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Hrm 1 Strategy
Hrm 1 Strategy
Hrm 1 Strategy
Hrm 1 Strategy
Hrm 1 Strategy
Hrm 1 Strategy
Hrm 1 Strategy
Hrm 1 Strategy
Hrm 1 Strategy
Hrm 1 Strategy
Hrm 1 Strategy
Hrm 1 Strategy
Hrm 1 Strategy
Hrm 1 Strategy
Hrm 1 Strategy
Hrm 1 Strategy
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Hrm 1 Strategy

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Course on HRM (7 parts)

Course on HRM (7 parts)

Published in: Business, Career
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  • 1. Human Resource Management Building Bridges between The Company & Person
  • 2. HRM creates <ul><li>Commitment </li></ul><ul><li>Match </li></ul><ul><li>‘ Click’ </li></ul><ul><li>Flow </li></ul><ul><li>‘ Fit’ </li></ul><ul><li>Synergy </li></ul><ul><li>Shared Value’s </li></ul><ul><li>between Company & Person </li></ul><ul><li>> Result: Quality & Quantity & Advantage </li></ul>
  • 3. Business and Trends: Economical <ul><li>EU </li></ul><ul><li>Global world </li></ul><ul><li>Asia </li></ul><ul><li>China </li></ul><ul><li>Resources </li></ul><ul><li>Russia </li></ul><ul><li>Africa </li></ul><ul><li>South-America </li></ul><ul><li>Pension </li></ul><ul><li>Worldwide companies </li></ul><ul><li>‘ Virtual’ workforce </li></ul><ul><li>Taxes </li></ul><ul><li>Subsidies </li></ul><ul><li>Immigration </li></ul><ul><li>International Companies </li></ul><ul><li>Law / legislation </li></ul><ul><li>Infrastructure </li></ul><ul><li>Share holders </li></ul><ul><li>Environment </li></ul><ul><li>Global alliances </li></ul><ul><li>Service economy </li></ul>
  • 4. Business and Trends Technological <ul><li>ICT </li></ul><ul><li>Genetics </li></ul><ul><li>Mobile tel. </li></ul><ul><li>Computer </li></ul><ul><li>Proc. Technology </li></ul><ul><li>Global Warming </li></ul><ul><li>Ecological disturbance </li></ul><ul><li>Natural resources </li></ul><ul><li>CD/DVD </li></ul><ul><li>Laser </li></ul><ul><li>Logistics </li></ul><ul><li>Scale enlargement </li></ul><ul><li>Media </li></ul><ul><li>R & D </li></ul><ul><li>Internet </li></ul><ul><li>Knowledge economy </li></ul><ul><li>Short product life cycle </li></ul>
  • 5. Business and Trends Social & Political <ul><li>Globalization </li></ul><ul><li>Islam </li></ul><ul><li>Feminism </li></ul><ul><li>Changing Value’s </li></ul><ul><li>Media </li></ul><ul><li>Health </li></ul><ul><li>Spirituality </li></ul><ul><li>Individualism </li></ul><ul><li>Intercultural </li></ul><ul><li>Divorces </li></ul><ul><li>Aging </li></ul><ul><li>Working at home </li></ul><ul><li>Secularization </li></ul><ul><li>Crime </li></ul><ul><li>Education </li></ul><ul><li>Art / Theater </li></ul><ul><li>War on Terror </li></ul><ul><li>Fugitives/ foreigners </li></ul><ul><li>Multi-cultural </li></ul><ul><li>Stress / Burn-out </li></ul><ul><li>Safety </li></ul><ul><li>Home at work </li></ul><ul><li>‘ Mixed’ families </li></ul>
  • 6. Business innovations <ul><li>Mission & Targets & Strategy </li></ul><ul><li>Product </li></ul><ul><li>Process / Cost & Quality </li></ul><ul><li>Service </li></ul><ul><li>Market </li></ul><ul><li>Organizational </li></ul><ul><li>‘ Mixed Grill’ </li></ul>
  • 7. Employee ‘Innovations’ <ul><li>Higher education </li></ul><ul><li>Multicultural </li></ul><ul><li>Autonomy / democracy </li></ul><ul><li>Migration </li></ul><ul><li>More women </li></ul><ul><li>Feminizing </li></ul><ul><li>Mixed value’s </li></ul><ul><li>Permanent education / coaching </li></ul><ul><li>Spirituality </li></ul>
  • 8. Organization > ‘Organizing’ <ul><li>External: O & T > ‘Fit’ </li></ul><ul><ul><li>Economical / EU </li></ul></ul><ul><ul><li>Technological / Internet </li></ul></ul><ul><ul><li>Social-Political / Intercultural </li></ul></ul><ul><li>Internal: S & W > ‘Fit’ </li></ul><ul><ul><li>Strategy; Product & Market </li></ul></ul><ul><ul><li>Structure & processes; BPR </li></ul></ul><ul><ul><li>Culture; customer oriented </li></ul></ul><ul><ul><li>Doing the right thing in the right way creative </li></ul></ul>
  • 9. The new ways of organising <ul><li>‘ Atomic’ (Ryf, 1993) </li></ul><ul><li>Flexible (Volberda, 1998) </li></ul><ul><li>Fractal (Warnecke,1993) </li></ul><ul><li>Individualised (Ghoshal and Bartlett,1998) </li></ul><ul><li>Cellular (Miles, 1997) </li></ul><ul><li>Network ( Sydow, 2000) </li></ul><ul><li>Post-modern (Clegg, 1990) </li></ul><ul><li>Post-bureaucratic (Heckscher, 1994) </li></ul><ul><li>Virtual (Davodow and Malone, 1993) </li></ul><ul><li>Project oriented </li></ul><ul><li>Informal </li></ul>
  • 10. HRM & Trends ‘ever changing matches’ <ul><li>New missions & visions </li></ul><ul><li>New organizations, products, processes, markets </li></ul><ul><li>New insights </li></ul><ul><li>New skills </li></ul><ul><li>New attitudes </li></ul><ul><li>New value’s </li></ul><ul><li>New leaderships </li></ul><ul><li>>>> new ‘matches’ </li></ul>
  • 11. HRM concepts & tools Change & Development Separation & outplacement Performance Management Recruitment & Selection Strategic HRM planning
  • 12. HRM concepts & tools Change & Development Separation & outplacement Performance Management Recruitment & Selection Strategic HRM planning Mission External fit Strategic fit Organizational fit Internal & cultural fit SWOT analysis Knowledge & competence management Strategic HR policy & planning Labor market
  • 13. Strategic HRM planning Actual strategy A. Internal S & W B. External O & T Evaluation Creative alternatives Critical choices Implementation
  • 14. Strategic HRM <ul><li>Concepts and Instruments </li></ul><ul><li>Mission statement </li></ul><ul><li>SWOT analysis </li></ul><ul><li>HRM planning </li></ul><ul><li>Quality planning (skills / talent) </li></ul><ul><li>Quantity planning </li></ul><ul><li>Knowledge management </li></ul><ul><li>Innovation & Change management </li></ul><ul><li>‘ Place’ within the company </li></ul>
  • 15. HRM TRENDS <ul><li>Competence management </li></ul><ul><li>E-HRM </li></ul><ul><li>Assessment </li></ul><ul><li>Coaching </li></ul><ul><li>Performance management </li></ul><ul><li>PDP / Self-management </li></ul><ul><li>Health / Safety / Well-being </li></ul><ul><li>Learning organization </li></ul><ul><li>Flexibility </li></ul><ul><li>Staff > Management </li></ul><ul><li>Stress-management </li></ul><ul><li>Workforce diversity </li></ul>
  • 16. THE HUMAN RESOURCE MANAGEMENT PROCES <ul><li>THE RIGHT PERSON </li></ul><ul><li>AT THE RIGHT TIME </li></ul><ul><ul><li>FOR THE RIGHT JOB </li></ul></ul><ul><li>DOING THE RIGHT THING </li></ul><ul><li> THE RIGHT WAY </li></ul><ul><li>GETTING & KEEPING & DEVELOPING </li></ul><ul><li>HUMAN TALENT </li></ul><ul><li>TUNING: ORGANIZATIONS OBJECTIVES </li></ul><ul><li><--> </li></ul><ul><li>HUMAN NEEDS / MOTIVES </li></ul><ul><li>MATCHING ------> FIT IN !!! </li></ul><ul><li>“ MANAGING THE ICEBERG” </li></ul>

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