Business And Strategic Hr Management

3,337 views

Published on

Published in: Business, Technology
0 Comments
9 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
3,337
On SlideShare
0
From Embeds
0
Number of Embeds
19
Actions
Shares
0
Downloads
0
Comments
0
Likes
9
Embeds 0
No embeds

No notes for slide
  • Business And Strategic Hr Management

    1. 1. BUSINESS AND STRATEGIC HUMAN RESOURCE MANAGEMENT
    2. 2. What is strategic management? <ul><li>A continuous, iterative process aimed at keeping an organization as a whole appropriately matched to its environment (Certo and Peter) </li></ul><ul><li>Keeping the business in tune with management and marketing forces both outside and inside the firm </li></ul>
    3. 3. S.H.R.M. <ul><li>“ What it means to us’’…. definition…… </li></ul><ul><li>“ PUTTING THE PROPER PROCESSES IN PLACE </li></ul><ul><li>TO ENSURE THAT THE RIGHT PERSON IS IN THE RIGHT JOB, </li></ul><ul><li>AT THE RIGHT TIME PERFORMING WELL AND APPROPRIATELY COMPENSATED’’ </li></ul>
    4. 4. Why is strategic management of human capital important? <ul><li>To ensure maintenance of current and future talent </li></ul><ul><li>Foster a result oriented performance culture </li></ul><ul><li>Increase accountability </li></ul><ul><li>Reduce life cycle costs </li></ul>
    5. 5. The New Competitive Environment <ul><li>Shortened product life-cycles </li></ul><ul><li>Erosion of patent protection </li></ul><ul><li>Decreased regulation and protected markets </li></ul><ul><li>Increased access to capital markets </li></ul><ul><li>Increasing importance of innovation, both process and product </li></ul><ul><li>HR is a key lever in addressingthese challenges! </li></ul>
    6. 6. Prominent HR Issues in the 21stCentury <ul><li>Widespread corporate restructuring </li></ul><ul><li>Increases in contingent work </li></ul><ul><li>New work organizations </li></ul><ul><li>Growing diversity </li></ul>
    7. 7. Behaviors Driven by HR <ul><li>Recruitment and Turnover </li></ul><ul><li>Commitment to Organization </li></ul><ul><ul><li>Loyalty </li></ul></ul><ul><ul><li>Effort </li></ul></ul><ul><li>Innovation </li></ul><ul><li>Attitude towards customers </li></ul><ul><li>Ability to do the job (skills) </li></ul>
    8. 8. A MODEL OF HUMAN RESOURCES Pay Selection Socialization Equity Opportunity Training Selection Monitoring Pay motivation Capacity control Effort Work organization productivity
    9. 9. Southwest Airlines <ul><li>Case Discussion </li></ul>
    10. 10. Southwest Airlines <ul><li>“ I’ve tried to create a culture of caring for people in the totality of their lives, not just at work. There’s no magic formula. It’s like building a giant mosaic--it takes thousands of little pieces…The intangibles are more important than the tangibles. Someone can go out and buy airplanes from Boeing and ticket counters, but they can’t buy our culture, our esprit de corps.” </li></ul>Herb Kelleher CEO Southwest Wall Street Journal 8/31/99
    11. 11. Southwest Airlines <ul><li>Only major airline to have earned a profit every year for nearly three decades. </li></ul><ul><li>Southwest has won the Triple Crown (best on time performance, fewest complaints, fewest lost bags) for 5 years in a row. No other airline has won this award. </li></ul><ul><li>Southwest’s operating costs are 20% below the industry average. Company is 84% unionized. </li></ul><ul><li>Now serves over 52 cities with 26,000 employees. </li></ul><ul><li>In 1998 they had over 140,000 job applicants . </li></ul>
    12. 12. Three Questions: <ul><li>1. What does it take to make money in Southwest’s business? What are Southwest’s sources of competitive advantage? Are they sustainable? </li></ul><ul><li>2. How serious is the threat of competition? Can other airlines copy the Southwest model? How? </li></ul><ul><li>3. What are your concerns? What does Southwest need to do to continue their success ? </li></ul>
    13. 13. Southwest Airlines <ul><li>Talking about Southwest’s recruiting. </li></ul><ul><li>Kelleher says, “We draft great attitudes. </li></ul><ul><li>If you don’t have a good attitude, we </li></ul><ul><li>don’t want you, no matter how skilled </li></ul><ul><li>you are.” </li></ul>What are your reactions to this approach?
    14. 14. Mission Statement <ul><li>“ The mission of Southwest Airlines isdedicated to the highest quality ofcustomer service delivered with asense of warmth, friendliness,individual pride, and company spirit.” </li></ul><ul><li>Does this matter at Southwest? Why? </li></ul>
    15. 15. To Our Employees: <ul><li>“ We are committed to provide ouremployees a stable work environment with equal opportunity for learning andpersonal growth. Creativity and innovationare encouraged for improving the effec-tivenessof Southwest Airlines. Above all,employees will be provided the sameconcern, respect, and caring attitudewithin the organization that they are ex-pectedto share externally with everySouthwest Customer .” </li></ul>
    16. 16. <ul><li>“ Every company I have ever gonein, they say people are number one,but they’re just not. They don’t liveup to that, and we do.” </li></ul>Gary Kelly Chief Financial Officer Southwest Airline
    17. 17. Southwest Takeaways <ul><li>A simple, consistent strategy </li></ul><ul><li>Aligned and consistent HR practices </li></ul><ul><li>Long-term perspective on employment </li></ul><ul><li>Stability </li></ul><ul><li>Job design </li></ul><ul><li>Training and development </li></ul><ul><li>Careers </li></ul><ul><li>Compensation </li></ul><ul><li>Performance-based </li></ul><ul><li>Ownership </li></ul><ul><li>Compressed wages </li></ul>Selection for “attitude” and “fit” Strong culture --family, performance Leadership reinforcement Information sharing Psychological Ownership

    ×