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Hrm pt

Hrm pt






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    Hrm pt Hrm pt Presentation Transcript

    • The Manager's Role in Strategic Human Resource Management 최수형교수님 인적자원관리 인사조직전공 2 학기 공멍쉬
      • 1. Introduction
      • 2. Strategic management
      • 3. Strategic HRM
      • 4. High- P erformance W ork S ystem
    • Introduction The Hierarchy of Goals Management creates a hierarchy or chain of departmental goals, form the top down to the lowest-rank managers, and even employees Business Plan Provides a comprehensive view of the firm's situation today and of its company-wide and department goals and plans for the nest 3-5years
      • Description of the business
      • Marketing Plan
      • Financial Plan
      • Management / Personnel plan
      • SMART GOAL
      • Specific
      • Measurable
      • Attainable
      • Revelant
      • Timely
      • Specific goal
      • Measurable goal
      • Challenging but doable
      • Encourage participation
      SET THE OBJECTIVE - the integral part of an effective managerial planning MBO (Management by Objective) Supervisor and subordinate jointly set goals for the latter and periodically assess progress toward those goals.
      • Benefit
      • Motivation
      • Communication
      • Self-control
      • Fairness personnel evaluation
      • Shortcoming
      • High cost & time-consuming
      • Bias toward the short-time performance
      • Reduce the spirit of cooperation in organization
    • Strategic Management
      • Definition
      • The process of identifying and executing the organization's strategic plan, by matching
      • the company's capabilities with the demands of it's environment.
      Define the current business and mission perform external and internal audits F ormulate new business and mission statement F ormulate strategies to achieve the strategic goals S trategic P lanning S trategic E xecution S trategic E valuation T ranslate the mission into goals I mplement the strategy
      • T he strategic management proce ss
      E valuate performance
    • STEP2 Perform External and Internal Audits Market leadership Strong research&development High-quality products Cost advantage Patents market saturation threat of takeover slower market growth low-cost foreign competition growing government regulation Large inventories excess capacity for market lack of management depth management turnover weak market image new overseas markets failing trade barriers competitiors failing diversification economy rebounding SWOT Strengths Opportunities Weakness Threats
      • Environmental Scanning Work Sheet
      • SWOT
    • STEP3 F ormulate New Directions Vision statement A general statement of the firm's intended direction Mission statement
      • A formal, short, written statement of the purpose of a organization.
      • G uide the actions of the organization, spell out its overall goal, provide
      • a sense of direction, and guide decision-making.
      What business are we in? What we want to be?
    • Types of Strategies Corporate-Level Business 1 competitive strategy Business 2 competitive strategy Business 3 competitive strategy WHAT BUSINESS ARE WE IN? HOW WILL WE COMPETE? HOW DO WU SUPPORT THE COMPETITIVE STRATEGY? Sales Department Business 2 functional strategy Production HR Department Business 2 functional strategy Business 2 functional strategy
    • Corporate-level Strategy
      • Concentration
      • Offer one product or product line
      • Diversification strategy
      • Firm expand by adding new product line
      • Vertical integration strategy
      • E xpand by producing it own raw materials, or selling products direct
      • Consolidation
      • Reduce the company's size
      • Geographic expansion
      • Expand to other areas
      - Identifies the portfolio of businesses that, in total, comprise the commandant the ways in which these businesses relate to each other
    • Competitive Strategy
      • Cost leadership
      - How to build and strengthen the business's long-term competitive position in the marketplace
      • exploit scale of production
      • well defined scope and other economies
      • producing highly standardized products
      • using high technology
      To be the low-cost leader
      • Differentiation
      To be the unique
      • unique design
      • more responsive customer service
      • rapid product innovation
      • advanced technological features
      • Focusers
      Carve out a Niche Market
    • Functional Strategy - identify the broad activities that each department will pursue in order to help the business accomplish its competitive goals Strategic Fit express the degree to which an organization is mat ching it's resource and capabilities with the opportunities in the external environment
      • Human Resources Management
      • Production strategy
      • Pricing Tactics
      • Financial Accounting and Reporting
    • HR & Strategy Human Resources as a competitive advantage Manager's role in strategic planning
      • Top manager
      • Departmental manager
      • help devise the strategic plan
      • formulate supporting, functional strategies
      • execute the plan
      • decide the vision & mission, the direction of business
      • maintain the competitive advantages
    • Strategic HRM Management Formulating and executing human resource polices and practices that produce the employee competencies and behaviour the company needs to achieve its strategic aims. Company Wide and HR Strategies company's strategic situation company's strategic plan company's HR strategies organizational performance Basic mode Ritz-Carlton company took over managing of Portman hotel SH
              • Offering superior customer service
      N ew HR policies & practices
      • use the Ritz-Carlton HR system
      • hire a customer-focused applicant
      • train and motivate employees
      " Best employer in Asia overall best business hotel in Asia "
    • HR and M&A Mergers present opportunities and hazards for both the company and the HR manager. A KPMG study showed that 83% of mergers and acquisitions failed to produce any benefits O ver half actually ended up reducing the value of the companies involved.
      • Employee resistance
      • Mass exits by high-quality employees
      • Declining morale and productivity
      M&A often fail due to " a lack of adequate preparation of the personnel involved a failure to provide training which fosters self-awareness, cultural sensitivity, and a spirit of cooperation. "
      • Develop preliminary organization design
      • Identify the members of the top three levels
      • of management
      • Assess critical managers and employees
      • Create retention policies for key people
      • Plan for and execute the separation of redundant
      • staff
      • Integrate payroll benefits and human resource
      • information management
      • Made a 6.6 billion loss after
      • the first quarter
      • The cooperation only maintain
      • 8 months
      • Lake of the in advanced survey
      • The conflict due to the different cultural
      • and management style
      • Mass exists of the critical managers,
      • employees and technician
    • Strategic HRM Tools
      • Strategic map
      • A strategic planning that shows the "big picture" of how each department's
      • performance's contributes to achieving overall strategic goals.
      • HR scorecard
      • A process for assigning financial and nonfinancial goals or metrics to the
      • HRM-related chain if activities required for achieving the company's strategic
      • aims and for monitoring results.
      • Digital dashboard
      • Presents the manager with desktop graphs and charts, and so a computerized
      • picture of where the company stands on all those metrics from the HR scorecard
      • process.
    • Strategic Map
    • HR Scorecard
      • Quantify the relationship between
      HR activities (testing, training), resulting employee behaviour (as customer service), and resulting firm-wide strategic performance (as customer satisfaction and profitability.) an effective HR scorecard
    • Digital Dashboard
    • High-Performance Work System
      • Definition
      • Formulating and executing human resource polices and practices that produce
      • the employee competencies and behaviour the company needs to achieve its
      • strategic aims.
      • HR metric
      • Quantitative measure of some human resource management yardstick such
      • as employee turnover, hours of training per employee, or qualified applicants
      • per position
      • Assess company's HR performance by compareing with others
      HR expense factor = HR expense ÷ total operating expense HR expenses in relation to total operating expense determine if the expenditures exceeded, met, or fell below budget
    • Benchmarking C omparing one's business processes and performance metrics to industry bests and/or best practices from other industries . Improvements from learning mean doing things better, faster, and cheaper . How to become more strategic ?
    • T hank you !