Professional Documents
Culture Documents
Resource Management
ROHIT KUMAR
1
HRM Role Change
The HR function has historically been reactive and
subservient to the other business functions.
Role has changed recently due to environmental
change and uncertainty
Need to maintain an effective alignment with the
environment while managing internal
interdependencies.
2
HRM Role Change
Increasingly, competitiveness is viewed as being
dependent on human resources.
Competitive advantage in companies is its workers--it
is what often distinguishes companies with similar
technology.
HRM has come to be seen as directly related to the
ability of the firm to cope with organizational and
environment contingencies.
Recently, there has been a reorientation to an
integrative, proactive, and strategic way of looking at
an organization's employees.
3
HRM Role Change
Historically, Primary HR functions included:
Human resource planning;
Recruiting staff
Job analysis
Employee training
4
Characteristics of Past Approach
HR/Personnel function was physically and
psychology separated from the real work of the
organization.
Personnel depts. grew in a relatively uncoordinated,
piecemeal fashion.
HR/Personnel lacked an integrative, proactive, and,
above all, strategic orientation.
5
Personnel-The Traditional View
6
Characteristics of Current Approach
7
HRM -- The Strategic View
8
Traditional HR Versus Strategic HR
9
Theoretical Perspectives on SHRM
10
Why is Strategic HRM Vital?
Because an organization must have people who are
involved in the development of the business strategy,
understand it, are committed to it, and can make a
contribution to its success
11
What is Strategic HRM?
12
How Can HRM Be Strategic?
13
HRM Integration
HR Practices Must be Linked to Achieving the Business
Strategy
Each HR Practice must be Designed, Aligned, and
Measured Using an Integrated Set of Metrics
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Human Resource Management
Employee Planning and
Relations Job Design
Recruiting and
Compensation
Selection
15
HR Alignment
16
Strategic HRM
HRM as a competitive advantage involves strategic human
resource management.
1) Represents an effort to link HRM activities to a firm's
business strategy.
2) Based on a growing recognition for HR managers to
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Model of Strategic HR Management
18
Essential Elements of SHRM
19
HR’S Strategic Architecture
Knowing the business
Mastering HR practices
Managing Culture
Orchestrating change
Personal Credibility
Strategic HR Performance Management
20
Measuring HRM
Customer Reactions
HR Impact
Money Value of HR Programs
Benchmarking HR Practices
21
What About Measurement?
We have designed and pursued a new business
strategy.
We have instituted new HRM changes and interventions
How and why do we use data and metrics to both design
and evaluate such HR practices?
22
Protocols for Measurement - The
Balanced Score Card
Financial Customers
23
What are the types of Metrics --
Recruitment?
Competencies Performance evaluations
Cost per hire Overall company
Retention rate performance
Time to fill Surveys
24
Convert Data to Metrics - Training
Costs of proposed Does this program
training have any measurable
Baseline measures results?
Post training measures Is it worth an
Return on investment investment?
25
Training Metrics - Some Issues
Cost effective? ROI?
Timeliness
Adaptable, Simple
Measure a variety of
outcomes
Look at soft and hard
data - convert if possible
Is there a casual
connection?
26
Steps in the Strategic HRM Process
New Business Strategy HR Must be a Key
SWOT Analysis Player in this Process.
Assess HR Capacity Design New
Develop Core Organization
Competencies Assess new core
Test and Evaluate competencies
Initiate HR Practices
Recruit
27
Steps in the Process
Orient, Train and Develop
Evaluate Performance
Establish Career and
Succession Plans
Set Total Reward System
28
Six Measures of HR Service
Delivery
29
What are the competencies of a
Strategic HRM Executive?
Be a Strategist - Know the Business
Be an Administrator - Deliver the Basics
Be a People Champion
Be a Change Agent
30