1 Human Resources Strategic Planning HRM 329 Week 2 people and planning…what a great combination - anonymous Claremont Graduate University School of Behavioral and Organizational Sciences Human Resources Management Question for discussion: “Why do business leaders not see HR as KEY to today’s people strategies?” Some say HR is being pulled in two different directions. One part of the future is a function that is focused on administrative and operational efficiency, and the other is an emerging people management function that may reside in the HR department or in business operations. - Patrick Kiger Workforce Magazine, May 2015 Do you agree or disagree with the above quote? Why so? Introduction The focal point is between Strategic Management and Strategic Human Resource Management. The fundamental focus and key question is: “How should firms effectively manage people to support a selected organizational strategy, leading to a competitive advantage based upon the contributions made by the organizational participants.” Introduction Definition Strategic Human Resource Planning (SHRP) is a synergistic, systematic process intersecting strategic management and human resource management to bring about effective and satisfied Human Capital for one’s organization. Process The SHRP process is pivotal for understanding how a firm effectively manages people, to support one’s organizational strategy, and create a competitive advantage. Strategic Human Resources 2 A Visual Model for Strategic Human Resource Planning Customer Needs Determining the Org Climate Fulfilling Human Capital Needs Acquiring Human Capital On-boarding Human Capital Developing Human Capital Retaining Human Capital Metrics/Assessment Key Strategies - Objectives - Allocation of Resources Products, Programs, Services Vision, Mission & Values The S H R P P rocess What does my organization say and do that truly demonstrates people are a vital asset to our organization? Does my organization have a clear vision, mission and set of values? …culture? Does my organization regularly conduct SWOT or other analysis to identify the opportunities and issues inside and outside our organization? Does my organization first, as a whole and departmentally, set regular goals that are adhered to? Does my organization display a managerial attitude that the HR department is a “vital evil”, “gets in the way”, is administratively and functionally necessary or ? What are examples of the managerial attitudes, comments and actions that support my thoughts? THIS IS KEY and overrides “LIP SERVICE.” What do I believe is the “human capital value determination”factor for my organization on a scale of 1 though 10? Determining the Organizational Climate Towards Your Human Capital Climate Survey – ABC Company Partial Sample Ralph Stayer and Johnsonville Sausage – Strategy Thoughts 3 Johnsonville Sausage…WHO? Evidence-base.

1. 1
Human Resources
Strategic Planning
HRM 329
Week 2
people and planning…what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management
Question for discussion:
“Why do business leaders not see HR as KEY to
today’s people strategies?”
Some say HR is being pulled in two different directions.
One part of the future is a function that is focused on
administrative and operational efficiency, and the other is an
emerging people management function that may reside in
the HR department or in business operations.
- Patrick Kiger

2. Workforce Magazine, May 2015
Do you agree or disagree with the above quote?
Why so?
Introduction
The focal point is between Strategic Management and
Strategic Human Resource Management.
The fundamental focus and key question is:
“How should firms
effectively manage people
to support a selected organizational strategy,
leading to a competitive advantage based upon
the contributions made by the organizational
participants.”
Introduction
Definition
Strategic Human Resource Planning (SHRP) is a synergistic,
systematic
process intersecting strategic management and human
resource management to bring about effective and satisfied
Human Capital for one’s organization.
Process
The SHRP process is pivotal for understanding how a firm

3. effectively
manages people, to support one’s organizational strategy, and
create a
competitive advantage.
Strategic Human Resources
2
A Visual Model for Strategic Human Resource Planning
Customer Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human Capital
Retaining Human Capital
Metrics/Assessment
Key Strategies - Objectives - Allocation of Resources
Products, Programs, Services
Vision, Mission & Values

4. The
S
H
R
P
P
rocess
What does my organization say and do that truly demonstrates
people are a vital asset to our organization?
Does my organization have a clear vision, mission and set of
values? …culture?
Does my organization regularly conduct SWOT or other
analysis to identify the
opportunities and issues inside and outside our organization?
Does my organization first, as a whole and departmentally, set
regular goals that
are adhered to?
Does my organization display a managerial attitude that the HR
department is a
“vital evil”, “gets in the way”, is administratively and
functionally necessary or ?
What are examples of the managerial attitudes, comments and
actions
that support my thoughts? THIS IS KEY and overrides “LIP
SERVICE.”

5. What do I believe is the “human capital value
determination”factor for my
organization on a scale of 1 though 10?
Determining the Organizational Climate Towards Your Human
Capital
Climate Survey – ABC Company Partial Sample Ralph Stayer
and Johnsonville Sausage – Strategy Thoughts
3
Johnsonville Sausage…WHO?
Evidence-based change is a mind-set & approach
to making HR decisions.
…the principles of evidence-based change must be
combined with a change-management process to ensure a
sustainable competitive advantage for an organization
through HR.
More often than not, decisions about HR and people
management are made on the basis of the instincts or
uninformed preferences of the stakeholders.
The future of the HR profession lies in improving
its ability to make decisions based on evidence.
The Five Principles of Evidence-Based Change

6. Greater strategy in leading-edge HR departments rely on the
following 5 principals:
1. Logic-driven analytics – knowing the WHY behind WHAT
you need. Different for different disciplines and roles
2. Segmentation – understanding the different roles. One
cannot optimize if differences are not known first
3. Risk leverage – knowing when – and when not – to take
risks.
4. Integration & synergy – it is important that HR practices
work well together, in a unit and across the organization
5. Optimization – investing more where it will make a
difference
Logic-driven analytics
…is about identifying the most pivotal issues that an
organization needs to focus on and then using robust analysis
to describe those issues.
The use of logic-driven analytics also ensures commonality
in the frameworks and mental models used in analyzing issues
and defining success.
Logic means “to make sense”. Analytics or analysis involves
data collection and examination.
Therefore, one important use of logic is to discern
which data and which analytics are likely to be
most pivotal to the vital issues facing the
organization.

7. 4
Jim Sinegal wasn’t just interested in taking care of the
customers, he wants to take good care of his employees.
Strategically, what is the impact of this mindset?
Many Costco workers have been with the company since it was
founded in 1983. Once hired, they rarely leave.
“Imagine that you have 120,000 loyal ambassadors out there
who are constantly saying good things about Costco.”
How can human resources further support and impact Jim
Sinegal (and Craig Jelinek’s) thought?
What other human resource value strategies are found at
Costco and driven by the human resource department?
Human Resources
Strategic Planning
HRM 329
Week 2
people and planning…what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences

8. Human Resources Management
1
Human Resources
Strategic Planning
HRM 329
people and planning… what a great combination
- anonymous
Claremont Graduate University
Division of Behavioral and Organizational Sciences
Human Resources Management
1
“Lawnchair Larry” at 16,000 feet!
2
Course Goal
The focus of our time together will be to gain a better
understanding of
the impact between the intersection of an organization’s
strategic plan

9. and an organization’s management of their human resources i.e.
human
capital. Therefore, a fundamental question to ask is:
“ Based upon the contributions made by an
organization’s participants, how can firms
effectively manage people to support selected
organizational strategies that lead to a
competitive advantage?”
Introduction
3
Fortune’s Most Admired Companies – 2020
4
2
Fortune’s Most Admired Companies – 2020
5
Fortune’s Best Companies to Work For – 2020
6
Fortune’s Best & Most Admired Companies to Work For –

10. Comparison
7
BEST Places to Work – 2020
8
3
9
Linkedin Most Desired per Employers
10
Course Basics
Introduction
11
Desired Course Outcomes
Introduction
12
4

11. Text, Case Studies and Journal References
Introduction
13
Optional Reading
Introduction
14
Attendance Policy
Introduction
15
Contribution and Evaluation
Introduction
16
5
Contribution and Evaluation
Introduction
17

12. Contribution and Evaluation
Introduction
18
Grading
Introduction
19
Course Requirements and Assignments
Introduction
20
6
A MODEL FOR
STRATEGIC LEADERSHIP
humility and a sense of vision…
this is good to great.
- jim collins
21
The ROLE of a leader is:

13. To Do Everything Possible
for their Employees to Succeed.
…YES Everything!
A Model for Strategic Leadership
22
….character FIRST, methods SECOND.
This is the KEY.
The FOUNDATION of a Leader is MORE about
CHARACTER than METHOD
A Model for Strategic Leadership
23
Question:
Every person has character.
Character is a continuum...
...both good and bad.
How is YOUR CHARACTER displayed?
Is it different at home than working in HR?
24

14. 7
Relationships is sharing with others the way
“they need to hear it.”
Not the way “you want to share it.”
At the CORE of a leader is one’s
VOICE and one’s TOUCH
A Model for Strategic Leadership
25
Too often the case, we assume what’s shared is
understood by everyone. Why?
“Because it was understood by myself”.
Voice & Touch is treating people with:
• DIGNITY
• RESPECT
• COMPASSION
• INTEGRITY
26
There are 2 parts to leadership:

15. Facilitating the Vision (or direction)
Implementing the Vision (or direction)
If you want RESPONSIBLE People...
You must be RESPONSIBLE Yourself.
Strategic Leadership
27
< leader
< follower
<<<< Facilitating the Vision
(direction)
One’s CHARACTER supports how a leader facilitates.
28
8
< follower (going for it!!)
< leader
<<<< Implementing the Vision
(direction)

16. One’s CHARACTER supports how a leader serves.
29
A MODEL FOR
STRATEGIC LEADERSHIP
humility and a sense of vision…
this is good to great.
- jim collins
30
Human Resources as a
Strategic Change Agent
…utilizing individuals and strategies to expand productivity
Look closely...
is the glass half full or half empty?
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resource Design Program - HRD 329
31
Definition
Strategic Human Resource Planning (SHRP) is a

17. synergistic, systematic process intersecting strategic
management and human resource
management to bring about effective and satisfied
Human Capital for one’s organization.
Process
The SHRP process is pivotal for understanding how a firm
effectively manages people, to support one’s
organizational strategy, and create a competitive
advantage.
Strategic Human Resource Planning - the model
32
9
A Visual Model for Strategic Human Resource Planning
Custom er Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human Capital
Retaining Human Capital

18. Metrics/Assessm ent
Key Strategies - Objectives - Allocation of Resources
Products, Program s, Services
Vision, Mission & Values
The
S
H
R
P
P
rocess
33
About Southwest…
34
March 2020
2nd of 100
Top 10 Once Again!
35
Glassdoor, Inc. – SAME Rankin from the employees!
...updated March 26, 2020

19. 36
10
37
Southwest Airlines – the Culture IS Strategy
38
Southwest shares there are 3 basic philosophical pillars or
values in the organization:
Value 1: Work should be fun…it can be play…don’t spoil it
Value 2: Work is important…don’t spoil it with seriousness
Value 3: People are important…each one makes a difference.
Southwest’s basic value - business proposition is that people
come first. Always.
Southwest Airlines
39 40
11
41

20. Southwest Airlines
42
What KEY lessons in HR strategy can we learn from
Southwest Airlines?
Southwest Airlines
43
Kent Couch Traveled 200 Miles
44
12
Human Resources
Strategic Planning
HRM 329
people and planning… what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management
45

21. 1
Human Resources
Strategic Planning
HRM 329
week 3
people and planning… what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management Program
1 2
Evidence-based change is a mind-set & approach
to making HR decisions.
…the principles of evidence-based change must be
combined with a change-management process to ensure a
sustainable competitive advantage for an organization
through HR.
More often than not, decisions about HR and people
management are made on the basis of the instincts or
uninformed preferences of the stakeholders.

22. The future of the HR profession lies in improving
its ability to make decisions based on evidence.
3
The Five Principles of Evidence-Based Change
Greater strategy in leading-edge HR departments rely on the
following 5 principals:
1.Logic-driven analytics – knowing the WHY behind WHAT
you need. Different for different disciplines and roles
2.Segmentation – understanding the different roles. One cannot
optimize if differences are not known first
3.Risk leverage – knowing when – and when not – to take risks.
4.Integration & synergy – it is important that HR practices work
well together, in a unit and across the organization
5.Optimization – investing more where it will make a difference
4
2
Segmentation
…is about discovering the Strategic categories of employees
and potential employees by understanding the most vital
differences between them. These strategic categories are
based on what the organization needs from the employees
and potential employees (demand side) or on what the

23. organization can offer to attract or motivate them (supply side).
Identifying theses differences allows an organization to craft
unique deals that meet the needs of particular segments and
to target those deals to the segments where they will have the
biggest impact.
Segmentation is about leveraging your employees divisions
to strategically get the best results (ex: exempt and
nonexempt.
5
Class Presentation – 30%
Students in self determined teams of 4+ will make one
presentation per
team to the class. The class will divide up based upon a major
organization/company they select and believe has great issues
or impact in
the areas of strategy and HR throughout the United States or
world.
The organizations should not be found in Hidden Value,
Transformative
HR or any organization we talk about in class.
Presentations will be on the last night of class.
Groups should e-mail their PowerPoint presentations to the
instructor at
least 2 days prior to the day of the presentations. No exceptions.
Each
group will have 10 minutes to set up their presentation. The
instructor will
email, through Canvas, the PPT to each student prior to the day
of
class. The presentation, along with commentary, should have

24. between 6-
12 PowerPoint slides and not exceed 20 minutes in length.
Class Presentations
6
Suggestions from the past (and only that):
PricewaterhouseCoopers
Starbucks
Macy’s
HP
Nordstrom
Coca Cola
IBM
Apple
Microsoft
Google
General Electric
McDonalds
Intel
Disney
Patagonia
Class Presentation Groups
7
8
3

25. Jim Sinegal wasn’t just interested in taking care of the
customers, he wants to take good care of his employees.
Strategically, what is the impact of this mindset?
Many Costco workers have been with the company since it was
founded in 1983. Once hired, they rarely leave.
“Imagine that you have 120,000 loyal ambassadors out there
who are constantly saying good things about Costco.”
How can human resources further support and impact Jim
Sinegal (and Craig Jelinek’s) thought?
What other human resource value strategies are found
at Costco and driven by the human resource department?
9
How is Desirability Determined…one thought
10
Trust and relationships are desired by ALL employees.
Reward & recognition
Compensation outside the norm
Seniority Awards
Open communication & transparency at all levels.
psst…if you don’t do it, someone else will.
…the Game Plan for Retaining Human Capital?
an organization Cares & they Show it!

26. 11
Strategic Human Resource Planning
Custom er Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human
Retaining Human Capital
Metrics/Assessm ent
Key Strategies - Objectives - Allocation of Resources
Products, Program s, Services
Vision, Mission & Values
The
SH
R
P
Process

27. 12
4
After examining and determining the organizational climate
towards human
capital, the next vital question to ask is:
Does our Human Resource Department align with the mission of
our
Organization?
Is the organizational focus the problem or is HR the
problem…or both?
Is HR doing what they “think” is right and management “just
better listen!”
or
Does HR desire to support the organizational strategy by
fulfilling the human
capital needs through solid, creative transactional processes, so
as to create a
competitive advantage?
If HR is to align with their organization and its mission, it
becomes critical,
regardless of size, to support the mission of the organization
(when it is know) in 3
key areas:
• Providing strategic human resource planning
• Promoting the growth, satisfaction and development of one’s
employees
• Providing support to ensure legal compliance

28. Fulfilling the Human Capital Needs
13 14
15
What can we learn from SAS?
The SAS business strategy is built on relationships.
Creating VALUE is a another key component to its success.
The company business model is premised on long-term
relationships; both external AND internal. Period.
Turnover is 17% less than the industry at 2%. This
translates to a $100,000,000 savings annually.
A key strategy is to ”create a corporation where it is as
much fun for the workers as it is for top management.”
From a human resource view; what and how
does/can HR support the SAS culture?
16
5
Human Resources
Strategic Planning
HRM 329
week 3

29. people and planning… what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management Program
17