Hr and organization strategy ppt @ mba 2009


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Hr and organization strategy ppt @ mba 2009

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  • Hr and organization strategy ppt @ mba 2009

    1. 1. HR andOrganization Strategy
    2. 2. Road Map Introductions and course overview. Changes in the professional world. Strategic HR/strategy alignment and competencies. Leadership and management. Strategy management and planning. Strategic formation and implementation.
    3. 3. Introductiono Name.o Your professional role.o Why you are interested in this area of study.
    4. 4. Guidelines for Success Share your experiences. You will provide valuable insight. If you are doing something that gets results, keep doing it. Take the concepts you learn here and incorporate them into your own style.
    5. 5. SyllabusSyllabus Review
    6. 6. Writing Papers: A Few Tips Consider creating an outline before writing your paper. Include an introduction, body and closing. Subtitles enhance readability. Use 10- to 12-point font with 1” margins. Left-align your paper. Please include a title page. Use APA guidelines when citing the work of others. Proofread your paper and review transitions from point-to-point and from paragraph-to-paragraph. Submit paper electronically or on hard copy.
    7. 7. World Work in small groups and identify five changes in the professional world in the past 5 to 10 years. Identify one positive and one negative implication of each change from an HR perspective. Record your changes and select a speaker from your group to present your findings to the large group.
    8. 8. Strategic HR DefinedStrategic HR increases an organization’s abilityto achieve its vision, mission and strategicobjectives. This is done by developing (not in avacuum) HR strategies (initiatives) that alignwith the organization’s direction.
    9. 9. Strategic HRWhat does it mean to be strategic from an HR standpoint?
    10. 10. How Can this Be Done? One or more HR professionals (leaders) are involved in the organization’s strategic planning efforts (best-case scenario). HR will develop a strategic plan to support the overarching plan. HR is asked to lead strategic planning for the organization. HR is asked to find a professional to lead strategic planning for the organization. HR is an advocate for strategic planning so the organization has a foundation to develop its plans.
    11. 11. Effective HR Leaders Identify someone you believe is an effective HR leader. Then identify someone you believe is a marginal HR leader. Identify the attributes and characteristics of each. Why would you want to work or not want to work with them in the future? Work in small groups. Share your examples and create a list that shows marginal leadership characteristics and best leadership characteristics.
    12. 12. HR Competencies Business Professional &Competence Technical Knowledge HR Professional Integration Ability to Manage Competence and/or Lead Change
    13. 13. HR VideosSHRM Foundation: Society for Human ResourceManagement (Producer). (2003). HR Heroes:What it means to be a Strategic HR Leader in the21st Century. (Available from the SHRMFoundation, 1800 Duke Street, Alexandria,Virginia, 22314.)SHRM Foundation: Society for Human ResourceManagement (Producer). (2004). HR inAlignment: The Link to Business Strategy.(Available from the SHRM Foundation, 1800 DukeStreet, Alexandria, Virginia, 22314.)
    14. 14. HR LeadersHow do you differentiate betweenHR leaders and HR managers?
    15. 15. Managers and Leaders“Management is responsible for maintaining order; leadership is responsible for producing change or movement.” Kotter, J. P. (1990). What leaders really do. Harvard Business Review, May-June, p. 103-1
    16. 16. Managers and LeadersIn addition to Kotter’s definition, Bennis providesthe following for differentiating between managersand leaders: Managers administer; leaders innovate. Managers maintain; leaders develop. Managers control; leaders inspire. Managers have a short-term view; leaders, along-term view. Managers ask “how” and “when”; leaders ask“what” and “why”. Managers accept the status quo; leaderschallenge it.
    17. 17. Leadership DefinedNorthouse defines leadership as a process.Leadership involves influence; leadership occurswithin a group context; leadership involves goalattainment. Based on the previous construct,Northouse further defines leadership as “a processwhereby an individual influences a group ofindividuals to achieve a common goal.”According to Bennis, leaders tend to share some, ifnot all, of the following three characteristics: theyestablish a guiding vision; they have passion; andthey act with integrity. Bennis further definesleadership as “a process by which an agent inducesa subordinate to behave in a desired manner.”
    18. 18. ConsensusConsensus is a decision that all team members can support.It may be--but is not necessarily--the alternative mostpreferred by all members. When true consensus is reachedthrough a process in which everyone participates, the outputis usually a superior quality decision. Moreover, it is adecision having widespread acceptance and support forimplementation. Most important, team members aremotivated to see the decision through to completion (Brilhartand Galanes, 1989).
    19. 19. InvolvementInvolvement is a key leadership practice toensure you facilitate ownership and gaincommitment and involvement. It results inbetter decisions before moving forward withvaluable organizational resources.Know who to involve, when, how much,how often, etc. Each situation is differentbut before moving forward with a strategicinitiative, be sure you have laid afoundation for success.
    20. 20. What is Strategic Planning?A strategic plan is a road map to lead anorganization from where it is now to where it wouldlike to be.Strategy formation is a set of processes involved increating or determining the organization’sstrategies.Strategy implementation are the methods by whichstrategies are operationalized or executed.
    21. 21. Strategic Planning Clarify or develop a vision, mission and values. Conduct a SWOT analysis. Identify four to six key focus areas. Develop strategic goals. Create action plans. Develop a follow-up process and communication plan.
    22. 22. Two Constructs to ConsiderOperational Effectiveness – Is your organization performingsimilar activities better than your competitors?Strategic Positioning – What actions can your organizationtake to distinguish itself from competitors? What does yourorganization consider to be its competitive differentiators in themarketplace?Note: It is important to have clarity on these concepts before starting thestrategic formation process because they provide a guide as theorganization develops strategic initiatives.
    23. 23. Active InertiaActive inertia is an organization’s tendencyto follow established behavioral patternseven in response to dramaticenvironmental shifts. Because they arestuck in the modes of thinking and workingthat brought success in the past, leadersperpetuate their tried-and-true activities.
    24. 24. Strategic Plan and VisionA strategic plan is a road map to lead anorganization from where it is now to where it wouldlike to be.A vision is an engineer’s rendering of theachievement of that map.HR should have a supporting vision and strategicplan as well; there must be alignment.
    25. 25. Vision A vision is a depiction of what you would like your organization and HR department to be like in the future. A vision statement is a brief explanation (one or two sentences) with some explicit commentary about why the vision is desirable. Vision statements should be more than slogans. They are a distillation of your organization’s values, dreams and priorities.
    26. 26. VisionImaginable: Conveys a picture of what the future will look like.Desirable: Appeals to your long-term interests and theinterests of other stakeholders.Feasible: Has realistic, attainable goals.Focused: Is clear enough to help guide decision-making.Flexible: Is general enough to allow for individual initiative andalternative responses in light of changing conditions.Comprehensible: Is easy to communicate; can besuccessfully explained within five minutes.
    27. 27. Vision ActivityStep one - Work in small groups of three to four students andanswer the following questions:  How do you want your HR department to be different or what kind of department do you want to become?  What role do you want the HR department to play in the organization?  If you could create the organization of your dreams, what would it look like and what affect would it have on your stakeholders in 2009?
    28. 28. Vision ActivityStep two - Write a metaphor for success. The intent is to stretch your mind and think of different ways to view success. For example: “Our organization is like a mariachi band…all playing the same music together.”
    29. 29. Mission Effective mission statements include the following elements: The concept of your organization. The nature of your business. The reason your organization exists. The people you serve. The principles and values under which you intend to operate.
    30. 30. Sample Mission StatementsXYZ is committed to delivering exemplary, compassionateand professionally rewarding internal medicine care topatients with complex multi-system diseases.XYZ’s HR department is committed to providing professional,progressive and strategic human resource leadership to allstakeholders.XYZ’s HR department provides the organization with people,policies, processes and practices that best support a flow oftalent capable of meeting businesses’ needs.
    31. 31. ValuesValues are the essential and enduring tenets of anorganization--the guiding principles that have aprofound effect on how everyone in theorganization thinks and acts.
    32. 32. Types of ValuesCore values are the values applied in daily choices. Forexample, a core value might be honesty; you act on it whenyou consistently tell the truth and are frank and open withpeople.Inspirational values are the values you want more of inyour life. A good example might be to achieve betterwork/life balance. If you are not actively working on it,develop strategies about how to achieve it.
    33. 33. Why Values?Why is it important to identify and articulatevalues? Values create alignment and drive behavior. They provide a framework to help make decisions, prioritize actions and interact with each other. Articulating values is a representation of the organization to the outside world…your stakeholders.
    34. 34. SWOT AnalysisA SWOT analysis is a strategic planning tool used toevaluate strengths, weaknesses, opportunities andthreats. A SWOT analysis informs the goal-settingprocess and provides a context for future strategicplanning discussions.Strengths and weaknesses are internal to anorganization.Opportunities and threats originate from outside theorganization.
    35. 35. Matrix Positive Negative Strengths Weaknesses High-quality employees. Vagueness of role in our acquisition strategy. Strong, committed HR staff. Lack of data or measurements. Good reputation in the organization. Poor communication.Internal Location (close to our stakeholders). HR partner bandwidth. Good rapport with other departments. The volume of HR initiative on the table. Work well as a team. Compensation design and benefit program. Good technical competence and tools. Opportunities Threats Stability in leadership. Budgetary constraints. Expansion of services. Stagnation/complacency. External Referral centers. Turnover/leadership changes. Integrate talent management systems. Rising health care costs. Secure new talent via our merger. Internal conflicts & overworked employees. Further develop our self-service model. Marketplace uncertainty.
    36. 36. Key Focus AreasKey focus areas are the areas in which the organizationwill focus its attention in the next 1-3 years.Leaders should assign ownership of each key focus areaand identify objectives and action plans. From an HRperspective, key owners could be HRD managers,compensation specialists, HR regional directors, etc.Note: Ensure consensus on 4-6 key focus areas. This willincrease the likelihood of cross organizational support.
    37. 37. Sample Key Focus AreasEmployees: XYZ Corporation will proactively attract andretain a committed and qualified professional staff to meetour clients’ needs.Programs: The HR department will define HR IT systemsand programs to streamline processes and better serve ourstakeholders.
    38. 38. SMARTS Goals Specific: Is the statement clear and concise? Measurable: Is the statement quantifiable? Attainable: Is the statement realistic? Reasonable: Can it be accomplished under current conditions and with current resources? Time Specific: Does have a completion date? Stretch: Does it require the employee to develop new skills or stretch their current abilities?
    39. 39. Sample SMARTS Goals By June 15, reduce the average human resource service center response time by 15 percent. Performance measure: Response time. Develop and communicate an organization-wide total rewards and value proposition by May 1. Performance measure: A plan with strategies, action steps and measures that starts in late May. Conduct two formal manager feedback sessions every three months and use the feedback to develop a written report with recommendations to improve the organization’s talent acquisition process. Performance measure: A written report that summarizes results and includes recommendations based on customer feedback.
    40. 40. TemplateOwner:Team:Key Focus Area:Strategic Objective #1 Activities Completion Date MeasurementStrategic Objective #2
    41. 41. Implementing Strategy Ensure that leaders can communicate the plan and manage performance. Assign ownership of key focus areas and goals. Establish interim debrief sessions with owners and measure the progress. Acknowledge and make success visible. Link strategic goals and values to the performance systems.
    42. 42. Emergent v. Intended Strategies An intended or deliberate strategy is an intended plan which is then realized. An emergent strategy is a set of actions or behavior that is consistent over time; a “realized pattern [that] was not expressly intended” in the original planning of strategy. Most strategies involve a bit of both. A pure deliberate strategy requires that the outcome was realized totally as intended (unlikely). An emergent strategy typically incorporates consistent actions that will have some intentionality.