This is a level 6 and 7 Human Resource Management on a corporate level

1. Business and Management
Strategic Human Resource
Management
BA (Hon) Business and Management
By Oguchi Martins Egbujor 1

2. Introduction
Strategic HRM
Code: MG622
By: Oguchi Martins Egbujor
By Oguchi Martins Egbujor 2

3. What Is Strategic HRM
Strategic Human Resource Management is a
module that explores issues relating to
organisation’s needs and direction to identify
the human requirement to achieve the
organisational objectives.

4. Learning Outcome
• LO1 - Critically analyse the context, challenges and issues
facing the management of people at work
• LO2 - Evaluate a range of strategic organisational HRM
interventions aiming to create employee engagement and
competitive advantage
• LO3 - Critically review and analyse the application of
strategic HRM models, theories and approaches in practice
• LO4 – Critically evaluate the impact that a strategic
approach to people management can have in
contemporary organisations.

5. Progression and Approaches
• Access to Blackboard
• Lectures and class work
• Tutorial and formative feedback
• Assignment Brief
• Assessment through course work and
examinations
• Turnitin submissions and plagiarism
• Assignment grading

6. Assessment criteria
• General HRM
• Organisational Strategy
• HR Planning
• Recruitment and selection
• Talent management
• Staff retention
• Reward
• Employee engagement
• Leadership and development
• Knowledge management
• Motivation
• Performance management

7. Strategic HRM
Strategic Human Resource Management refers
to HR that is co-ordinated and consistent with
the overall business objectives in order to
improve business performance. SHRM focuses
on actions that differentiate the business from
its competitors.
(Purcell, 1999)
By: Oguchi Martins Egbujor 7

8. Strategic HRM
Strategic human resource management is the
practice of attracting, developing, rewarding,
and retaining employees for the benefit of both
the employees as individuals and the
organization as a whole. As a result, the goals of
a human resource department reflect and
support the goals of the rest of the organization.
By: Oguchi Martins Egbujor 8

9. Organisational Strategy
Organisational Strategy is the long term
planning of an organisation direction, scope and
needs that seeks to understand the environment
and provides for the resources and competences
that are aimed at achieving competitive
advantage over its competitors that meets
stakeholders’ expectations
By: Oguchi Martins Egbujor 9

10. Strategic HRM Alignment
• Organisational Strategy
• Strategic HR Formulation
• Strategic HRM Choices
• Strategic Implementation
By: Oguchi Martins Egbujor 10

11. Strategic HRM
• HR Planning
• Manpower Planning
• Recruitment and selection
• Compensation and Benefits
• Employee relations
• Training and development
• Retention and Succession Planning
• Human Capital Development
• Health and Safety
• Skills and Competences
By: Oguchi Martins Egbujor 11

12. Human Resource Development
• Education
• Training
• Organisational Learning
• E-Learning
• Management Development
• Career Planning/Development
• Orientation
• Induction
• Onboarding
• Performance Management
By: Oguchi Martins Egbujor 12

13. Strategic HR Process
Identifying Organisational:
• Vision (Direction)
• Mission (Purpose)
• Objectives
• Strategic formulation
• Organisational Capability
• Commitment and Performance
• Organisational Culture and Values
By: Oguchi Martins Egbujor 13

14. Strategic HR Formulation
• Strategic Position
• Mission Statement
• Environmental Scanning
• SWOT analysis
• Strategic Objectives
• Generate alternatives for achieving objectives
• Evaluation and Selection of Strategies
• Strategic Choices
• Strategic Implementation
By: Oguchi Martins Egbujor 14

15. HRM and Strategic Position
• Organisational Purpose
• Organisational Scope
• Organisational Needs
• Organisational capability
• Environmental Analysis
• Organisational Image
• Delivery
• Competences
By: Oguchi Martins Egbujor 15

16. Strategic HRM Design
Organisational Structure
• Flat
• Tall
• Centralised
• Decentralised
• Hierarchical
By: Oguchi Martins Egbujor 16

17. Organisational Structure
Flat Structure
By: Oguchi Martins Egbujor 17
CEO
HOD
Marketi
ng
HOD
HRM
HOD
Operati
ons
HOD
Finance
Sale
Adv
ert
Rec/
Sele
ct
Train
ing/
Dev
Acco
unts
Deliv
ery
Cust
Serv

18. Organisational Structure
Hierarchical
By: Oguchi Martins Egbujor 18
MD
Other Directors
Head of Departments
Regional Managers
District Managers
Departmental Managers
Supervisors
S

19. RECRUITMENT AND SELECTION
Different Approaches
(Strengths and Weaknesses)
By Oguchi Martins Egbujor 19

20. Recruitment and Selection
Panel
By Oguchi Martins Egbujor 20

21. Recruitment
Recruitment is the process of attracting the right
candidates to the right job and at the right time.
This involves following the job market trend, and
analysing the human resource needs of the
organisation and attracting suitable candidates
to meet the objectives.
By Oguchi Martins Egbujor 21

22. Selection
Selection is the process of identifying and
choosing the right candidate with the right skills
at the right time to meet the organisational
objectives. The right candidate must be suitable
to the needs of the organisation
By Oguchi Martins Egbujor 22

23. Recruitment and Selection
HR Function
STRATEGIC HRM
HR Planning
Job Analysis
Advertising
CV Matching
Shortlisting
Interview
Selection
Induction
Rules and Regulations
Onboarding
Sales
Department
Operations
Department
Finance
DepartmentMarketing
Department
By Oguchi Martins Egbujor 23

24. Recruitment and Selection
Approaches
• Identify and analysing job vacancies
• Prepare for Job Analysis
• Advertising the vacancy (the right channel)
• Managing Responses (CVs and Applications)
• Shortlisting the Suitable Candidates
• Arranging and Conducting Interviews
• Selecting the right candidates
By Oguchi Martins Egbujor 24

25. Job Analysis
Job Analysis is the Process of studying and
collecting information relating to the operations
and responsibilities of a specific job. The
immediate products of job analysis are job
description and job specification.
By Oguchi Martins Egbujor 25

26. Job Analysis
Job Description
• Job Title
• Pay
• Location
• Summary
• Duties
• Machinery and Materials
• Supervision
• Working Conditions
• Hazards
Job Specification
• Education/Qualification
• Experience
• Training
• Skills
• Physical demand
• Initiative
• Responsibilities
• Communication skills
• Attitude
• Emotional Characteristics
By Oguchi Martins Egbujor 26

27. Sources of Recruitment
Internal
• Current employees
• Former employee
• Database of applicants
• Referrals from employees
• Internal job vacancy
External
• Advertisement
• Job Centre Plus
• Employment Agencies
• Referrals from friends
• College recruitment
• Company’s website
By Oguchi Martins Egbujor 27

28. Selection Approaches
• Application
• CV matching
• Shortlisting
• Aptitude tests/or Psychometric tests
• Telephone surveys
• E-Assessment
• Interviews
• Group selection techniques-panel, tasks, role
play, presentation, observation, etc.
• Assessment centres/or Assessment Agencies
By Oguchi Martins Egbujor 28

29. Recruitment and Selection
Different Approaches
Strengths
• Organisational image
• Advertising widely
• Experience HRM
• Shortlisting the best
candidate
• Targeting the right
candidates
• Ability to ask the right
question at interviews
Weaknesses
• Advertising is expensive
• Using wrong channel of
communication
• CV and Applications forms
may be written by
professional
• Stereotyping
• Inexperience HRM analysing
the job wrongly
By Oguchi Martins Egbujor 29

30. Process
• Aligning business objectives and HR strategy
• Analysing labour market trend/environment
• Attracting the best candidates
• Motivating workforce
• Training workforce
• Retaining workforce
• Rewarding workforce
By Oguchi Martins Egbujor 30

31. Demand Forecast
Demand Forecast is a system with the process of
analysing the direction and the objectives of an
organisation, and establishing the skills, talent
and the required number of people to meet the
current and future needs.
By Oguchi Martins Egbujor 31

32. Supply Forecast
• Supply forecast is to determine whether the
HR department will be able to procure the
required skills and number of workforce
needed at any particular point in time to
achieve business objectives:
• Internal Sources of Supply
• External Sources of Supply
• Current Employees
By Oguchi Martins Egbujor 32

33. Labour Market Trend
HR will be focusing on the behaviour of labour
market and what is driving the behaviour. The
should also look at what is obtainable within
their industry regarding the development of
skills and knowledge:
• PESTLE
• SWOT
By Oguchi Martins Egbujor 33

34. By Oguchi Martins Egbujor 34
HRM Goals
Staffing
Strategic HR
Planning
Recruitment
Selection
Motivation
Motivation
theories & job
Design
Performance
appraisal
Rewards &
compensations
Employees
Benefits
Maintenance
Health & safety
Communications
Employee
relations
Training and
development
Orientation
Employee training
Employee
Development
Career Development

35. Employment Law
• Data Protection Act 1998
• Employment Act 2008
• National Minimum Wage Act 1998
• Employment Relations 2004
• Sex Discrimination Act 1995/97
• Equality Act 2010
• Disability Discrimination Act 1995/2005
• DBS
• Working Time (Amendment) Regulations 2003
• Freedom of Information Act 2000
By: Oguchi Martins Egbujor 35

36. Work-Based HRM Practices
• Job and Person Specification
• Recruitment and Selection
• Design and Place Job Advertisement
• Shortlisting and Processing Applications
• Interviewing Preparation and Best Practtice
• Selection Best Practice
• Technology
• Social Networking
By: Oguchi Martins Egbujor 36

37. Work-Based HR Application
• Aligning business objectives with HR Plan
• Environmental analysis
• Workforce Planning
• Identify, Attracting and Recruitment
• Selection of Best Candidates
• Induction and Onboarding
• Training and Development
• Motivation, Rewarding and Retention
By: Oguchi Martins Egbujor 37

38. Strategic HRM
MG622
Performance Management
By Oguchi Martins Egbujor 38

39. Strategic HRM
By Oguchi Martins Egbujor 39

40. Workplace HR Manager
Responsibilities
• Recruitment and Selection
• Disciplinary Policies and Procedures
• Grievances Policies and Procedures
• Staffing Plans
• Training
• Employee Relations
• Performance Appraisal
• Health and Safety
• Holiday Entitlement
• Rate of Pay
• Pension Entitlement
• Equal Opportunities and Diversity
• Working Hours
• Employee Welfare
By Oguchi Martins Egbujor 40

41. Performance Management
The fundamental goal of performance
management is to promote and improve
employee effectiveness. It is a continuous
process where managers and employees work
together to plan, monitor and review an
employee's work objectives or goals and his or
her overall contribution to the organization.
http://hrcouncil.ca/hr-toolkit/keeping-people-
performance-management.cfm
By Oguchi Martins Egbujor 41

42. Performance Management
Performance management can be described as a
process by which organisations set goals,
determine standards, assign and valuate work,
and distribute rewards.
(Varma et al., 2008)
By Oguchi Martins Egbujor 42

43. Performance Management
Performance Management is used to improve
organisational, team and individual performance
and development, including activities designed to
ensure that goals are consistently being met in an
effective and efficient manner. It is an on-going
activity relating to people meeting the purpose of
attaining objectives. The management of
performance, whether formally or informally, is an
on-going and essential process to the attainment of
goals.
(Gerard McMahon, 2013)
By Oguchi Martins Egbujor 43

44. Performance Management
Tools
• Appraisal
• Skill Review
• Management by Objectives (MBO)
• 360 Degree Appraisal
• Peer Review
• Performance Related Pay
• Coaching
• Shadowing
• Mentoring
• Behaviour Anchored Rating scale (BARs)
• Graphic Rating Scales (GRS)
• Ranking
• Critical Incident Report (CIR)
• Work Standards Approach
By Oguchi Martins Egbujor 44

45. Performance Management Process
• Plan
• Set Objectives
• Benchmarking
• Monitor
• Review and Evaluate
• Re-appraise
By Oguchi Martins Egbujor 45

46. SMART Objectives
To successfully manage performance, there
MUST be SMART objectives and indicator
• Specific
• Measurable
• Achievable
• Realistic
• Time-bound
By Oguchi Martins Egbujor 46

47. Monitoring Performance
• Assess progress towards meeting performance objectives
• Identify any barriers that may prevent the employee from
accomplishing performance objectives and what needs to
be done to overcome them
• Share feedback on progress relative to the goals
• Identify any changes that may be required to the work plan
as a result of a shift in organization priorities or if the
employee is required to take on new responsibilities
• Determine if any extra support is required from the
manager or others to assist the employee in achieving his
or her objectives
(Gerard McMahon, 2013)
By Oguchi Martins Egbujor 47

48. Performance Management System
Performance management is an on-going process
that consists of several sub-processes during the
year:
• Goal Setting Process
• Personal Development Plan
• Interim Performance Appraisal
• Performance Appraisal
• Succession Planning
• Talent Management
By Oguchi Martins Egbujor 48

49. Sample of Rating Scale
By Oguchi Martins Egbujor 49
1
Very
bad
2 3 4 5
Average
6 7 8 9 10
Exce
llent

50. Employee Wellbeing
Employee wellbeing is a key issue that
companies are striving to address to ensure that
their employees remain happy and motivated at
work. After all, a happy workforce is a
productive workforce. Workplace wellbeing
covers both your physical and mental state.
(Morgan Lovell, London)
By Oguchi Martins Egbujor 50

51. Employee Wellbeing
Why are you investing in wellbeing?
• To increase staff satisfaction
• To increase staff morale
• To improve staff retention
• To increase productivity
• To reduce absenteeism
• To foster better relationships between staff and
management
• To increase open communications
• To lower costs
• To work towards a more sustainable workforce
By Oguchi Martins Egbujor 51

52. Forbes 2017 Wellbeing Initiatives
Workplace health and well-being programs not
only have a positive impact on your employees’
wellness, they can also lead to a significant
increase in your team’s engagement,
cohesiveness and overall productivity. According
to research, a healthy and happy workforce can
reduce costs by more than $1,600 per
employee, with reduced leave days caused by
disability or unplanned sickness.
By Oguchi Martins Egbujor 52

53. Sources of Information
• https://www.morganlovell.co.uk/knowledge/c
hecklists/what-is-employee-wellbeing/
• https://www.forbes.com/sites/forbescoachesc
ouncil/2017/07/05/14-employee-well-being-
initiatives-that-will-boost-engagement-and-
productivity/#6ea9f12067bc
• https://www.investorsinpeople.com/sites/def
ault/files/IIP%20Health%20and%20Wellbeing
%20Guide.pdf
By Oguchi Martins Egbujor 53

54. The Impact of Workplace Wellbeing
(Investors in People, 2014)
• Fairness & equality
• Planning health & wellbeing
• Appropriate interventions
• Evaluating health & wellbeing
• Reviewing impact
• Consultation
• Ownership & responsibility
• Continuous improvement
• Recognition
• Constructive feedback
• Skills & competences
• Assessing needs
• Managing stress
• Available resource
• Work-life balance
• Reviewing impact
• Supportive culture
By Oguchi Martins Egbujor 54

55. Benefits of Employee Wellbeing
(Investors in People, 2014)
• Increased motivation
• Increased loyalty
• Increased productivity
• Reduced stress
• Reduced absenteeism
• Employer of choice
• Better positioned in community
• Retaining talent
• Healthier workforce
• Increased quality
• Interventions that work
• Better customer service
• Attract the best new employees
By Oguchi Martins Egbujor 55