Women in Human Resources Congress HRM Strategy

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Human Resources Planning and Management strategies for attracting, retaining and motivating employees

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Women in Human Resources Congress HRM Strategy

  1. 1. CHARLES COTTER 26 NOVEMBER 2012 STRATEGIC HUMAN RESOURCES PLANNING AND MANAGEMENT
  2. 2. PRESENTATION OVERVIEW Introduction Key presentation topics Summary Questions
  3. 3. DEFINITION OF STRATEGIC HUMAN RESOURCES MANAGEMENT (SHRM) SHRM is defined as an approach to managing people that deals with how the organization’s goals will be achieved through its human resources by means of integrated HR strategies, policies and practices.
  4. 4. UNPACKING THE CONCEPT OF STRATEGY Objective is to gain a sustainable competitive advantage It is future-focused Includes an environmental analysis Strategic fit - effective utilizes and employs matches resources, capabilities and distinctive competencies to opportunities to achieve a competitive advantage Requires integration and alignment
  5. 5. PROPOSITIONS OF SHRM The HR of an organization play a strategic role in it’s success HR strategies and plans should be integrated with business strategies and plans Human capital is a major source of competitive advantage It is people who implement business strategy A systematic approach should be adopted to planning and implementing HR strategies
  6. 6. LEARNING ACTIVITY Based on the 5 propositions of SHRM, evaluate/rate on a scale of 1-5, the degree of strategic relevance and impact of your current organizational HRM practices Calculate the % of strategic relevance and impact Identify the gaps of SHRM
  7. 7. AIMS/OBJECTIVES OF SHRM  The fundamental aim of SHRM is to generate strategic capability by ensuring that the organization has the skilled, committed and well- motivated employees it needs to achieve a sustainable competitive advantage.  SHRM has 2 objectives:  To achieve fit or integration  How? Through vertical alignment with the business strategies and horizontally across all HR practice areas  Provide a sense of direction in an often turbulent business environment so that the business needs and individual/collective needs of the employees are achieved.  How? Through the development and implementation of coherent and practical HR policies and programmes 
  8. 8. LEARNING ACTIVITY Based on the aims and objectives of SHRM, evaluate/rate on a scale of 1-5, the degree of strategic relevance and impact of your current organizational HRM practices Calculate the % of strategic relevance and impact Identify the gaps of SHRM
  9. 9. FUNDAMENTAL CONCEPTS OF SHRM Vertical integration - alignment and horizontal integration – bundling Best fit vs. Best Practice
  10. 10. STRATEGIC ROLE OF HRM Strategic Business Partner Employee Champion Administrative Expert Change Agent
  11. 11. LEARNING ACTIVITY Based on the strategic roles of HRM, evaluate/rate on a scale of 1-5, the degree of strategic relevance and impact of your current organizational HRM practices Calculate the % of strategic relevance and impact Identify the gaps of SHRM
  12. 12. APPROACHES IN HRM STRATEGY FORMULATION Inside-out approach Outside-in approach Which is more effective? Which approach does your organization adopt?
  13. 13. SHRM PROCESS Step 1: Strategic Analysis Step 2: Strategy Options and Choice Step 3: Strategy Formulation Step 4: Strategy Implementation Step 5: Strategy Monitoring and Evaluating
  14. 14. SUMMARY Key points Questions Contact details:  Charles Cotter  084 562 9446  charlescot@polka.co.za  Linked In
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