficiently and effectively deliver HRM services. Reengineering is a complete view of critical work processes and redesign to make them more efficient and able to deliver higher quality. It is especially critical to ensuring that the benefits of new technology can be realized. The 4 steps of the reengineering process are 1) identify the process to be reengineered, 2) understand the process, 3) redesign the process and 4) implement the new process. Feedback occurs in steps 3 and 4. New technologies are current applications of knowledge, procedures and equipment that have not been used previously. It usually involves automation, that is, replacing human labor with equipment, information processing or some combo of the two. Self-service refers to giving employees online access to info about HR issues. The Role of the Chief Human Resource Officer The CHRO bear the responsibility for leading the HR function as well as ensuring that HR systems and processes deliver value to the company. CHROs reported spending the second most amount of time as a strategic adviser to the executive team. This was also the role that was most frequently cited as having the greatest impact on the firm. Diagram page 68

2. To be maximally effective, the human resource management function of a company must be isolated from the company's strategic management process.

2. To be maximally effective, the human resource management function of a company must be isolated from the company's strategic management process. Chapter 02 True / False Questions 1. The goal of strategic management in an organization is to deploy and allocate resources in a way that it provides the company

More information

ENVIRONMENT FACTORS TO ACHIEVE STRATEGIC OBJECTIVES IN COMPANIES

ENVIRONMENT FACTORS TO ACHIEVE STRATEGIC OBJECTIVES IN COMPANIES Bulletin of the Transilvania University of Braşov Vol. 3 (52) - 2010 Series V: Economic Sciences ENVIRONMENT FACTORS TO ACHIEVE STRATEGIC OBJECTIVES IN COMPANIES Lucian GUGA 1 Abstract: Strategic management

More information

Human Resource Management: Gaining a Competitive Advantage

Human Resource Management: Gaining a Competitive Advantage Human Resource Management: Gaining a Competitive Advantage MGI 301: Human Resources Management Instructor: Sarah Gilson, Director of Strategy and Organizational Development, Remedy Staffing MGI/MGB 301

More information

Chapter Two Strategic Training

Chapter Two Strategic Training Page 1 Chapter Two Strategic Training OBJECTIVES 1. Discuss how business strategy influences the type and amount of training in a company. 2. Describe the strategic training and development process. 3.

More information

CHAPTER 2 STRATEGY AND HUMAN RESOURCES PLANNING

CHAPTER 2 STRATEGY AND HUMAN RESOURCES PLANNING CHAPTER 2 STRATEGY AND HUMAN RESOURCES PLANNING TRUE/FALSE 1. Organizations set major objectives and develop comprehensive plans to achieve those objectives through strategic planning. ANS: T PTS: 1 REF:

More information

Learning Objectives. Some Responsibilities of HR Departments. Introduction. Competitiveness a company s ability to maintain and gain market share

Learning Objectives. Some Responsibilities of HR Departments. Introduction. Competitiveness a company s ability to maintain and gain market share Learning Objectives Human Resource Management Gaining a Competitive Advantage Chapter 1 Human Resource Management: Gaining a Competitive Advantage roles and activities of a company s human resource management

More information

Chapter 2 Instructor s Manual- Strategic Human Resource Management

Chapter 2 Instructor s Manual- Strategic Human Resource Management Chapter 2 Instructor s Manual- Strategic Human Resource Management Chapter 2 Summary for Instructors This chapter provides an introduction of the strategic management of HRM practices (i.e. strategic human

More information

Transactional activities payroll, accounting Decision Science effective utilization of human capital like finance

Transactional activities payroll, accounting Decision Science effective utilization of human capital like finance TL Carter: Hrm strategy vision, value, strategy, resources, capability, motivation and feedback if you have everything but the vision, there would be a lot of confusion o will lead to more inefficiencies,

More information

UNIT 03 HUMAN RESOURCE PLANNING

UNIT 03 HUMAN RESOURCE PLANNING UNIT 03 HUMAN RESOURCE PLANNING NGÔ QUÝ NHÂM WHAT DO I NEED TO KNOW? 1. Discuss Strategic HRM and the linkage between organizational strategy and HRM activities. 2. Discuss how to plan for human resources

More information

The Management Process

The Management Process 1-1 The Management Process Planning Organizing Staffing Leading Controlling 1-2 Management Process Planning Goals and standards Rules and procedures Plans and forecasting. Organizing Tasks Departments

More information

Review Article ISSN: Open Access. The Role of Competency Mapping in Human Resource Management

Review Article ISSN: Open Access. The Role of Competency Mapping in Human Resource Management Review Article ISSN: 2581-4559 Open Access UPI JOURNAL OF BUSINESS MANAGEMENT AND COMPUTER APPLICATIONS The Role of Competency Mapping in Human Resource Management D. Swaroopa Journal Home Page: https://uniquepubinternational.com/upi-journals/upi-journal-ofbusiness-management-and-computer-applications-upi-jbmca/

More information

Organizational Structure. As we grow, what should our business look like? Organizational Structure. Organizational Controls.

Organizational Structure. As we grow, what should our business look like? Organizational Structure. Organizational Controls. Chapters 11 Organizational As we grow, what should our business look like? 1 Organizational Organizational structure specifies the firm s formal reporting relationships, procedures, controls, and authority

More information

Competency Mapping: Need for the Hour

Competency Mapping: Need for the Hour Competency Mapping: Need for the Hour Monika Gulia Assistant Professor Delhi School of Professional Studies and Research Rohini, Delhi ABSTRACT Organizations are made by people not by buildings. Employees

More information

Content Specification Outline

Content Specification Outline Content Specification Outline Copyright 2017 Institute of Certified Management Accountants Updated 8/25/17 Institute of Certified Management Accountants Content Specification Outline Certified in Strategy

More information

CHAPTER 7. Strategic Analysis and Choice in Single- or Dominant-Product Businesses: Building Sustainable Competitive Advantages.

CHAPTER 7. Strategic Analysis and Choice in Single- or Dominant-Product Businesses: Building Sustainable Competitive Advantages. 1 CHAPTER 7 Strategic Analysis and Choice in Single- or Dominant-Product Businesses: Building Sustainable Competitive Advantages 2 Chapter Topics Evaluating and Choosing Business Strategies: Seeking Sustained

More information

Chapter Two Strategic Training

Chapter Two Strategic Training Chapter Two Strategic Training Objectives O Discuss how business strategy influences the type and amount of training in a company O Describe the strategic training and development process O Discuss how

More information

Chapter Learning Objectives After studying this chapter you should be able to:

Chapter Learning Objectives After studying this chapter you should be able to: Chapter Learning Objectives After studying this chapter you should be able to: 1. Summarize the planning process and describe organizational goals. 2. Discuss the components of strategy and the types of

More information

Learning Outcomes After studying this chapter you should be able to:

Learning Outcomes After studying this chapter you should be able to: Learning Outcomes After studying this chapter you should be able to: 1. Summarize the planning process and describe organizational goals. 2. Discuss the components of strategy and the types of strategic

More information

BTEC Higher National Diploma Human Resource Management. Jeeshan Mirza. Lecture 1.1 INTRODUCTION TO HRM

BTEC Higher National Diploma Human Resource Management. Jeeshan Mirza. Lecture 1.1 INTRODUCTION TO HRM BTEC Higher National Diploma Human Resource Management Jeeshan Mirza Lecture 1.1 INTRODUCTION TO HRM Topic Overview 1. HRM Strategy & Analysis 2. Job Analysis 3. Personal Planning & Recruiting 4. Selecting

More information

Chapter 2 Lecture Notes Strategic Marketing Planning. Chapter 2: Strategic Marketing Planning

Chapter 2 Lecture Notes Strategic Marketing Planning. Chapter 2: Strategic Marketing Planning Chapter 2: I. Introduction A. Beyond the Pages 2.1 discusses several aspects of Ford s strategy to restructure its operating philosophy. B. Although the process of strategic marketing planning can be complex

More information

Chapter 16 Creating High-Performance Work Systems

Chapter 16 Creating High-Performance Work Systems Chapter 16 Creating High-Performance Work Systems MULTIPLE CHOICE 1 Which of the following statements captures the fundamental logic of high-performance work systems? a These are HR practices used to manage

More information

Chapter Outline. Chapter 7 Implementing Strategies: Management & Operations Issues. Strategic Management: Concepts & Cases 11 th Edition Fred David

Chapter Outline. Chapter 7 Implementing Strategies: Management & Operations Issues. Strategic Management: Concepts & Cases 11 th Edition Fred David Chapter 7 Implementing Strategies: Management & Operations Issues Strategic Management: Concepts & Cases 11 th Edition Fred David Ch 7-1 Chapter Outline The Nature of Strategy Implementation Annual Objectives

More information

Center for Effective Organizations

Center for Effective Organizations Center for Effective Organizations STRATEGIC HUMAN RESOURCES MANAGEMENT: AN IDEA WHOSE TIME HAS COME CEO PUBLICATION G 95-1 (277) EDWARD LAWLER III University of Southern California January, 1995 C e n

More information

CHAPTER 7 MOTIVATION: FROM CONCEPT TO APPLICATIONS

CHAPTER 7 MOTIVATION: FROM CONCEPT TO APPLICATIONS CHAPTER 7 MOTIVATION: FROM CONCEPT TO APPLICATIONS In this chapter, "we review a number of motivation techniques and programs that have gained varying degrees of acceptance in practice. And for each of

More information

COPYRIGHT 2015 PEARSON EDUCATION, INC. 2-1

COPYRIGHT 2015 PEARSON EDUCATION, INC. 2-1 2-1 Chapter 2 Business and Staffing Strategies 1-2 Learning Objectives After studying this chapter, you should be able to: Explain how different staffing strategies support different business strategies.

More information

The Value- Driven CFO. kpmg.com

The Value- Driven CFO. kpmg.com The Value- Driven CFO kpmg.com 2 Leading the Way in a Data-Driven Enterprise Several years of global uncertainty have made even the toughest executives flinch, and that s certainly true for chief financial

More information

Journey to Excellence

Journey to Excellence Journey to Excellence 42 Deloitte A Middle East Point of View Fall 2015 Operational excellence The excellence agenda in the Gulf countries is increasingly changing the context in which governments operate

More information

Chapter 02 Information Systems in Organizations

Chapter 02 Information Systems in Organizations Chapter 02 Information Systems in Organizations TRUEFALSE 1. While information systems were once used primarily to automate manual processes, they have transformed the nature of work and the shape of organizations

More information

Improving Performance Through Execution of Strategy William Bellenfant and Matt J. Nelson

Improving Performance Through Execution of Strategy William Bellenfant and Matt J. Nelson Introduction Improving Performance Through Execution of Strategy William Bellenfant and Matt J. Nelson The world we live in is changing rapidly and is creating many opportunities for the healthcare leaders

More information

Chapter 1 Cost Management and Strategic Decision Making

Chapter 1 Cost Management and Strategic Decision Making Chapter 1 Cost Management and Strategic Decision Making LO 1: Understand how cost management supports strategic planning and decision making. Characteristics of Cost management Cost management is important

More information

Strategic Management

Strategic Management CHAPTER NINE Strategic Management DETAILED LECTURE OUTLINE I. Importance of strategic management A. Strategic management consists of the analysis and decisions necessary to formulate and implement strategy

More information

McKinsey Global Survey results The digital tipping point

McKinsey Global Survey results The digital tipping point McKinsey Global Survey results The digital tipping point Organizations efforts to go digital and drive growth through digitization are picking up steam. But many have more work to do before they can scale

More information

Contents. Chapter 1 Strategic Marketing Management An Introduction Chapter 2 Marketing Strategy and Planning 26-52

Contents. Chapter 1 Strategic Marketing Management An Introduction Chapter 2 Marketing Strategy and Planning 26-52 Contents Part I- Introduction to Strategic Marketing Chapter 1 Strategic Marketing Management An Introduction 3-25 Chapter 2 Marketing Strategy and Planning 26-52 Chapter 3 Business Strategy and Competitive

More information

ASHHRA Leadership Initiative Raise Your Voice, Raise Your Skills

ASHHRA Leadership Initiative Raise Your Voice, Raise Your Skills ASHHRA Leadership Initiative Raise Your Voice, Raise Your Skills Introduction Changes are occurring in health care every day. As HR professionals, we continually face new demands and expectations from

More information

Governance and decision rights. HR Business Partner and Centers of Expertise. The HR Chief Operating Officer. HR Organization

Governance and decision rights. HR Business Partner and Centers of Expertise. The HR Chief Operating Officer. HR Organization 5 HR Business Partner and Centers of Expertise 6 Governance and decision rights HR Organization 4 The HR Chief Operating Officer 5 HR Business Partners and Centers of Expertise HR is at a turning point.

More information

Strategic Human Resource Management The SHRM is rooted in manpower planning

Strategic Human Resource Management The SHRM is rooted in manpower planning The SHRM is rooted in manpower planning It was the work of influential management gurus(for example Ouchi, 1981; Peters & Waterman, 1982), - affirming the importance of the effective management of people

More information

Extending Enterprise Architecture to a Business Discipline. William Sheleg Senior Manager Deloitte Consulting July 20, 2009

Extending Enterprise Architecture to a Business Discipline. William Sheleg Senior Manager Deloitte Consulting July 20, 2009 Extending Architecture to a Business Discipline William Sheleg Senior Manager Deloitte Consulting July 20, 2009 Agenda The Strategy Disconnect What s Needed to Make Strategy Work EA s Support for Business

More information

Strategic Management

Strategic Management Strategic Management 2008 SHRM Post Test An organization decides to develop a corporate citizenship program that gives employees time off tovolunteer at a homeless shelter. A company task force creates

More information

Chapter 2: The Project Management and Information Technology Context

Chapter 2: The Project Management and Information Technology Context Chapter 2: The Project Management and Information Technology Context TRUE/FALSE 1. Many of the theories and concepts of project management are difficult to understand. F PTS: 1 REF: 44 2. If project managers

More information

Branch Workforce Optimization Driven By Analytics:

Branch Workforce Optimization Driven By Analytics: Branch Workforce Optimization Driven By Analytics: The Evolution of the Workforce through Advanced Analytics Second Annual Survey of Banking Executives INTELLIGENT BRANCH TRANSFORMATION Branch Workforce

More information

A Strategic Management Approach to Human Resource Management

A Strategic Management Approach to Human Resource Management A Strategic Management Approach to Human Resource Management A Diagnostic HRM Framework Can help operating managers focus on a set of relevant factors Offers a map that aids a person in seeing the whole

More information

Is your organization s talent ready for the future? Succession planning for future success

Is your organization s talent ready for the future? Succession planning for future success Is your organization s talent ready for the future? Succession planning for future success Business Focus Customized leadership, team building and individual training/coaching Analysis and strategies for

More information

The people power of transformations

The people power of transformations The people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.

More information

Chapter 5 Levels of Strategy

Chapter 5 Levels of Strategy Chapter 5 Levels of Strategy STM. Nhek Sokun, Senior Lecturer 1 Level of Strategy Corporate-level strategy Business-level strategy Functional-level strategy STM. Nhek Sokun, Senior Lecturer 2 Corporate-level

More information

Test bank PowerPoint slides for each chapter Instructor guides for each chapter (with answers for exercises and discussion questions)

Test bank PowerPoint slides for each chapter Instructor guides for each chapter (with answers for exercises and discussion questions) This is a sample of the instructor materials for Fundamentals of Human Resources in Healthcare, second edition, edited by Bruce J. Fried and Myron D. Fottler. The complete instructor materials include

More information

QUADRANT-I. Module 3:Competency Based HRM

QUADRANT-I. Module 3:Competency Based HRM QUADRANT-I 1. Module 3: Competency Based HRM 2. Learning Outcome 3. Introduction 4. Benefits of a Competency Based Structure 5. Understanding the Competency Based Structure 6. Challenges of Competencies

More information

Statewide Technology Cooperative Contracting Program

Statewide Technology Cooperative Contracting Program DATA, INFORMATION, AND KNOWLEDGE MANAGEMENT Statewide Technology Cooperative Contracting Program Transforming Traditional Procurement to Knowledge-Driven Sourcing in Texas EXECUTIVE SUMMARY The competitiveness

More information

The Importance of Compensation at Blue Cross Blue Shield of Massachusetts (BCBSMA)

The Importance of Compensation at Blue Cross Blue Shield of Massachusetts (BCBSMA) The Importance of Compensation at Blue Cross Blue Shield of Massachusetts (BCBSMA) Attracting and retaining high-quality talent is crucial to our continued business success. Our compensation programs,

More information

Deloitte s High-Impact HR Operating Model: Business HR. Deloitte Consulting LLP

Deloitte s High-Impact HR Operating Model: Business HR. Deloitte Consulting LLP Deloitte s High-Impact HR Operating Model: Business HR Deloitte s High-Impact HR Operating Model: Business HR The business of Human Resources (HR) is the business HR has a mission: High impact. A new Operating

More information

Chapter: Chapter 02: Making Human Resource Management Strategic

Chapter: Chapter 02: Making Human Resource Management Strategic Chapter: Chapter 02: Making Human Resource Management Strategic True/False 1. A clear strategy for being better than competitors and a highly motivated workforce are major keys for long term profitability.

More information

The Ohio State University Human Resources Strategic Plan

The Ohio State University Human Resources Strategic Plan Human Resources 2018-2023 Strategic Plan Finalized: May 16, 2018 Delivering HR Excellence. Inspiring People. Leading Change. HR.OSU.EDU 1590 N. High Street, Suite 300 Columbus, OH 43201 614-292-1050 Table

More information

Full file at Chapter 2 HRM Functions and Strategies

Full file at   Chapter 2 HRM Functions and Strategies Chapter 2: HRM FUNCTIONS AND STRATEGIES LEARNING OUTCOMES After reading this chapter, students should be able to: Explain what we mean by strategic human resource management. Describe the importance of

More information

Topic 1: Strategic Human Resource Management (MMH230) Summary Notes. What is Human Resource Management: What Motivates People to Work:

Topic 1: Strategic Human Resource Management (MMH230) Summary Notes. What is Human Resource Management: What Motivates People to Work: Strategic Human Resource Management (MMH230) Summary Notes Topic 1: What is Human Resource Management: Human resource management involves managing people within the employer-employee relationship. It involves

More information

Strategy in brief. Lecture 1

Strategy in brief. Lecture 1 Strategy in brief Lecture 1 Strategic management ranks as one of the most prominent, influential, and costly stories told in organizations. It is how an organisation takes what happens in the external

More information

ENHANCED PERFORMANCE MANAGEMENT

ENHANCED PERFORMANCE MANAGEMENT Financial Services POINT OF VIEW ENHANCED PERFORMANCE MANAGEMENT DRIVING BREAKTHROUGH PRODUCTIVITY IN RETAIL BANKING OPERATIONS AUTHORS Amit Bhandari, Partner Kenan Rodrigues, Partner INTRODUCTION Retail

More information

Strategic HR Development

Strategic HR Development Strategic HR Development Lecture slides for Chapter 10 Strategic HRM: Pulak Das 1 Objectives Objectives of this lecture are to understand the difference between a conventional HR development and a strategic

More information

Seven Key Success Factors for Identity Governance

Seven Key Success Factors for Identity Governance WHITE PAPER Seven Key Success s for Identity Governance Insights and Advice from Real-World Implementations You have been given a high-profile mission: address urgent audit and compliance requirements

More information

Managing Human Resources Bohlander Snell

Managing Human Resources Bohlander Snell 1 MANAGING PEOPLE Introduction to Human Resource Management Managing Human Resources Bohlander Snell 14 th edition PowerPoint Presentation by Charlie Cook The University of West Alabama Chapter Contents

More information

CERTIFICATIONS IN HUMAN RESOURCES. SPHRi TM Senior Professional in Human Resources - International TM SPHRi. Exam Content Outline

CERTIFICATIONS IN HUMAN RESOURCES. SPHRi TM Senior Professional in Human Resources - International TM SPHRi. Exam Content Outline CERTIFICATIONS IN HUMAN RESOURCES SPHRi TM Senior Professional in Human Resources - International TM 2018 SPHRi Exam Content Outline SPHRi Exam Content Outline At-a-Glance: SPHRi Exam Weighting by Functional

More information

Organizational Theory, Design, and Change

Organizational Theory, Design, and Change Organizational Theory, Design, and Change Sixth Edition Gareth R. Jones Chapter 1 Organizations and Organizational Effectiveness Copyright 2010 Pearson Education, Inc. 1-1 Learning Objectives 1. Explain

More information

Standards for Internal Control in New York State Government 2016 Update

Standards for Internal Control in New York State Government 2016 Update Standards for Internal Control in New York State Government 2016 Update Presented to the New York State Internal Control Association John F. Buyce Audit Director April 28, 2016 1 Last Revised in 2007 A

More information

People Are the Key Strategic Resource

People Are the Key Strategic Resource People Are the Key Strategic Resource In today s intensely competitive and globalize marketplace, maintaining a competitive advantage by becoming a low cost leader or a differentiator puts a heavy premium

More information

Managing Organizational Structure and Culture

Managing Organizational Structure and Culture Chapter 4 Managing Organizational Structure and Culture CHAPTER OUTLINE I. DESIGNING ORGANIZATIONAL STRUCTURE A. Organizing is the process by which managers establish the structure of working relationships

More information

CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting

CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting www.corostrandberg.com November 2015 Companies which adopt CSR or sustainability

More information

Implementing Category Management for Common Goods and Services

Implementing Category Management for Common Goods and Services Implementing Category Management for Common Goods and Services Darbi Dillon Office of Federal Procurement Policy 1800 G Street NW, Washington DC 20006 Audit Tax Advisory Grant Thornton LLP 333 John Carlyle

More information

The Evolution of the HR Business Partner

The Evolution of the HR Business Partner The Evolution of the HR Business Partner A Discussion of the Changing Role of the HR Business Partner in a Shared Services Model June 2015 Copyright 2015 ScottMadden, Inc. All rights reserved. Agenda About

More information

STRATEGIC HUMAN RESOURCE MANAGEMENT AT LUCENT

STRATEGIC HUMAN RESOURCE MANAGEMENT AT LUCENT Strategic Human Resource Management at Lucent 309 STRATEGIC HUMAN RESOURCE MANAGEMENT AT LUCENT Curtis R. Artis, Brian E. Becker, and Mark A. Huselid This article describes the HR Management system in

More information

2010 High Performance Workforce Findings:

2010 High Performance Workforce Findings: 2010 High Performance Workforce Findings: Research Survey Report Brief In 2010 and beyond, wealth will be created for businesses models that are unique, are the most productive and economically efficient,

More information

HUMAN RESOURCE MANAGEMENT STRATEGY AND. Week 3 ANALYSIS

HUMAN RESOURCE MANAGEMENT STRATEGY AND. Week 3 ANALYSIS HUMAN RESOURCE MANAGEMENT STRATEGY AND Week 3 ANALYSIS STRATEGIC MANAGEMENT PROCESS (1) Goal-Setting and the Planning Process Plan: a course of action from getting from where you are to where you want

More information

Learning Objectives. After you have read this chapter, you should be able to:

Learning Objectives. After you have read this chapter, you should be able to: ROBERT L. MATHIS JOHN H. JACKSON Chapter 2 Strategic HR Management and Planning Presented by: Prof. Dr. Deden Mulyana, SE.,M,Si. SECTION 1 Nature of Human Resource Management Learning Objectives After

More information

1. Organizational structure refers to the totality of a firm's organization.

1. Organizational structure refers to the totality of a firm's organization. Chapter 14 The Organization of International Business True / False Questions 1. Organizational structure refers to the totality of a firm's organization. True False 2. A firm's organizational culture refers

More information

SHRM s HR Competency Model: A Roadmap for Building Proficiency. Alexander Alonso, PhD, SPHR

SHRM s HR Competency Model: A Roadmap for Building Proficiency. Alexander Alonso, PhD, SPHR SHRM s HR Competency Model: A Roadmap for Building Proficiency Alexander Alonso, PhD, SPHR Agenda SHRM s Efforts for Professionalism The HR Competencies Model Research as a foundation The Core 9 Underscoring

More information

Principles of Management Dyck / Neubert. Chapter 9 Strategic Management. Roadmap. Importance of Strategic Management

Principles of Management Dyck / Neubert. Chapter 9 Strategic Management. Roadmap. Importance of Strategic Management Principles of Management Dyck / Neubert Chapter 9 Strategic Management 9 1 Roadmap 9 2 Importance of Strategic Management Why Is Strategic Management Important? Because managers vary in how well they formulate

More information

1. An example of a strategic operations management decision is the choice of where to locate.

1. An example of a strategic operations management decision is the choice of where to locate. Chapter 02 Competitiveness, Strategy, and Productivity / Questions 1. An example of a strategic operations management decision is the choice of where to locate. 2. An example of an operational operations

More information

Human Resource Management, 15e (Dessler) Chapter 3 Human Resource Management Strategy and Analysis

Human Resource Management, 15e (Dessler) Chapter 3 Human Resource Management Strategy and Analysis Instant download and all chapters Test Bank Human Resource Management 15th Edition Gary Dessle https://testbankdata.com/download/test-bank-human-resource-management- 15th-edition-gary-dessle/ Human Resource

More information

Human Resource Management: Functions, Applications, Skill Development Lussier and Hendon Instructor Resource: Test Bank

Human Resource Management: Functions, Applications, Skill Development Lussier and Hendon Instructor Resource: Test Bank Multiple Choice Chapter 2 Test: Strategy-Driven Human Resource Management 1. Which major external business force requires organizations to continually improve their products to create value? A. Suppliers

More information

Gleim CIA Review Updates to Part Edition, 1st Printing June 2018

Gleim CIA Review Updates to Part Edition, 1st Printing June 2018 Page 1 of 15 Gleim CIA Review Updates to Part 1 2018 Edition, 1st Printing June 2018 Study Unit 3 Control Frameworks and Fraud Pages 66 through 69 and 76 through 77, Subunit 3.2: In accordance with the

More information

Center for Effective Organizations

Center for Effective Organizations Center for Effective Organizations TALENTSHIP: THE FUTURE OF HUMAN RESOURCE MEASUREMENT CEO PUBLICATION G 04-4 (456) JOHN W. BOUDREAU Center for Effective Organizations Marshall School of Business University

More information

GOVERNMENT OF NUNAVUT POSITION DESCRIPTION. Date: August 31, 2018 Position Number:

GOVERNMENT OF NUNAVUT POSITION DESCRIPTION. Date: August 31, 2018 Position Number: GOVERNMENT OF NUNAVUT POSITION DESCRIPTION Date: August 31, 2018 Position Number: 12-03898 Position: Vice President/Chief Financial Officer Incumbent: VACANT Reports to: President/Chief Executive Officer

More information

Module 9: Balanced Scorecard

Module 9: Balanced Scorecard file:///f /Courses/2009-10/CGALU/MA2/06course/01mod/m09intro.htm Module 9: Balanced Scorecard Overview Module 9 ties all previous modules together into a method for facilitating decision-making and performance

More information

Strategies for Disrupting HR in Times of Change

Strategies for Disrupting HR in Times of Change Strategies for Disrupting HR in Times of Change NHRMA 2018 Tacoma, WA Ceil Tilney Talent Management Principal 6 September 2018 Think About How does your organization address workplace change today? Do

More information

2018 SPHR. Exam Content Outline CERTIFICATIONS IN HUMAN RESOURCES. SPHR Senior Professional in Human Resources

2018 SPHR. Exam Content Outline CERTIFICATIONS IN HUMAN RESOURCES. SPHR Senior Professional in Human Resources CERTIFICATIONS IN HUMAN RESOURCES SPHR Senior Professional in Human Resources 2018 SPHR Exam Content Outline NOTE: The 2018 revisions to the SPHR exam content outline go into effect for all SPHR exams

More information

HOW HR NEED S TO. By Karen Shellenback, Karen Piercy and Denise LaForte, Mercer Select Intelligence Mercer HR Transformation

HOW HR NEED S TO. By Karen Shellenback, Karen Piercy and Denise LaForte, Mercer Select Intelligence Mercer HR Transformation HOW HR NEED S TO CHANGE By Karen Shellenback, Karen Piercy and Denise LaForte, Mercer Select Intelligence Mercer HR Transformation YOUR BRIEFING IN 3 2 1 3 HIGHLIGHTS High performing HR organisations leverage

More information

Future of finance: Finance disrupted. How should the CFO respond to a business environment in turmoil? kpmg.com/us/futurefinance

Future of finance: Finance disrupted. How should the CFO respond to a business environment in turmoil? kpmg.com/us/futurefinance Future of finance: Finance disrupted How should the CFO respond to a business environment in turmoil? kpmg.com/us/futurefinance Finance disrupted How should the CFO respond to a business environment in

More information

Chapter 6 Reinforcing New Behaviors MULTIPLE CHOICE

Chapter 6 Reinforcing New Behaviors MULTIPLE CHOICE Chapter 6 Reinforcing New Behaviors MULTIPLE CHOICE 1. is designed to surface any misalignment that may exist between patterns of internal behavior and a desired new strategy. a. People alignment b. Diagnosis

More information

High. Performance. Working (HPW) Improving Organisational. Performance SENIOR LECTURER WORK BASED LEARNING LORD ASHCROFT INTERNATIONAL BUSINESS SCHOOL

High. Performance. Working (HPW) Improving Organisational. Performance SENIOR LECTURER WORK BASED LEARNING LORD ASHCROFT INTERNATIONAL BUSINESS SCHOOL Improving Organisational Performance High Performance Working (HPW) PREPARED BY: JILL BALDWIN MA, MCIPD, FHEA, PGCE SENIOR LECTURER WORK BASED LEARNING LORD ASHCROFT INTERNATIONAL BUSINESS SCHOOL TOYOTA

More information

Globalization of HR and How Digital Transformation can Help. In partnership with: HR.Payroll.Benefits.

Globalization of HR and How Digital Transformation can Help. In partnership with: HR.Payroll.Benefits. Globalization of HR and How Digital Transformation can Help In partnership with: HR.Payroll.Benefits. 2 Globalization of HR and How Digital Transformation can Help Globalization of HR and How Digital Transformation

More information

From Business Strategies to Operations How to Align Execution with Strategic Plans

From Business Strategies to Operations How to Align Execution with Strategic Plans From Business Strategies to Operations How to Align Execution with Strategic Plans Gene Tyndall EVP, Tompkins International January 2014 www.tompkinsinc.com Table of Contents Introduction and Purpose 3

More information

Which one of the following is not one of the eight steps in the decision making process?

Which one of the following is not one of the eight steps in the decision making process? Attempted by KHURRAM SAEED Question # 1 of 30 ( Start time: 04:44:29 PM ) Total Marks: 1 Which one of the following is not one of the eight steps in the decision making process? Identifying the problem

More information

High Performance Organization

High Performance Organization Kai Laamanen HPO description 1 (6) 15.10.2007 High Performance Organization Leaders of today face ever-increasing complexity in private business and public sector. Innotiimi meets the growing need for

More information

Managing Work Flows and Job Analysis

Managing Work Flows and Job Analysis Managing Work Flows and Job Analysis Human Resource Management 1 Lecture Outline Work: Organizational perspective Group perspective Individual perspective Job Analysis Flexible work force HR information

More information

Information Systems in the Enterprise

Information Systems in the Enterprise Chapter 2 OBJECTIVES Information Systems in the Enterprise Evaluate the role played by the major types of systems in a business and their relationship to each other Describe the information systems supporting

More information

STUDENT BUSINESS PLAN PART 1: THE CONTEMPORARY BUSINESS ENVIRONMENT

STUDENT BUSINESS PLAN PART 1: THE CONTEMPORARY BUSINESS ENVIRONMENT BUSINESS NAME STUDENT BUSINESS PLAN PART 1: THE CONTEMPORARY BUSINESS ENVIRONMENT What is the name of your business? Hint: When you think of the name of your business, make sure it captures the spirit

More information

Building an Integrated Talent Management Strategy. Stavros Liakakos, VP HCM Strategy Knowledge Infusion

Building an Integrated Talent Management Strategy. Stavros Liakakos, VP HCM Strategy Knowledge Infusion Building an Integrated Talent Management Strategy Stavros Liakakos, VP HCM Strategy Knowledge Infusion 1 Knowledge Infusion: HCM as a Strategy 2 Vicious Cycle 3 Talent Management Strategy Alignment 4 Key

More information

The Talent Partner Study: Inside the VC. October 2018

The Talent Partner Study: Inside the VC. October 2018 The Talent Partner Study: Inside the VC October 2018 Earlier this year, True Search deployed an online survey to Talent Partners1 of 90 leading VC firms based in the U.S. and Europe predominantly Early

More information

Chapter 02 Competitiveness, Strategy, and Productivity

Chapter 02 Competitiveness, Strategy, and Productivity Chapter 02 Competitiveness, Strategy, and Productivity True / False Questions 1. An example of a strategic operations management decision is the choice of where to locate. 2. An example of an operational

More information

FROM OWNING TO EXITING IN A FAMILY OWNED BUSINESS

FROM OWNING TO EXITING IN A FAMILY OWNED BUSINESS FROM OWNING TO EXITING MANAGING THE RISKS OF TRANSITION IN A FAMILY OWNED BUSINESS 1 TABLE OF CONTENTS INTRODUCTION... 2 CREATING A SUCCESSION-DRIVEN STRATEGIC PLAN... 3 CREATING AN ALIGNED SUCCESSION

More information

PROFESSOR SUZANNE M. CARTER

PROFESSOR SUZANNE M. CARTER PROFESSOR SUZANNE M. CARTER AUGUST 2013 STRATEGIC MANAGEMENT WORKSHOP Crash Course! DETERMINANTS OF SUPERIOR PERFORMANCE Industry Structure Industry Dynamics Leadership Values Vision Competitive Position

More information

West Virginia University Compensation Strategy Non-classified Employees August, 2015

West Virginia University Compensation Strategy Non-classified Employees August, 2015 West Virginia University Compensation Strategy Non-classified Employees August, 2015 Background: Mission - West Virginia University s primary mission is to provide high-quality programs of instruction

More information