Shrm ppt

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  • 1. HR INVESTMENT CONSIDERATIONS
    • MANAGEMENT VALUES
    • RISK AND RETURN ON INVESTMENT
    • INVEST IN TRAINING
    • OURSOURCING
  • 2. CURRENT PRACTICES IN TRAINING INVESTMENTS
    • ON THE JOB TRAINING
    • INVESTMENT IN MANAGEMENT DEVELOPMENT
    • PREVENTION IN SKILL OBSOLESCENCE
    • REDUCTION IN CAREER PLATEAUING
  • 3. INVESTMENT PRACTICES FOR IMPROVED RETENTION
    • ORG. CULTURE EMPHASIZING INTERPERSONAL RELATIONSHIP VALUES
    • COMPENSATION AND BENEFITS
    • EFFECTIVE SELECTION PROCEDURES
    • JOB ENRICHMENT AND JOB SATISFACTION
    • PRACTICES PROVIDING WORK LIFE BALANCE
  • 4.
    • ORGANIZATIONAL DIRECTION CREATING CONFIDENCE IN THE FUTURE.
    • RETENTION OF TECHNICAL EMPLOYEES
  • 5. INVESTMENT IN JOB SECURE WORKFORCES
    • RECOGNITION OF THE COST OF DOWNSIZING AND LAYOFFS
    • AVOID BUSINESS CYCLE BASED LAYOFFS
    • ALTERNATIVES TO LAYOFFS
    • EMPLOYMENT GUARANTEES
    • THE WORK EFFORT AND JOB SECURE RELATIONSHIP
  • 6. NON TRADITIONAL INVESTMENT APPROACHES
    • INVESTMENT IN DISABLED EMPLOYEES
    • INVESTMENT IN EMPLOYEES HEALTH
    • COUTERCYCLING HIRING
  • 7. THE HR ENVIRONMENT
    • FOR MAKING STRATEGIC DECISIONS ABOUT HR, MANAGERS NEED TO SCAN THE ENVIRONMENT BEFORE FORMULATING STRATEGY.
  • 8. TECHNOLOGY AND ORGANIZATIONAL STRUCTURE
    • BROAD INFLUENCES OF TECHNOLOGY
    • INFLUENCES OF HRIS
    • REDLOYMENT OF HR STAFF TO OPERATING UNITS
    • NEW ORGANIZATIONAL STRUCTURE
  • 9. ORGANIZATIONAL STRUCTURE
    • UNBUNDLED CORPORATIONS
    • NETWORK ORGANIZATIONS OR VIRTUAL CORPORATIONS
    • RESPONDENT ORGANIZATION
  • 10. MANAGEMENT TRENDS
    • MANAGEMENT DIVERSITY
    • WORK TEAMS
    • VIRTUAL TEAMS
    • HR OUTSOURCINGOPEN BOOK MANAGEMENT
    • TQM
    • INTEGARTED MANUFACTURING
    • REENGINEERINGMANAGEMNT OF PROFFESSIONALS
    • MANAGING IN THE AFTERMATH OF MERGERS & ACQUISITIONS
  • 11. DEMOGRAPHIC TRENDS
    • AN AGING WORKFORCE
    • THE BOOMER AGE BULGE
    • LABOR SHORTAGES
    • GREATER RACIAL DIVERSITY
    • CHANGING OCCUPATIONAL DISTRIBUTIONS FOR WOMEN
    • DUAL CAREER COUPLES
  • 12. TRENDS IN THE UTILIZATION OF HR
    • TELECOMMUTING
    • RELOCATION OF WORK
    • GROWING USE OF TEMPORARY AND CONTINGENT WORKERS
    • EMPLOYEE LEASING
  • 13. INTERNATIONAL DEVELOPMENTS
    • GLOBAL COMPETITION
    • GLOBAL SOURCING OF LABOR
    • NAFTA
    • EC
  • 14. IMPORTANCE OF HR TO STRATEGY
    • PROVIDES COMPETITIVE ADVANTAGE
    • THAT CAN BE GAINED THROUGH HIGH QUALITY WORK FORCE, WHICH ENABLES THE ORGANIZATIONS TO COMPETE ON THE BASIS OF MARKET RESPONSIVENESS, PRODUCT & SERVICE QULAITY, DIFFERENTIATED PRODUCTS& TECNOLOGICAL INNOVATION, INSTEAD OF RELIANCE ON LOW COSTS.
  • 15.
    • CONTROLLING LABOR COST
    • PEOPLE AND PRACTICES ALLIGNED WITH THE FUTURE STRATEGIC NEEDS.
  • 16. GOAL OF STRATEGIC HRM
    • EFFECTIVE APPLICATION OF SUCH RESOURCES TO MEET ORGANIZATIONS STRATEGIC REQUIREMENTS AND OBJECTIVES
  • 17. STRATEGY
    • IT DEALS WITH PROVIDING DIRECTION, COORDINATING AND PROVIDING A DECISIONAL FRAMEWORK , ALLOCATION OF RESOURCES
  • 18. STRATEGIC PLANNING
    • 1. DEVELOPMENT OF ORGANIZATIONAL PHILOSOPHY AND MISSION STATEMENT
    • 2.ENVIRONMENT SCANNING
    • 3. SWOT ANALYSIS
    • 4. FORMULATION OF STRATEGIC OBJECTIVES
    • 5.GENERATION OF ALTERNATIVESFOR ACHIEVING OBJECTIVES
    • 6.EVALUATION AND SELECTION OF STRATEGIES
  • 19. HR CONTRIBUTIONS TO STRATEGY
    • IT CAN MAKE CONTRIBUTIONS IN NO. OF WAYS:
    • PERFORMANCE APPRAISAL, STAFFING, TRAINING AND DEVELOPMENT, COMPENSATION ENABLES MANAGER TO IMPLEMENT THE STARTEGIC PLANS.
  • 20.
    • ENVIRONMENTAL SCANNING AND COMPETITIVE INTELLIGENCE
    • IMPLEMENTATION OF RESOURCE REALLOCATION DECISIONS
    • LEAD TIME FOR DEALING WITH LABOR SHORTAGES
  • 21. STRATEGY DRIVEN ROLES BEHAVIOR AND PRACTICES
    • INNOVATION
    • QULAITY ENHANCEMENT
    • COST REDUCTION
  • 22. CLASSIFYING HR TYPES
    • BASEBALL TEAM:
    • INNOVATION STRATEGY
    • NEW PRODUCTS
    • INVESTMENT BANKING, BROADCASTING COMPANIES, BIOLOGICAL REASEARCH COM.
    • BUY STRATEGY
    • RESULT ORIENTED PERFORMANCE APPRAISAL
  • 23.
    • CLUB: LOW COST PRODUCER
    • INCREASE EFFECIENCY IN CONTROLLING COSTS, MAINTAINING QUALITY AND POVIDING CUSTOMER SERVICE
    • AIRLINES, GOVERNMENTAL AGENCIES, BANKS ETC.
    • MAKE STRATEGY
  • 24.
    • ACADEMY: HYBRID
    • BOTH PRODUCT INNOVATOR AND LOW COST
    • PHARMACEUTICALS, CONSUMER PRODUCTS AUTOMOBILES
    • BOTH MAKE & BUY STRATEGY
  • 25.
    • FORTRESS:
    • ENVIRONMENT DEPENDENT
    • HOTELS, RETAILING, PUBLISHING, TEXTILES
  • 26. STRATEGY AND HR PLANNING
    • ADMINISTRATIVE LINKAGE
    • ONE WAY LINKAGE
    • TWO WAY LINKAGE
    • INTEGRATIVE LINKAGE
  • 27. HRP
    • DEVELOPMENTAL PLANNING FOR STRATEGIC LEADERSHIP
    • SUCCESSION PLANNING