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
NIZWA COLLEGE OF TECHNOLOGY
BUSINESS STUDIES DEPARTMENT
SEMESTER -2 / ACADEMIC YEAR
2019-2020
FINAL EXAM
(ASSIGNMENT)
COURSE CODE
BAHR3208
COURSE NAME International Issues in HR Management
LEVEL Advance Diploma
TUTOR(S) Ms Rajani James
SECTION(S) 1
DURATION:
DATE TIME

9. START 13th May 2020 9:00AM
END 15th May 2020 8:00AM
MARKS BREAK UP:
No. of Questions Marks for Each Question
1 25
2 10
3 15
TOTAL MARKS 50
INSTRUCTIONS:
1) The Final Assignment will be available in Moodle at 9:00 am
on the date of examination.
2) This is an open resource examination; there are (05) pages.
Students are allowed to refer any digital materials
(Internet, Proquest, Masader, and OER) with proper referencing
and citation for each answers.
3) Students has to answer the questions typewritten in the word
(.docx) format. Figures / Diagrams, equations and
solving of problems can be written by hand and added to the
document as a picture/image.

10. 4) Save the assignment file using the student ID & Course
code.[ Eg : 22s1234 – BAHR3208]
5) Students should submit the answers through the turn tin link
provided in Moodle page. If any problem occurs,
send it to the staff email [Email address: [email protected]]
6) Students are encouraged to upload the answers in the Moodle
at least two hours before the deadline to avoid any
technical issues.
7) In case of any technical problem in opening or submitting
your assignment please contact your course tutor
through email and copy the Department Head
8) Any form of cheating is punishable. Students involved in
cheating will be treated according to the Plagiarism and
Academic Integrity Policies.
9) Students are advised to write the answers in their own words.
Based on the plagiarism policy and the department
approved similarity level, the marks will be deducted for the
plagiarized [Copied] answers.
2

11. 10) Students should complete their assignment within the given
time. Assignments submitted after the deadline will
be marked 0.
ACADEMIC INTEGRITY & PLAGIARISM POLICY:
The student should be ready to prove the authenticity of the
work done. If any form of plagiarism/reproduction of answers
are
discovered, student will be awarded zero marks.
DECLARATION:
I declare that the Final Exam (assignment) submitted is original
and acknowledge that I am aware of the NCT’s Integrity and
Plagiarism Policies (January 2011) mentioned in moodle, and
the disciplinary guidelines and procedures applicable to
breaches of such policy and regulations.
I AGREE TO THE TERMS AND CONDITIONS:
STUDENT NAME
STUDENT ID
DATE OF SUBMISSION

12. 3
Analytical/Case study/Scenario based questions.
(50 Marks)
(There are 3 main questions in this assignment paper. Read the
instructions carefully for

13. each question and answer accordingly.)
Question 1:
(25 Marks)
ABC hotel chain has more than 70 hotels in Germany. One of
the strategic objective of ABC hotel
is to expand the organization slowly, and ensure that the new
ventures are opened on time and
supported. Keeping this strategy, they obtained another small
hotel chain headquartered in
Switzerland. ABC hotel’s President decided that they will
rebrand half of the new hotels under
ABC brand in Switzerland and other half they will sell. The
guests were a combination of business
and leisure travelers who stayed two-three nights. The primary
reason the tourist were attracted
to these hotels as there are many local attractions which also
means that they will not be
spending much time in their hotel rooms. The organization has
decided to use an ethnocentric
approach and send some of their existing parent country
managers to Switzerland if this new
overseas venture is successful, ABC may decide to acquire other
small hotel groups in other

14. European countries. The organization would like to own 120
hotels in the next five years and in 10
years another 340 hotels. This is an ambitious target, so it is
important that the organization
friends an effective formula to operate successfully in other
countries.
The organization has never owned any hotels outside Germany
before, and has hired a team of
independent management consultants to advise them on how to
proceed. They provided the
consultants the following information during their initial
meeting: A majority of their existing
managers said they would like a chance to work abroad. None of
their existing managers speak
Swiss fluently. They will allow four weeks to rebrand the
hotels. The new hotels must be ready to
open after that time. They expect to recruit a large number of
staff for the new Swiss hotels,
because more than 70 percent of the employees from the
acquired organization left. They will
require their managers to be flexible and move between
countries if any problems arise. ABC
management decided that because this is their first venture into
a country outside the Germany,

15. they want to use PCNs to set up the new hotels and that only
internal candidates should be
considered. They think that this is important so they can
incorporate the organization’s values.
However, they believe that once the hotels are up and running,
HCNs could be hired. They have
to ensure that that the management vacancies should be filled as
soon as possible. In their
company literature, the organization states that their core values
are to: Provide excellent levels
of customer service to all guests, provide a clean and
comfortable environment for guests and
staff, Recruit and retain excellent staff, Support and develop
staff so they can reach their full
potential, Continuously strive to improve all aspects of the
business, Ensure that all hotel
4
buildings, fixtures and fittings are well-maintained in a
proactive manner. It is important that the
management consultants for this project take these core values
into account when making their

16. recommendations. Since the organization has never hired
managers to work outside the Germany
before, they do not know how to start determining the
compensation. When they did a
compensation survey they found that the existing salary for
managers is 30000 Euros. The
average salary for hotel managers in Switzerland is 60,000
Euros with no opportunity to earn
bonuses. The directors want to have a consistent approach as to
how they compensate
expatriates because they expect their overseas business to
expand in the future. They also want
existing employees to be enticed into working abroad and want
to have a good range of
incentives. Finally the management approves the compensation
package. Interested candidates
are asked to write a letter to the CEO to explain why they think
they are the best person for the
job. Thirty managers apply for one of the new positions (there
are 10 positions available), which
means there will be 20 unsuccessful candidates still working for
the organization. The
management team acknowledges that the application letters
were not helpful with making

17. decisions and that they need a more robust selection process.
There must be a strong sense of
fairness in the selection process because they do not want to de-
motivate any of these existing
employees. They want to select the right candidates because it
is essential that the new hotels
are successful and up and running quickly and efficiently. The
senior managers know all of the
candidates quite well (personally and professionally).
The management hires six candidates to work overseas because
they did not feel that the other
candidates were qualified. The success of these managers is
vital to the success of setting up the
new business, so management wants to ensure they provide
effective support for them in terms
of training and development. They believe that the best option
is to divide training into two parts:
pre-departure training and on-the-job training in the new
country. The organization is unsure
about what components should be included in the training
programs. The only mandatory area
that must be included is an introductory language section
(including basic business Swiss) so that
the managers have a basic idea of the Swiss at the time of

18. opening hotels. However, they hope
that the managers will enjoy their introductory language course
and will continue to attend more
advanced language classes when the new hotels are open.
(A) As a management consultant for ABC Hotel chain, support
the management in preparing
the international strategic objectives for the new hotel chain
opened in Switzerland?
(Answer in 100 words.) (10
Marks)
5
(B) When dealing with cross cultural management in the
Switzerland hotel chain,
a) Identify all the Geert Hofstede Theories that can be applied
for the employees.
(Answer in 75 words.)
(7.5 Marks)

19. b) Identify Trompenaar and Hamden Turner Theories that can be
applied for the
employees. (Answer in 75 words.)
(7.5 Marks)
Question 2:
(10 Marks)
(A) In what ways would the role of a manager working in a non-
standard international
assignment arrangement differ from that of a typical expatriate
manager?
(Answer in 50 words.)
(5 Marks)
(B) Why is it important to include hard, soft and contextual
goals when assessing managerial
performance? (Answer in 50 words.)
(5 Marks)
Question 3:
(15 Marks)

20. You are the HR director of a medium sized firm manufacturing
children’s clothing. Management
has decided that to maintain competitiveness given the flood of
cheaper imports coming into the
country, the company has to manufacture offshore. However it
lacks resources for manufacturing
and decides to use international contracting agreements with a
Singaporean manufacturer.
(Q) You have been asked to analyze the cost-benefit analysis of
the alternate mechanism
available. (Answer in 150 words.)
ALL THE BEST
1
Human Resources
Strategic Planning
HRM 329
people and planning… what a great combination
- anonymous
Claremont Graduate University

21. 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
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

22. 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 –
Comparison
7
BEST Places to Work – 2020
8
3
9
Linkedin Most Desired per Employers
10
Course Basics

23. Introduction
11
Desired Course Outcomes
Introduction
12
4
Text, Case Studies and Journal References
Introduction
13
Optional Reading
Introduction
14
Attendance Policy
Introduction

24. 15
Contribution and Evaluation
Introduction
16
5
Contribution and Evaluation
Introduction
17
Contribution and Evaluation
Introduction
18
Grading
Introduction
19
Course Requirements and Assignments
Introduction
20

25. 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:
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

26. 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
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

27. 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:
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)

28. One’s CHARACTER supports how a leader facilitates.
28
8
< follower (going for it!!)
< leader
<<<< Implementing the Vision
(direction)
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

29. …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
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

30. 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
Metrics/Assessm ent
Key Strategies - Objectives - Allocation of Resources
Products, Program s, Services
Vision, Mission & Values
The
S
H
R
P
P
rocess

31. 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
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

32. 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
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

33. 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
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

34. 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.
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

35. 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
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

36. 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
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

37. McDonalds
Intel
Disney
Patagonia
Class Presentation Groups
7
8
3
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

38. 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!
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

39. Metrics/Assessm ent
Key Strategies - Objectives - Allocation of Resources
Products, Program s, Services
Vision, Mission & Values
The
SH
R
P
Process
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!”

40. 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
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

41. 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
people and planning… what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management Program
17