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HR STRATEGY
 LINDA SUSAN JOSEPH
       S4 MBA
WHAT?
•   HR Strategy is aligning the goals of HR to the goals or
    strategy of your organisation.



•   Recruitment, retention and termination are a small part
    of it.
IOW..
Human resource strategy is designed to develop the skills,
  attitudes and behaviors among staff that will help the
  organization meet its goals.
                         consists of
 principles for managing the workforce through HR policies
  and practices.
                          It covers
the various areas of human resources functions such as
  recruitment, compensation, performance management,
  reward and recognition, employee relations and training.
Hr Strategy
            Covers


                            Compensation

Recruitment       Performance Management


Employee Relations And Training
SIGNIFICANCE

• HR strategy affects what employees feel and do.
                      It manifests in work
-productivity outcomes such as customer satisfaction,
  product quality, errors, accidents, down time and
  employee retention.
• These outcomes, in turn, affect company finances.

                   Eg: Poor customer service
  can reduce company sales. An effective HR strategy
  benefits the company's bottom line. It improves employee
  motivation and satisfaction. Employees also benefit by
  realizing their full potential and developing their own
  careers.
FEATURES

•   HR strategy must be aligned with the organization's vision,
    mission and goals.

•    In developing an HR strategy, the company must analyze the
    characteristics of its industry, determine its competitive
    advantage, and identify key processes and key people.

•    Creating different strategies for all groups of people in the
    organization may be necessary, depending on their skills,
    knowledge and responsibilities.

.The strategy must look at the organization's culture, structure,
  people and systems.
CONSIDERATIONS

•   Large firms often focus on building systematic HR
    practices that improve employees' motivation and skills.
•    (A Cornell University study of small and medium-sized
    enterprises showed that their) …..HR practices are
    informal and reflect company values.
•   Their HR strategy tends to focus more on selecting the
    right employees to do the job, managing their activities
    and motivating them to stay with the company.
•   Smaller organizations often develop employee loyalty by
    creating a family-like culture.
CHALLENGES
•   The HR department must find ways to attract, select
    and retain employees in an increasingly competitive
    market.
•    The globalization of the workforce requires more
    complex and diverse human resource strategies that will
    adapt to each country's labor laws, economic structure
    and staff expectations.
•    The HR professional must play a strategic role in
    adapting the company to diverse environments while
    keeping down costs and working with fewer resources.
•   ………>>>This involves proactively partnering and consulting
    with line managers.
RESPONSIBILITIES

•   Senior management often leads in defining the
    organization's human resource strategy.
•    The HR department plans and translates the strategy
    through HR policies and practices.
•    This requires reviewing the organization's current
    practices and analyzing critical issues such as high
    turnover, declining sales or production delays.
•    HR can refer to best practices in successful
    organizations.
•    For a successful human resource strategy, managers
    must be active partners with HR and HR staff must
    facilitate and coordinate the process.
ORACLE CORPORATION..HR STRATEGY!!!
•   Organizations should be more defined through their
    capabilities than through any sort of hierarchy.
•   Managers are generally responsible for creating
    capabilities to respond to business challenges.
•   They build a business strategy and HR supports the
    implementation of that strategy by putting in place
    appropriate HR practices which would build these
    capabilities.
•   The capabilities become the culture that drives
    sustainable business success and are the measurable
    deliverables for HR
The HR practices to build capabilities are put into 4
                        categories :
 People -everything dealing with the flow of people within
 an organization

    Performance-ensuring accountability through managing
    performance from individuals and teams including
    compensation/benefits and rewards.

    Work -everything related to the work flow, how work in
    teams, administrative policies, design of physical
    facilities and space, how structure company to align with
    strategy; these practices directly influence talent.

   Information -which is particularly the important as it
    looks like HR's role in communication gets more and more
    important nowadays.
DRAFTING A POWERFUL HR STRATEGY-HOW??

First defines what “strategic” means -sustainable, long
  term, adding substantial value...
 The essence is that you need to define the key desired
  organizational and cultural capabilities needed to
  strengthen your key sources of competitive advantage
  which you have identified before.
 Important is to translate these into people behavior,
  what behavior from employees do we want to see in the
  future state, what will people be doing more of/less of.
  Based on this “vision” the appropriate HR practices will
  be identified and implemented and finally success will be
  measured.

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Hr strategies-Linda Susan Joseph MACFAST THIRUVALLA

  • 1. HR STRATEGY LINDA SUSAN JOSEPH S4 MBA
  • 2. WHAT? • HR Strategy is aligning the goals of HR to the goals or strategy of your organisation. • Recruitment, retention and termination are a small part of it.
  • 3. IOW.. Human resource strategy is designed to develop the skills, attitudes and behaviors among staff that will help the organization meet its goals. consists of principles for managing the workforce through HR policies and practices. It covers the various areas of human resources functions such as recruitment, compensation, performance management, reward and recognition, employee relations and training.
  • 4. Hr Strategy Covers Compensation Recruitment Performance Management Employee Relations And Training
  • 5. SIGNIFICANCE • HR strategy affects what employees feel and do. It manifests in work -productivity outcomes such as customer satisfaction, product quality, errors, accidents, down time and employee retention. • These outcomes, in turn, affect company finances. Eg: Poor customer service can reduce company sales. An effective HR strategy benefits the company's bottom line. It improves employee motivation and satisfaction. Employees also benefit by realizing their full potential and developing their own careers.
  • 6. FEATURES • HR strategy must be aligned with the organization's vision, mission and goals. • In developing an HR strategy, the company must analyze the characteristics of its industry, determine its competitive advantage, and identify key processes and key people. • Creating different strategies for all groups of people in the organization may be necessary, depending on their skills, knowledge and responsibilities. .The strategy must look at the organization's culture, structure, people and systems.
  • 7. CONSIDERATIONS • Large firms often focus on building systematic HR practices that improve employees' motivation and skills. • (A Cornell University study of small and medium-sized enterprises showed that their) …..HR practices are informal and reflect company values. • Their HR strategy tends to focus more on selecting the right employees to do the job, managing their activities and motivating them to stay with the company. • Smaller organizations often develop employee loyalty by creating a family-like culture.
  • 8. CHALLENGES • The HR department must find ways to attract, select and retain employees in an increasingly competitive market. • The globalization of the workforce requires more complex and diverse human resource strategies that will adapt to each country's labor laws, economic structure and staff expectations. • The HR professional must play a strategic role in adapting the company to diverse environments while keeping down costs and working with fewer resources. • ………>>>This involves proactively partnering and consulting with line managers.
  • 9. RESPONSIBILITIES • Senior management often leads in defining the organization's human resource strategy. • The HR department plans and translates the strategy through HR policies and practices. • This requires reviewing the organization's current practices and analyzing critical issues such as high turnover, declining sales or production delays. • HR can refer to best practices in successful organizations. • For a successful human resource strategy, managers must be active partners with HR and HR staff must facilitate and coordinate the process.
  • 10. ORACLE CORPORATION..HR STRATEGY!!! • Organizations should be more defined through their capabilities than through any sort of hierarchy. • Managers are generally responsible for creating capabilities to respond to business challenges. • They build a business strategy and HR supports the implementation of that strategy by putting in place appropriate HR practices which would build these capabilities. • The capabilities become the culture that drives sustainable business success and are the measurable deliverables for HR
  • 11. The HR practices to build capabilities are put into 4 categories :  People -everything dealing with the flow of people within an organization  Performance-ensuring accountability through managing performance from individuals and teams including compensation/benefits and rewards.  Work -everything related to the work flow, how work in teams, administrative policies, design of physical facilities and space, how structure company to align with strategy; these practices directly influence talent.  Information -which is particularly the important as it looks like HR's role in communication gets more and more important nowadays.
  • 12. DRAFTING A POWERFUL HR STRATEGY-HOW?? First defines what “strategic” means -sustainable, long term, adding substantial value... The essence is that you need to define the key desired organizational and cultural capabilities needed to strengthen your key sources of competitive advantage which you have identified before.  Important is to translate these into people behavior, what behavior from employees do we want to see in the future state, what will people be doing more of/less of. Based on this “vision” the appropriate HR practices will be identified and implemented and finally success will be measured.