Strategic HR Planning anf Talent Mgt 2


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Strategic HR Planning anf Talent Mgt 2

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Strategic HR Planning anf Talent Mgt 2

  1. 1. Strategic Workforce Planning Session 2 HR Management Trends
  2. 2. In this new global economy what is the perspective of the human resource in the workplace…
  3. 3. The Strategic View of Human Resources <ul><li>Employees are human assets : </li></ul><ul><ul><li>Increase in value to organization and marketplace when investments of appropriate policies and programs are applied </li></ul></ul><ul><li>Effective organizations recognize that employees have value </li></ul><ul><ul><li>Much as organization’s physical and capital assets have value </li></ul></ul><ul><li>Employees are valuable source of sustainable competitive advantage </li></ul>
  4. 4. The Strategic View of Human Resources
  5. 5. The Strategic View of Human Resources
  6. 6. What then are the sources of value of the human resource..
  7. 7. Sources of Employee Value <ul><li>Technical Knowledge </li></ul><ul><ul><li>Markets, processes, customers, environment </li></ul></ul><ul><li>Ability to Learn and Grow </li></ul><ul><ul><li>Openness to new ideas </li></ul></ul><ul><ul><li>Acquisition of knowledge & skills </li></ul></ul><ul><li>Decision Making Capabilities </li></ul><ul><li>Motivation </li></ul><ul><li>Commitment </li></ul><ul><li>Teamwork </li></ul><ul><ul><li>Interpersonal skills, leadership ability </li></ul></ul>
  8. 9. <ul><li>Bowie Bonds are asset-backed securities of current and future revenues of 25 albums (287 songs) that David Bowie recorded before 1990. </li></ul><ul><li>Issued in 1997, the bonds were bought for US$55 million by the Prudential Insurance Company . </li></ul>
  9. 11. Adopting an Investment Perspective <ul><li>Determines how to best invest in people </li></ul><ul><li>Costs </li></ul><ul><ul><li>Out-of-pocket </li></ul></ul><ul><ul><li>Opportunity </li></ul></ul><ul><li>Human assets become competitive advantage </li></ul><ul><li>Required skills become less manual, more knowledge-based - creative </li></ul><ul><li>Appropriate, integrated, strategy-consistent approach is needed </li></ul>
  10. 12. A Dilemma <ul><li>Failure to invest in employees causes </li></ul><ul><ul><li>Inefficiency </li></ul></ul><ul><ul><li>Weakening of organization’s competitive position </li></ul></ul><ul><li>Human assets are risky investment ?? </li></ul><ul><li>Require extra effort to ensure that they are not lost </li></ul>
  11. 13. Research Findings <ul><li>HR practices directly related to profitability and market value </li></ul><ul><li>Primary reason for profitability: </li></ul><ul><ul><li>Effective management of human capital </li></ul></ul><ul><li>Integrated management of human capital can result in 47% increase in market value </li></ul><ul><li>Top 10% of organizations studied experienced 391% return on investment in management of human capital </li></ul>
  12. 14. HR Metrics Are Complex <ul><li>90% of Fortune 500 organizations evaluate HR operations on basis of three metrics: </li></ul><ul><ul><li>Employee retention and turnover </li></ul></ul><ul><ul><li>Corporate morale </li></ul></ul><ul><ul><li>Employee satisfaction </li></ul></ul><ul><li>These metrics do not necessarily illustrate how HR impacts </li></ul><ul><ul><li>Profits </li></ul></ul><ul><ul><li>Shareholder value </li></ul></ul>
  13. 15. What about HR impact?
  14. 16. Mercer Model of Measuring HR Impact <ul><li>Identify problem HR can impact </li></ul><ul><li>Calculate actual cost of problem </li></ul><ul><li>Choose HR solution that addresses problem </li></ul><ul><li>Calculate cost of solution </li></ul><ul><li>Calculate value of improvement 6 to 24 months after implementation </li></ul><ul><li>Calculate specific return on investment </li></ul><ul><li>ROI in human assets often not realized until sometime in future </li></ul>
  15. 17. What are the elements of the investment perspective…
  16. 18. Investment-Oriented Organization <ul><li>Sees people as central to mission and strategy </li></ul><ul><li>Mission statement and strategic objectives espouse value of human assets in achieving goals </li></ul><ul><li>Management philosophy encouraging development & retention of human assets </li></ul><ul><li>Does not treat human assets in some ways as physical assets </li></ul>
  17. 19. Investment Orientation Factors <ul><li>Senior Management Values and Actions </li></ul><ul><ul><li>Managers need “investment orientation” toward people </li></ul></ul><ul><li>Attitude Toward Risk </li></ul><ul><ul><li>Investment in human resources inherently riskier </li></ul></ul><ul><ul><li>Human assets never absolutely “owned ” </li></ul></ul><ul><li>Nature of Skills Needed by Employees </li></ul><ul><ul><li>The more marketable employee skills, the riskier the firm’s investment in skill development </li></ul></ul>
  18. 20. Investment Orientation Factors <ul><li>Utilitarian (“Bottom Line”) Mentality </li></ul><ul><ul><li>Attempt made to quantify employee worth through cost-benefit analysis </li></ul></ul><ul><ul><li>“ Soft” benefits of HR programs difficult to objectively quantify </li></ul></ul><ul><li>Availability of Outsourcing </li></ul><ul><ul><li>Given availability of cost-effective outsourcing, investments in HR should produce highest returns and sustainable competitive advantages. </li></ul></ul>
  19. 21. Model for Management Success <ul><li>Strengthen key relationships </li></ul><ul><ul><li>Customers </li></ul></ul><ul><ul><li>Employees </li></ul></ul><ul><ul><li>Shareholders </li></ul></ul><ul><li>Leverage downtime </li></ul><ul><ul><li>Use variable-pay </li></ul></ul><ul><ul><li>Address neglected areas: </li></ul></ul><ul><ul><ul><li>Infrastructure </li></ul></ul></ul><ul><ul><ul><li>Marketing </li></ul></ul></ul><ul><ul><ul><li>Operations </li></ul></ul></ul>
  20. 22. Model for Management Success <ul><li>Refocusing staff on what’s important </li></ul><ul><ul><li>Performance management as disciplined, strategic, value-added process </li></ul></ul><ul><ul><li>Clearly define, differentiate and balance between core competencies and results </li></ul></ul><ul><li>Building return on compensation </li></ul><ul><ul><li>Link base-pay progression to competency achievement </li></ul></ul><ul><ul><li>Link incentive pay to annual, semiannual, or quarterly results </li></ul></ul>
  21. 23. Effective HRM Practices <ul><li>Employment Security </li></ul><ul><li>Selectivity in Recruiting </li></ul><ul><li>High Wages </li></ul><ul><li>Incentive pay </li></ul><ul><li>Employee Ownership </li></ul><ul><li>Information Sharing </li></ul><ul><li>Participation & Ownership </li></ul><ul><li>Self-Managed Teams </li></ul><ul><li>Training & Development </li></ul><ul><li>Cross-Utilization & Cross-Training </li></ul><ul><li>Symbolic Egalitarianism </li></ul><ul><li>Wage Compression </li></ul><ul><li>Promotion From Within </li></ul><ul><li>Taking the Long View </li></ul><ul><li>Measurement of Practice </li></ul><ul><li>Overall Philosophy </li></ul>
  22. 24. Effective HRM Practices <ul><li>Very few firms will engage in all practices </li></ul><ul><li>While these practices are important for success, there are other determinants as well </li></ul><ul><li>Downsides exist </li></ul><ul><ul><li>Requires more involvement and responsibility than some employees want </li></ul></ul><ul><ul><li>Managers & others may resist them as well </li></ul></ul><ul><ul><li>Turnover may result </li></ul></ul>