Dessler ch 03-strategic hrm and the hr scorecard
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Dessler ch 03-strategic hrm and the hr scorecard Dessler ch 03-strategic hrm and the hr scorecard Presentation Transcript

  • © 2008 Prentice Hall, Inc.© 2008 Prentice Hall, Inc. All rights reserved.All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook The University of West AlabamaThe University of West Alabama 1 Human ResourceHuman Resource ManagementManagement ELEVENTH EDITIONELEVENTH EDITION G A R Y D E S S L E RG A R Y D E S S L E R Strategic Human Resource ManagementStrategic Human Resource Management and the HR Scorecardand the HR Scorecard Chapter 3Chapter 3 Part 1 | IntroductionPart 1 | Introduction
  • © 2008 Prentice Hall, Inc. All rights reserved. 3–2 After studying this chapter, you should be able to: 1.1. Outline the steps in the strategic managementOutline the steps in the strategic management process.process. 2.2. Explain and give examples of each type ofExplain and give examples of each type of companywide and competitive strategy.companywide and competitive strategy. 3.3. Explain what a strategy-oriented human resourceExplain what a strategy-oriented human resource management system is and why it is important.management system is and why it is important. 4.4. Illustrate and explain each of the seven steps in the HRIllustrate and explain each of the seven steps in the HR Scorecard approach to creating human resourceScorecard approach to creating human resource management systems.management systems.
  • © 2008 Prentice Hall, Inc. All rights reserved. 3–3 The Strategic Management ProcessThe Strategic Management Process • Strategic ManagementStrategic Management  The process of identifying and executing theThe process of identifying and executing the organization’s mission by matching its capabilitiesorganization’s mission by matching its capabilities with the demands of its environment.with the demands of its environment. • StrategyStrategy  A chosen course of action.A chosen course of action. • Strategic PlanStrategic Plan  How an organization intends to balance its internalHow an organization intends to balance its internal strengths and weaknesses with its externalstrengths and weaknesses with its external opportunities and threats to maintain a competitiveopportunities and threats to maintain a competitive advantage over the long-term.advantage over the long-term.
  • © 2008 Prentice Hall, Inc. All rights reserved. 3–4 Business Vision and MissionBusiness Vision and Mission • VisionVision  A general statement of an organization’s intendedA general statement of an organization’s intended direction that evokes emotional feelings indirection that evokes emotional feelings in organization members.organization members. • MissionMission  Spells out who the company is, what it does, andSpells out who the company is, what it does, and where it’s headed.where it’s headed.
  • © 2008 Prentice Hall, Inc. All rights reserved. 3–5 Types of StrategiesTypes of Strategies Diversification Strategy Geographic Expansion Strategy Vertical Integration Strategy Corporate-Level Strategies Consolidation Strategy
  • © 2008 Prentice Hall, Inc. All rights reserved. 3–6 Types of Strategies (cont’d)Types of Strategies (cont’d) Cost Leadership Focus/Niche Business-Level/ Competitive Strategies Differentiation
  • © 2008 Prentice Hall, Inc. All rights reserved. 3–7 Achieving Strategic FitAchieving Strategic Fit • The “Fit” Point of View (Porter)The “Fit” Point of View (Porter)  All of the firm’s activities must be tailored to or fitAll of the firm’s activities must be tailored to or fit the chosen strategy such that the firm’s functionalthe chosen strategy such that the firm’s functional strategies support its corporate and competitivestrategies support its corporate and competitive strategies.strategies. • Leveraging (Hamel and Prahalad)Leveraging (Hamel and Prahalad)  ““Stretch” in leveraging resources—supplementingStretch” in leveraging resources—supplementing what you have and doing more with what you have—what you have and doing more with what you have— can be more important than just fitting the strategiccan be more important than just fitting the strategic plan to current resources.plan to current resources.
  • © 2008 Prentice Hall, Inc. All rights reserved. 3–8 Strategic Human Resource ManagementStrategic Human Resource Management • Strategic Human Resource ManagementStrategic Human Resource Management  The linking of HRM with strategic goals andThe linking of HRM with strategic goals and objectives in order to improve business performanceobjectives in order to improve business performance and develop organizational cultures that fosterand develop organizational cultures that foster innovation and flexibility.innovation and flexibility.  Involves formulating and executing HR systems—HRInvolves formulating and executing HR systems—HR policies and activities—that produce the employeepolicies and activities—that produce the employee competencies and behaviors that the company needscompetencies and behaviors that the company needs to achieve its strategic aims.to achieve its strategic aims.
  • © 2008 Prentice Hall, Inc. All rights reserved. 3–9 Strategic Human Resource ChallengesStrategic Human Resource Challenges Corporate productivity and performance improvement efforts Increased HR team involvement in design of strategic plans Basic Strategic Challenges Expanded role of employees in the organization’s performance efforts
  • © 2008 Prentice Hall, Inc. All rights reserved. 3–10 Human Resource Management’sHuman Resource Management’s Strategic RolesStrategic Roles Strategy Execution Role Strategic Planning Roles Strategy Formulation Role
  • © 2008 Prentice Hall, Inc. All rights reserved. 3–11 Creating the Strategic Human ResourceCreating the Strategic Human Resource Management SystemManagement System Human Resource Professionals Employee Behaviors and Competencies Components of a Strategic HRM System Human Resource Policies and Practices
  • © 2008 Prentice Hall, Inc. All rights reserved. 3–12 K E Y T E R M S strategic planstrategic plan strategic managementstrategic management visionvision missionmission SWOT analysisSWOT analysis strategystrategy strategic controlstrategic control competitive advantagecompetitive advantage leveragingleveraging strategic human resource managementstrategic human resource management HR ScorecardHR Scorecard metricsmetrics value chain analysisvalue chain analysis
  • © 2008 Prentice Hall, Inc. All rights reserved. 3–13 Creating an HR ScorecardCreating an HR Scorecard 1 2 3 4 5 Outline value chain activities Define the business strategy Outline a strategy map Identify strategically required outcomes Identify required workforce competencies and behaviors 6 7 8 9 10 Create HR Scorecard Identify required HR policies and activities Choose HR Scorecard measures Summarize Scorecard measures on digital dashboard Monitor, predict, evaluate The 10-Step HR Scorecard Process