Environments For Managers:

Challenges For Human Resource Managers

(Ref.Dessler pp.43-48)

• Technological advances:
social media-e.g. recruitment, mobile application- e.g. monitor
employee location, gaming-e.g. training, cloud computer- e.g. report
goal attainment, data analytic- e.g. solving problems.
• Globalization:
Offshoring- e.g. export jobs to low cost area, free trade zone- e.g.
reduce tariff & barriers, more competition due to globalization
• How people work:
On-demand work, work-life, knowledge-based economy
• Workforce demography and Diversity:
Patterns of baby birth, non-traditional jobs, generation ‘Y’

• Economic trends:
GNP, unemployment, unrest financial market, recession, booming
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 Ways to overcome Challenges
Roles of HR managers: (Ref.Dessler pp.52-54)
o Adopting strategies: focus on big picture
o Performance: three lever activities- HR dept efficiencies in delivering services, costs
reduction of employees, strategic results, evident based mgt., value proposition,
sustainable level
o Engagement: involve in, connect to and committed to

New Managers need to exhibit abilities: (Ref.Dessler pp.54)

o Leadership and navigation- ability to initiative and direction within org.
o Ethical practices- ability to integrate core value, integrity, accountabilities in org.
o Business acumen- ability to understand information & application to strategies
o Relationship manager- ability to manage interactions to provide best services
o Consultation- ability to guide stakeholders
o Critical evaluation: interpreting information & use them in decision effectively
Employer Focus: (Ref.Dessler pp.50-51)
o On human capital accumulation
o Distributing HR functions between HR dept. and Line manager
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 Legal / Compliance Issues
Laws:
o Labor laws in Bangladesh
o Equal Employment Opportunity Act

Internal Rules and Regulations

HR Manager Sense of Affirmative Action
Strategic Issues
Strategic Planning Process: (Ref.Dessler pp.105-109)
Strategy Formulation ≈ Mission
↓
Scanning internal and external environments
↓
Analyzing SWOT
↓
Vision statement
↓
Develop corporate level Strategies
↓
Business level strategies
↓
Functional Strategies
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Strategy Execution ≈ Put all strategies into action to achieve the strategic goals

Strategy Evaluation ≈ Measure the success and failure of the strategies

Managers’ Role : All level managers will share the information in Strategy Formulation,
Strategy Execution and Strategy Evaluation

Strategic Human Resource Management (SHRM)-

Functional level strategies (Ref.Dessler pp.110-111)
SHRM- Formulate HR policies and practices to produce superior
competencies and behaviors to achieve strategic goals
SHRM Model:
Strategic Goals
↓
Employees’ superior competencies and behaviors required to achieve strategic
goals
↓
Policies and practices required in all HR functional areas to acquire employees’
superior competencies and behaviors
↓

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 HR strategies
SHRM Tools: (Ref.Dessler pp.112-113)
 Strategic Mapping-
Financial Goals
↑
Business internal process
↑
Business supports
↑
HR policies and practices apply

 HR Scorecard-
Relating to
HR Activities
HR Behaviors
Org. Outcomes
All scores are come out from Balanced Scorecard that matched with hard
data and soft data.

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  Digital Dashboard-
All HR matrices are shown on desktop with graphs, charts
by computerized process.

SHRM Measurement: (Ref.Dessler pp.114-115)

 HR Metrics- Quantitative gauge of HR activities
 HR Benchmark- Standard of HR activities
 Data Analytics –Analysis by statistics and math

SHRM Theoretical Thoughts: ( Fisher 6th p 49-51)

 Strategic Fit- External fit
Internal fit via Vertical and Horizontal
 Configurational – Various bundles fit for different
businesses
 Resource based – High competencies people

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