Hr and organization strategy ppt @ mba 2009

1. HR and
Organization Strategy

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. Introduction
o Name.
o Your professional role.
o Why you are interested in this area of study.

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. Syllabus
Syllabus Review

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. 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. Strategic HR Defined
Strategic HR increases an organization’s ability
to achieve its vision, mission and strategic
objectives. This is done by developing (not in a
vacuum) HR strategies (initiatives) that align
with the organization’s direction.

9. Strategic HR
What does it mean to be strategic from
an HR standpoint?

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. 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. HR Competencies
Business Professional &
Competence Technical
Knowledge
HR Professional
Integration Ability to Manage
Competence and/or Lead Change

13. HR Videos
SHRM Foundation: Society for Human Resource
Management (Producer). (2003). HR Heroes:
What it means to be a Strategic HR Leader in the
21st Century. (Available from the SHRM
Foundation, 1800 Duke Street, Alexandria,
Virginia, 22314.)
SHRM Foundation: Society for Human Resource
Management (Producer). (2004). HR in
Alignment: The Link to Business Strategy.
(Available from the SHRM Foundation, 1800 Duke
Street, Alexandria, Virginia, 22314.)

14. HR Leaders
How do you differentiate between
HR leaders and HR managers?

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. Managers and Leaders
In addition to Kotter’s definition, Bennis provides
the following for differentiating between managers
and leaders:
 Managers administer; leaders innovate.
 Managers maintain; leaders develop.
 Managers control; leaders inspire.
 Managers have a short-term view; leaders, a
long-term view.
 Managers ask “how” and “when”; leaders ask
“what” and “why”.
 Managers accept the status quo; leaders
challenge it.

17. Leadership Defined
Northouse defines leadership as a process.
Leadership involves influence; leadership occurs
within a group context; leadership involves goal
attainment. Based on the previous construct,
Northouse further defines leadership as “a process
whereby an individual influences a group of
individuals to achieve a common goal.”
According to Bennis, leaders tend to share some, if
not all, of the following three characteristics: they
establish a guiding vision; they have passion; and
they act with integrity. Bennis further defines
leadership as “a process by which an agent induces
a subordinate to behave in a desired manner.”

18. Consensus
Consensus is a decision that all team members can support.
It may be--but is not necessarily--the alternative most
preferred by all members. When true consensus is reached
through a process in which everyone participates, the output
is usually a superior quality decision. Moreover, it is a
decision having widespread acceptance and support for
implementation. Most important, team members are
motivated to see the decision through to completion (Brilhart
and Galanes, 1989).

19. Involvement
Involvement is a key leadership practice to
ensure you facilitate ownership and gain
commitment and involvement. It results in
better decisions before moving forward with
valuable organizational resources.
Know who to involve, when, how much,
how often, etc. Each situation is different
but before moving forward with a strategic
initiative, be sure you have laid a
foundation for success.

20. What is Strategic Planning?
A strategic plan is a road map to lead an
organization from where it is now to where it would
like to be.
Strategy formation is a set of processes involved in
creating or determining the organization’s
strategies.
Strategy implementation are the methods by which
strategies are operationalized or executed.

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. Two Constructs to Consider
Operational Effectiveness – Is your organization performing
similar activities better than your competitors?
Strategic Positioning – What actions can your organization
take to distinguish itself from competitors? What does your
organization consider to be its competitive differentiators in the
marketplace?
Note: It is important to have clarity on these concepts before starting the
strategic formation process because they provide a guide as the
organization develops strategic initiatives.

23. Active Inertia
Active inertia is an organization’s tendency
to follow established behavioral patterns
even in response to dramatic
environmental shifts. Because they are
stuck in the modes of thinking and working
that brought success in the past, leaders
perpetuate their tried-and-true activities.

24. Strategic Plan and Vision
A strategic plan is a road map to lead an
organization from where it is now to where it would
like to be.
A vision is an engineer’s rendering of the
achievement of that map.
HR should have a supporting vision and strategic
plan as well; there must be alignment.

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. Vision
Imaginable: Conveys a picture of what the future will look like.
Desirable: Appeals to your long-term interests and the
interests 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 and
alternative responses in light of changing conditions.
Comprehensible: Is easy to communicate; can be
successfully explained within five minutes.

27. Vision Activity
Step one - Work in small groups of three to four students and
answer 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. Vision Activity
Step 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. 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. Sample Mission Statements
XYZ is committed to delivering exemplary, compassionate
and professionally rewarding internal medicine care to
patients with complex multi-system diseases.
XYZ’s HR department is committed to providing professional,
progressive and strategic human resource leadership to all
stakeholders.
XYZ’s HR department provides the organization with people,
policies, processes and practices that best support a flow of
talent capable of meeting businesses’ needs.

31. Values
Values are the essential and enduring tenets of an
organization--the guiding principles that have a
profound effect on how everyone in the
organization thinks and acts.

32. Types of Values
Core values are the values applied in daily choices. For
example, a core value might be honesty; you act on it when
you consistently tell the truth and are frank and open with
people.
Inspirational values are the values you want more of in
your life. A good example might be to achieve better
work/life balance. If you are not actively working on it,
develop strategies about how to achieve it.

33. Why Values?
Why is it important to identify and articulate
values?
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. SWOT Analysis
A SWOT analysis is a strategic planning tool used to
evaluate strengths, weaknesses, opportunities and
threats. A SWOT analysis informs the goal-setting
process and provides a context for future strategic
planning discussions.
Strengths and weaknesses are internal to an
organization.
Opportunities and threats originate from outside the
organization.

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. Key Focus Areas
Key focus areas are the areas in which the organization
will focus its attention in the next 1-3 years.
Leaders should assign ownership of each key focus area
and identify objectives and action plans. From an HR
perspective, key owners could be HRD managers,
compensation specialists, HR regional directors, etc.
Note: Ensure consensus on 4-6 key focus areas. This will
increase the likelihood of cross organizational support.

37. Sample Key Focus Areas
Employees: XYZ Corporation will proactively attract and
retain a committed and qualified professional staff to meet
our clients’ needs.
Programs: The HR department will define HR IT systems
and programs to streamline processes and better serve our
stakeholders.

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. 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. Template
Owner:
Team:
Key Focus Area:
Strategic Objective #1 Activities Completion Date Measurement
Strategic Objective #2

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. 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.