Human resource management involves planning, organizing, staffing, leading, and controlling functions to acquire, train, appraise, and compensate employees. It also includes managing labor relations, health and safety, and fairness. The strategic role of HRM is to establish objectives that support achieving business goals by balancing internal strengths and weaknesses with external opportunities and threats. This involves analyzing trends, conducting strategic planning, and aligning HR functions with business strategies to create needed competencies and improve business performance.

1. Human Resource
Management
Strategic Role –
Approach

2. Management Process
 Planning
 Goals and standards
 Rules and procedures
 Plans and forecasting.
 Organizing
 Tasks
 Departments
 Delegating
 Authority and communication
 Coordinating

3. Management Process
 Staffing
 Hiring
 Recruiting
 Selecting
 Performance standards
 Compensation
 Evaluating performance
 Counseling
 Training and developing

4. Management Process
 Leading
 Getting the job done
 Morale
 Motivation
 Controlling
 Setting standards
 Comparing actual performance to standards
 Corrective action

5. HRM Function
Human Resource Management is the process of:
 acquiring,
 training,
 appraising, and
 compensating employees
and attending to their
 labor relations,
 health and safety, and
 fairness concerns.

6. HRM People Functions
Include:
 Job analyses
 Labor needs
 Recruit
 Select candidates
 Orient and train
 Wages and salaries
 Incentives and
benefits
 Performance
 Communicate
 Train and develop
 Employee
commitment
 Equal opportunity
 Health and safety
 Grievances/labor
relations

7. HRM is Important to all
Managers.
Don’t Let These Happen to You!
 The wrong person
 High turnover
 Poor results
 Useless interviews
 Court actions
 Safety citations
 Salaries appear unfair
 Poor training
 Unfair labor practices

8. Line & Staff Aspects of HRM
 Authority distinguishes line from staff as in
 Making decisions
 Directing work
 Giving orders
 Line Managers
 Accomplishing goals
 Staff Managers
 Assisting and advising line managers

9. Line Manager’s HRM Jobs
 The right person
 Orientation
 Training
 Performance
 Creativity
 Working relationships
 Policies and
procedures
 Labor costs
 Development
 Morale
 Protecting

10. HR Department
Organizational
Chart

11.  Strategy is:
 the company’s long-term plan for how it will
balance its internal strengths and weaknesses
with its external opportunities and threats to
maintain a competitive advantage.
 establishing the overall direction and
objectives of key areas of human resource
management in order to ensure that they not
only are consistent but also support the
achievement of business goals
Strategy, Policy & Administration

12. Strategy, Policy & Administration
 Policy: the development and
implementation of detailed procedures,
and systems which reflect the strategic
framework.
 Administration: day to day
administration of operational activities
such as records, payrolls, and benefits
programmes

13. Levels of strategies
Corporate
Strategy
Business
Strategy
Business
Strategy
Business
Strategy
Business
Strategy
Functional
Strategies

14. Strategic Planning Process
 SWOT analysis - Strengths, Weaknesses,
Opportunities, and Threats
 Best strategic plans balance a company’s
Strengths and Weaknesses with the Opportunities
and Threats the firm faces
 Basic strategic plans address trends
 Globalization
 Technological advances
 The nature of work
 The workforce

15. HR’s evolving role
Protector
and
Screener
Strategic Partner
Change Agent

16. Strategic HRM
 Strategic human resource management:
linking HRM with strategic goals and
objectives to improve business
performance and develop organizational
cultures, design, people and systems that
fosters innovation and flexibility.

17. Strategic approach to HRM
Remuneration
strategy
Valuing the
contribution of
individual roles
Shape &
Structure
of org. &
ind. role
Selection
development and
training
Managing
Individual
performance

18. HR
STRATEGY
Clarify the business
strategy
Realign the HR
functions and key
people practices
Create needed competencies
and behaviors
Realization of business
strategies and results
Evaluate and refine

19. Corporate Strategy
HR Mission
Organisation
Analysis
HR Analysis Environmental
analysis
Culture Organisation People Systems
HR Planning
Generation of Strategic choices/options
Objectives
HR action plan
Implementation
Review & evaluate
HR STRATEGY
PWC Approach

20. The process by which things
get done in the organisation
The
beliefs,
values,
norms
and
style of
organisation
The structure, jobs, roles and
reporting lines of the organisation
The skill
levels, staff
potential
and
mgmt
capability
of the
organisation
Systems
Organisation
Culture People
HR policies
& objectives
HR Strategy
planning

21. How HR helps strategy
execution
 Functional strategies should support competitive
strategies
 Value chain analysis
 Outsourcing
 Strategy Formulation

22. How HR helps form strategy
 Formation of a company’s strategy =
identifying, analyzing and balancing
external opportunities and threats with
internal strengths and weaknesses
 Environmental scanning

23. HR and technology
 Basic HR systems demand paperwork
 70% of HR’s employees time = paperwork
 Off the shelf forms from Office Depot/Officemax
 Online forms
 Human Resource Information Systems
(HRIS)
 HR on the Internet

24. HR means performance
 Can HR have a measurable impact on a
company’s bottom line?
 Better HRM translates into improved employee
attitudes and motivation (e.g., working at
home)
 Well run HR programs drive employee
commitment