HRM TO SHRM

DRAMATIC CHANGE FROM HUMAN RESOURCE MANAGEMENT TO STRATEGIC MANAGEMENT i.e. MOVING FROM CLERICAL/OPERATIONAL ISSUES SUCH AS RECORDKEEPING,PAPER PUSHING etc to STRATEGIC PROGRAMS AND POLICIES IN LINE WITH ORGANISATIONAL POLICIES,
Example concept of BPO/KPOs.

DEFINITION OF SHRM

SHRM INVOLVES DEVELOPMENT OF CONSISTENT ALLIGNED COLLECTION OF PRACTICES. PROGRAMS. POLICIES,THAT FACILITATE ACHIEVEMENT OF ORGANISATION STRATEGIES.

DIFFERENCE BETWEEN HRM & SHRM

THRM

SHRM

STAFF SPECIALIST. LINE MANAGER CONSULTANTS. TRANSACTIONAL CHANGE FOLLOWER TRANSFORMATIONAL RESPONDENT. LEADER. SLOW,REACTIVE AND FAST PROACTIVE FRAGMENTED. INTEGRATED. SHORT TERM MEDIUM AND LONG. BUREAUCRATIC ORGANIC APPROACH.

CONTD..

THRM TIGHT DIVISION OF LABOUR,SPECIALISA -TION ORIENTED. CAPITAL PRODUCTS. COST CENTRED.

SHRM BROAD FLEXIBLE CROSS TRAINING TEAMS. PEOPLE,KNOWLEDGE INVESTMENT CENTRED.

MODEL OF SHRM
EXTERNAL ENV COMPETITION GOVT REGULATION TECHNOLOGY MARKET TRENDS. ECONOMIC CORPORATE STRATEGY BUSINESS STRATEGY EMPLOYEE SEPERATION STFNG TRNG

HR STRATEGY PLANNING DESIGN OF JOBS.

HRIS

PER.MG CP

INTERNAL ENV CULTURE. STRUCTURE POLITICS EMPL.SKILLS PAST STRAG.

LR

STRATEGIC MANAGEMENT

STRATEGIC MANAGEMENT IS THE PROCESS BY WHICH ORGANISATION ATTEMPTS TO DETERMINE WHAT NEEDS TO BE DONE TO ACHIEVE CORPORATE OBJECTIVES. MODELS OF STRATEGY INDUSTRIAL ORGANISATION (I/O) RBV MODEL-RESOURCE BASED VIEW

INDUSTRIAL ORGANISATION MDL.

TRADITIONAL MODEL. FORMED IN 1980s. PRIMARY DETERMINANT OF ORGANISATION STRATEGY IS EXTERNAL ENVIRONMENT. INDUSTRIES NEED TO CHOOSE SECTORS WITH GOOD OPPORTUNITIES AND USE THEIR RESOURCES ACCORDINGLY. THIS MODEL BELIEVES ,ORGN CAN BE SUCCESSFUL IN 2 WAYS OFFERING GOODS AND SERVICE AT LOW COST. BUILDING CONSUMERS AT PREMIUM PRICE.

RESOURCE BASED VIEW (RBV)

THIS MODEL FOCUSES ON ORGANISATIONAL RESOURCES AND CAPABILITIES. THIS INCLUDES ORGANISATION HUMAN RESOURCE. THIS CAN HAPPEN THROUGH ACQUISITION AND VALUE THEIR RESOURCES. RESOURCES CAN BE VALUABLE ONLY WHEN THEY ARE OF HIGH COST TO IMITATE AND NONSUBSTITUTABLE.

PROCESS OF STRATEGY MGMT

ENV.ANALYSIS COMPENSATION INDUSTRY STR. REGULATIONS. TECHNOLOGY. MARKET TREND ECONOMIC TREND. ORG.ASSET FINANCIAL. PHYSICAL HUMAN. TECH.MGMT CULTURE. STRUCTURE POWER. WRK.SYS.

MISSION STATEMENT

GL

HUMAN RESOURCES INCLUDE

TECHNICAL KNOWLEDGE. PERSONAL TRAITS. COMMITMENT. LOYALTY.

JUDGEMENT AND
MOTIVATION.

MANAGEMENT SYSTEMS

ASSESSING CULTURE. CORE VALUES. PHILOSOPHIES.

ORGANISATION SYSTEM

ACTS AS CATALYST,ONE OF THE MOST IMPORTANT BEING HR STRATEGIES,WORKS AS A FRAME WORK: POLICIES. PROGRAMMES etc.

CORPORATE STRATEGIES

EACH ORGANISATION FOLLOWS ITS OWN TAILOR MADE HR PRGRMS. 3 DIFFERENT GENERIC ORGANISATION STRATEGIES EACH APPROACH IS DIFFERENT TO ATTAIN FINAL RESULTS.

CO-RELATING GENERAL & HR

STRATEGY FOR GROWTH FURTHER PENETRATING EXISTING MARKET. DEVELOPING NEW MARKETS. DEVELOPING NEW PRODUCTS AND SERVICES

HR STRATEGY

ADEQUATE PLANNING. NEW EMPLOYEES( hired and trained)

HANDLING THE MARKET DEMAND.

CURRENT EMPLOYEES(PROMOTION&DEVELOPMENTOPPORTU NITIES) ENSURING PROPER FEED BACK FOR QUALITY.

HR STRATEGY FOR EXTERNAL GROWTH.

ACQUIRING OTHER ORGANISATION. ACQUIRING HAPPENS WITH COMPANIES WHO SUPPLY RAW MATERIAL. COMPANIES WHO ARE PART OF ORGANISATION DISTRIBUTION CHAIN. 2 KEY ISSUES OF HR

MERGING DISSIMILAR HR SYSTEMS

COMPANIES VISION AND OBJECTIVE AND STRATEGY.

STRATEGY 2

TURNAROUND/ RETRENCHMENT COST CUTTING.

SMALLER WORK FORCE.

DEMOTIVATED. CHALLENGE OF SURVIVORS.

STRATEGY- 3

BUSINESS UNIT STRATEGY SMALLER UNITS. HR STRATEGY SHORT TERM RESULT FOCUSED. JOB ASSIGNED MORE SPECIALISED CROSS TRAINING STAFFING PEOPLE OF FRESH IDEAS. SEGMENTATIONS.

EXAMPLES

P&Gs connect and develop strategy. Your encore-connecting retired scientists. P&Gs- Technology entrepreneurs. Suppliers network. Mr. Clean magic eraser.

Examples

Advent of employer branding Companies such as IBM,HP etc. Works a Picnic Lyndon Saldanha,Kanbay Software A Strategic move from focusing on the organisation of the business to business of the organisation

Examples.

Works a circus A major shift from people management to aspiration management. Tutor concept of technical staff gets sponsored for a full time masters programme in UK. Startrek:Fast- Track staggered leadership development programme.

Examples..

Hot desking Employees flexi time. EDGE-Employees development and growth through education,HR express.