Strategic imperatives - The HR Angle

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Strategic imperatives - The HR Angle

  1. 1. Strategic Imperatives CREATE BRAND MARKET www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal The Human Resource Angle
  2. 2. The Oxford English Dictionary defines Strategy as: ‘The art of a Commander-in- chief; the art of projecting and directing the larger military movements and operations of a campaign’ What is Strategy ? www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal What is Strategy ? Competitive advantage “Strategy follows people, the right person leads to the right strategy” - Jack Welch Organisations are evolving more and more into 'human capital' or 'intellectual capital' organisations for competitive advantage.
  3. 3. About functioning as a strategic business partner and about linking HR strategies to business strategies To guide people to execute the strategy effectively and to achieve desired business performance Mandate for H.R. www.creatingdemand.org Mandate for H.R. Execute the strategy effectively Copyright 2013-2014 Presentation by: Sachin Bansal
  4. 4. To establish a clear, coherent and consistent construct for organizational performance To bring a focus to the many standard HR activities on outcomes. Strategic H.R. Framework www.creatingdemand.org Strategic H.R. Framework Clear, Coherent And Consistent Copyright 2013-2014 Presentation by: Sachin Bansal
  5. 5. The Framework divides the complex task of strategic human resource management into eight key result areas: 1) Planned Workforce Through following HR functions: Skill profiling, workforce analysis, forecasting and planning, special recruiting schemes, career and succession planning, agency workforce plans. 2) Quality Staffing Through following HR functions: Selection, appointment, promotion, redeployment and separation of staff. 3) Responsive and Safe Employment Conditions Through following HR functions: Employee relations, remuneration, flexible working arrangements, job design, occupational health and safety programs. 4) Managed Performance Through following HR functions: Performance development, ethical conduct standards, whistleblowers policy, disciplinary processes. Key Result Areas www.creatingdemand.org Key Result Areas Framework Copyright 2013-2014 Presentation by: Sachin Bansal
  6. 6. 4) Managed Performance Through following HR functions: Performance development, ethical conduct standards, whistleblowers policy, disciplinary processes. 5) Planned Human Resource Development Through following HR functions: Training and development planning and implementation. 6) Protection of Merit and Equity Through following HR functions: Managing diversity, grievance resolution, appointment and promotion processes. 7) Continuous Improvement Through following HR functions: Best practice, benchmarking studies, business process re-engineering, organisational structure reviews. Key Result Areas www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal Key Result Areas Framework
  7. 7.  The crucial role of managerial innovation in strategic human resource management is becoming increasingly prevalent in both business and academic literature.  India after decades of protectionism is experiencing a revolutionary change.  In this scenario, to manage organizations efficiently and to compete globally, adoption of SHRM practices has become more important than ever. Strategic HRM in Indian Organisations www.creatingdemand.org HRM in Indian Organisations Strategies Copyright 2013-2014 Presentation by: Sachin Bansal
  8. 8. FACTORS INFLUENCING SHRM Research shows that following factors affect adoption of strategic Human Resource Management in Indian companies. • Unionisation: Higher the Unionization Lesser the chances of adoption of SHRM Industry differences: Manufacturing Sector Lesser adoption of SHRM Services Sector Greater adoption of SHRM www.creatingdemand.org Factors influencing SHRM Unionization Copyright 2013-2014 Presentation by: Sachin Bansal
  9. 9. FACTORS INFLUENCING SHRM • Technology: Higher the Technological sophistication Better chances of SHRM adoption • Size and Financial Resources: The greater the size of the organization, the greater is the likelihood of adoption of innovative SHRM practices; The greater the financial resources of the organization, the greater is the likelihood of adoption of innovative SHRM practices www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal Factors influencing SHRM Technology
  10. 10. FACTORS INFLUENCING SHRM • Private or Public Sector: Private organization and organizations with foreign participation will have more extensive implementations than public and family owned organizations. • Organisational Leadership: Strong Org. leadership Strong Org. Culture Adoption of SHRM Professionally managed HR Deptt. Greater Role of HR Adoption of SHRM www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal Factors influencing SHRM Organisational Leadership
  11. 11. FACTORS INFLUENCING SHRM  Competitiveness: The greater the need to professionalise and be competitive, the greater the need for restructuring of organizations, the greater the chances of adoption of innovative SHRM practices. www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal Factors influencing SHRM Competitiveness
  12. 12.  A major challenge for Strategic Human Resource Management is to establish a clear, coherent and consistent construct for organizational performance.  Organizations adopt SHRM practices for a variety of reasons. The antecedents of managerial innovation and SHRM include extent of unionisation and industrial sectors, technological sophistication, organizational restructuring and ownership structure, use of international consultants, organizational leadership, and role of HR Department. Conclusion www.creatingdemand.org Conclusion Antecedents of managerial innovation Copyright 2013-2014 Presentation by: Sachin Bansal
  13. 13. Reputation to overall gains www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal Strategically connected with clients, engaging and involving them: •How to get closer to customers? •To build brand awareness and enhance loyalty? •To position new products and services for the effective market penetration? •To fulfill what customers really desire? Specialties Brand Strategy, business entry & planning, product development, internet marketing, trade distribution, public private partnerships, sustainable tourism management and investment promotion. Crafting, Operationalizing and Implementing Growth Strategies to maximize opportunities in emerging geographies; experience as my strong resource and capability Sachin Bansal Enhancing business profitability
  14. 14. SACHIN BANSAL- Chief Explorer INDIA : +91 97111 90192 sb@creatingdemand.org www.creatingdemand.org facebook.com/creatingdemand DELHI LONDON MELBOURNE NEW YORK ITALY www.creatingdemand.org Enhancing business profitability…. Copyright 2013-2014 Presentation by: Sachin Bansal

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