Barriers to SHRMLinkage of Organization & HR strategies Presented by Ruby Dewangan
Although the concept of strategic HR may makesense logically & intuitively, many organizations have a difficult time taking a strategic approach to HR• Short-term mentality/focus on current performance.• Inability of HR to think strategically.• Lack of appreciation of what HR can contribute.
Cont..• Difficulty in quantifying many HR outcomes.• Perception of human assets as high-risk investments.• Incentives for change that might arise.• Failure to understand general manager’s role as an HR manager.
Customer & Employee satisfaction Enhanced Increased Shareholderperformance value through
Effective management of staffing,retention & turnover through selection ofemployees that fit with both strategy &culture.Cost-effective utilization of employeesthrough investment in identified humancapital with potential for high retention.Integrated HR programs & policies thatclearly follow from corporate strategy.
Facilitation of change & adaptationthrough a flexible, more dynamicorganization.Tighter focus on customerneeds, key & emergingmarkets, quality.
Traditional HR v/s Strategic HRAreas Traditional HR Strategic HRResponsibility for HR Staff Specialists Line managersFocus Employee Relations Partnership with internal and external factorsRole of HR Transactional, Change Transformational, follower & respondent change leader& initiator.Initiatives Slow,reactive,fragmente Fast,proacative,integrat d edTime Horizon Short Term Short, medium, long (as necessary)Control Bureaucratic-roles, Organic-flexible, policies, procedures whatever is necessary to succeed.Job Design Tight division of labor, Broad, flexible, independent, cross-trainings, teams specializations
Shift in HR manager in India Traditional HR practice Emerging HR practice Administrative role Strategic role Reactive Proactive Separate, isolated from Key part of company mission organizational mission Production focus Service focus Functional organization Process-based Individuals organization encouraged, singled out for Cross-functional teams, praise, rewards teamwork most People as expenses important People as key investments/assets