What is strategic human resource management ppt?

deepak_dwivedi9

HRM.ppt (688.0 KB, 1280 views)

Ram Akella

In short, it is aligning Business Goals to employees work related objectives. This mainly look at achieving long term objectives. This requires a visionary thinking and object assessment for every decision making. RAM Akella Head - Strategic HR

Hindustan Arabian Corp.

In single line, systematic analysis of the factors associated with customers and organization to provide the basis for rethinking the current management practices.
10th January 2010 From India, New Delhi

Suri Babu Komakula

HRM - An overview.doc (36.5 KB, 552 views)

sujan9099

Strategic human resource management is the proactive management of people. It requires thinking ahead, and planning ways for a company to better meet the needs of its employees, and for the employees to better meet the needs of the company. This can affect the way things are done at a business site, improving everything from hiring practices and employee training programs to assessment techniques and discipline. Companies who work hard to meet the needs of their employees can cultivate a work atmosphere conducive to productivity. Human resource management is the best way to achieve this. Being able to plan for the needs of employees by thinking ahead can help to improve the rate of skilled employees who chose to remain working for a company. Improving the employee retention rate can reduce the money companies spend on finding and training new employees. When creating a human resources plan, it is important to consider employees may want or need and what the company can reasonably supply. A larger company can usually afford training and benefit programs that smaller companies cannot afford to offer. This does not mean that a smaller company should not engage in strategic human resource management. Providing specialized on-site training, even if provided by senior members of the company, and offering one-on-one assessment and coaching sessions, can help employees reach peak performance rates. An important aspect of strategic human resource management is employee development. This process begins when a company is recruiting and interviewing prospective employees. Improved interviewing techniques can help to weed out applicants that may not be a good match for the company.

After being hired on, a strong training and mentoring program can help a new member of the staff get up to speed on company policies and any current or ongoing projects they will be working on. To help employees perform at their best, a company can follow up with continual training programs, coaching, and regular assessment. Investing in the development of its employees can allow a company to turn out more consistent products.

octavious

Dear Neha Below is the information about strategic HR .These information are googled and also there are various EBook posted wherein you can find the required information. Next time please do the required search before you rise question in the forum. Regards Octavious Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organisation SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company's strategies through HR activities such as recruiting, selecting, training and rewarding personnel. The key features of Strategic HRM are: There is an explicit linkage between HR policy and practices and overall organizational strategic aims and the organizational environment There is some organizing schema linking individual HR interventions so that they are mutually supportive Much of the responsibility for the management of human resources is devolved down the line Benefits of a Strategic Approach to HR: Facilitates development of high-quality workforce through focus on types of people and skills needed Facilitates cost-effective utilization of labor, particularly in service industries where labor is generally greatest cost Facilitates planning and assessment of environmental uncertainty, and adaptation of organization to external forces Successful SHRM efforts begin with identification of strategic needs Employee participation is critical to linking strategy and HR practices Strategic HR depends on systematic and analytical mindset

Corporate HR departments can have impact on organization's efforts to launch strategic initiatives

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1 Strategic Human Resource Management
Management Principles Strategic Human Resource Management Craig W. Fontaine, Ph.D.

2 History of HRM’s Organizational Role
Formerly (HRM): Administration Employee relations Benefits Now: Business Partner Gaining Strategic Advantage

3 Models of Strategy Industrial Organization (O/I) Model
External environment is primary determinant of organizational strategy Environment presents threats & opportunities All competing organizations control or have equal access to resources Resources are highly mobile between firms Organizational success is achieved by Offering goods & services at lower costs than competitors Differentiating products to bring premium prices

4 Models of Strategy Resource-Based View
An organization’s resources & capabilities, create competitive advantage Organizations can identify, locate & acquire key valuable resources Resources are not highly mobile across organizations & once acquired are retained Valuable resources are costly to imitate & non-substitutable

5 Both are Right…! Research provides support for both positions
Acquire resources to support strategy Determine strategy based on resources Strategy Human Resource Management addressed both approaches

6 Strategic HR Management
Strategic Human Resource Management Aligning initiatives and practices involving how people are managed so that they support the organizational mission and business strategy

7 Core competencies should drive business strategy….
A Core Competency is a deep proficiency that enables a company to deliver unique value to customers. It embodies an organization’s collective knowledge. Its creates sustainable competitive advantage for a company and helps it branch into a wide variety of related markets. It’s hard for competitors to copy or procure. Understanding Core Competencies allows companies to invest in the strengths that differentiate them and set strategies that unify their entire organization.

8 Example of Core Competencies
Walt Disney World Parks and Resorts Animatronics and Show Design Story Creation and Themed Attractions Efficient operation of theme parks

9 Strategic HRM Approach
Facilitates development of high-quality workforce through focus on types of people & skills needed Facilitates cost-effective utilization of labor, particularly in service industries where labor is generally greatest cost Facilitates planning & assessment of environmental uncertainty & adaptation of organization to external forces

10 Distinctive Human Resources
How can HRM practices specific to an organization create a competitive advantage?

11 Examples of HRM Practices
HRM practices can allow and motivate individuals to support an organization’s strategic objectives Hiring Practices Who do we hire Where do we look for workers Performance Management Practices On what criteria are workers assessed Compensation and Reward Practices What behaviors/actions are rewarded

12 HRM Practices - Exercise
Two Watch Companies Hiring Practices Who do we hire Where do we look for workers Performance Management Practices On what criteria are workers assessed Compensation and Reward Practices What behaviors/actions are rewarded Rolex Very expensive Hand Made Timex Inexpensive Mass Produced

13 Simple Concepts… People are the essential capital of all organizations
Humans create organizational innovations and accomplishments Organizational success depends upon careful attention to human capital But harder than you think…

14 Challenges: Economic Global Trade Challenge
Jobs and prosperity depend upon international trade Job migration to South East Asia and China Challenge of Productivity Improvement Productivity = outputs/inputs ratios Essential for long-term success Requires strategic thinking and creative responses Understanding motivation

15 Challenges: Technological
Computerization Impacts virtually all aspects of work and life Provide large amounts of data at great speed to managers Flexibility e.g. telecommuting Automation Potential benefits include speed, better customer service, predictability and production quality Use robots for hazardous or boring jobs

16 Challenges: Cultural Work related attitudes Ethnic diversity
Changing attitudes toward work and leisure Demand for ethical conduct of business Ethnic diversity Cultural mosaic Attitudes toward governments: Divided population

17 Challenges: Demographic Trends
Increasing number of women in the workforce Shift toward knowledge workers Educational attainment of workers (Bi-modal) Employment of older workers More part-time, contract and contingent workers

18 Objectives of SHRM: Organizational
Contribute to organizational effectiveness Means of helping the organization to achieve its primary objectives Provide level of service appropriate to the organization

19 Objectives of SHCM: Employee
Assist employees in achieving their personal goals Employee performance may decline or employees may leave the organization if personal objectives are not considered

20 Objectives of HRM: Societal
Respond to the needs and challenges of society Minimize negative impacts on the organization Reflect society’s concerns e.g. ecological

21 Goals of Strategic HCM Attract, retain, and motivate employees
Direct employee efforts toward goals of organization Assist in the development of the strategic direction of the organization Provide the organization a source of competitive advantage Example: Watch Industry

22 Review & Evaluation of HCM Strategies
Steps in Strategic HRM Environmental Analysis Organizational Mission & Goals Analysis Analysis of Organizational Strengths & Culture Analysis of Organizational Strategies Choice & Implementation Of HCM Strategies Review & Evaluation of HCM Strategies

23 Activities in Human Resource Management
HC strategy formulation Recruitment and selection (staffing) Performance appraisal Training and development Compensation and benefits Employee rights Labor/management relations (if union)

24 Today’s Workforce Realities:
Decade of boom & bust leaves working families with: Stagnant, declining incomes Increased inequality Longer working hours Less retirement savings; fewer health care benefits Broader job insecurity Loss of worker voice in society Current government policies producing: Further cuts in services & jobs Tax policies that further increase inequality Deep divisions over war policies Direct attacks on workers, unions, and core values

25 Job Satisfaction – Declining!
The U.S. has seen a trend of increasingly high job dissatisfaction. Only 45 percent of Americans were satisfied with their jobs. A decrease from a 61 percent satisfaction rate in 1987 Job dissatisfaction is highly correlated with a negative impact on organizational effectiveness Management must respond