HSBC's HR department has evolved to take on a more strategic role within the organization. The GM of HSBC says HR needs to be closely aligned with business goals and support the strategy of managing for growth. HR ensures the organization has the right human capital investments to support long-term earnings and shareholder value. HSBC's CEO is directly involved in setting the HR agenda across Asia. HR must ensure compensation packages promote business objectives. Line managers now have more responsibility for HR functions to directly involve HR in business planning. HSBC tailors its HR functions to meet the specific needs of its diverse business lines and local markets.

1. (Mt) – B441F Human Resource Management: A Strategic Approach
MGT B441F Human Resource Management: A Strategic Approach 2022 Autumn Assignment
1 Due Date: 19 Oct 2022 Weighting: 40% of the total course assessment Word limit: Not
more than 1500 words (Excluding tables, diagrams, figures and appendices, if any) Please
include a word count at the end of assignment. Note that tutors are given the discretion to
deduct marks for exceeding the word limit or disregard the content after the word limit is
reached. Coverage: Topics 1 and 2 of MGT B441F Formatting requirements: 1. A4 paper,
Font size 12, Times New Roman 2. 1.5 line spacing 3. Referencing style: APA Please read the
following case and answer the questions, which follow. HSBC: HR embraces more than pay
and rations Over the past decade, human resource (HR) management has evolved into a
range of complex responsibilities and strategic activities that are central to creating an
organizational culture of success. From the traditional job of identifying and recruiting the
best available talent and partnering with managers to retain, develop and motivate people,
the HR function has grown to involve working with senior management to suggest and
change corporate policies. Margaret Leung, HSBC general manager, global co-head
commercial banking, said that as the head of a business line in the mid and small corporate
sector, she played a key role in executing the organization’s strategy and improve the
bottom line. She said the human resources function must be clearly aligned with the
business it supported and should ideally report directly to that business line or be
embedded in it. MGT B441F (2022 Autumn)_A1 Today in HSBC, HR occupies a more
strategic position, undertaking higher value roles, influencing change and ensuring the
organization has the right employment environment. ‘As a business line head, I see HR as a
strategic internal business partner. HR firmly supports and promotes the group’s strategy of
‘managing for growth’. It aims to deploy appropriate levels of human capital investment into
identified business areas to ensure the group’s long-term earnings, profitability and
shareholder value,’ Ms. Leung said. In Asia, HSBC top management takes a direct interest in
the HR function and considers the management of human capital an important issue. ‘Our
chief executive officer is actually an HR champion and is directly involved in setting the HR
agenda in the organization across the region,’ Ms. Leung said. For example, HR needs to
understand and ensure that its remuneration packages fit in with and promote business line
objectives. Additionally, there has been a trend that has placed a high degree of
responsibility for HR functions on the shoulders of business line managers. Ms. Leung said
this was a positive development as it involved the HR team directly in the planning and
development of the business line. HSBC has a diverse number of business lines, each

2. presenting its own needs and specialist characteristics. By integrating key elements of HR
with the other responsibilities of line management, the goal is to ensure HR processes are in
place to meet specific needs. ‘This is not a one size fits all scenario. Our HR functions are
appropriate to the business lines and local needs, which help us become the world’s local
bank,’ Ms. Leung said. Source: https://www.scmp.com/article/532225/hr-embraces-more-
pay-and-rations Question 1 (35 marks) Assume you are the HR director of HSBC. Based on
the case information, identify TWO HR practices that should be top priority for HR
department of HSBC to achieve the company goals mentioned by GM? Justify your answers.
Question 2 (35 marks) Based on the case information and your understanding of the
banking industry, suggest TWO key HR strategies that can improve HSBC’s growth? Justify
your answer. Question 3 (30 marks) HSBC is operating in the banking industry, which is
characterized as one of the most MGT B441F (2022 Autumn)_A1 competitive industries.
Discuss the key features of competitive business environment and their implications for
human resource management of HSBC? MGT B441F (2022 Autumn)_A1 MGT B441F Human
Resource Management: A Strategic Approach Unit 2 Contemporary Contexts of Strategic
HRM Agenda of Topics 01 Meanings of Strategic HRM 02 Contemporary Contexts of
Strategic HRM Management I: Staffing & 03 Talent Resourcing Management II: Employee
Involvement, 04 Talent Engagement and Development 05 Talent Management III: Retention
& Career Progression Learning Outcomes Discuss the main approaches to strategic human
resource management and the competencies necessary for human resource managers to
manage human resources successfully Analyse the ways in which human resource
management functions are influenced and shaped by internal and external organizational
environments. Examine the contribution of strategic human resource management and
related practices to successful organizational performance. Critically evaluate the strengths
and weaknesses of various human resource practices in different human resource areas The
role of HR has evolved. Meet the 21st century HR Leader
https://www.youtube.com/watch?v=ukmC6F0JvQw&t=10s&ab_channel=LinkedInTal
entSolutions Activities Involved in Managing People A Critical Role for Every Manager-
optimizing all resources: materials, capital, human Staffing • Identifying work requirements
within an organization • Determining the numbers of people and the skills mix necessary to
do the work • Recruiting, selecting, and promoting qualified candidates Activities Involved
in Managing People A Critical Role for Every Manager Retention • Rewarding employees for
performing their jobs effectively • Ensuring harmonious working relations between
employees and managers • Maintaining a safe and healthy work environment Activities
Involved in Managing People Development: A Critical Role for Every Manager Preserving
and enhancing employees’ competence in their jobs by improving their knowledge, skills,
abilities, and other characteristics (competencies） Activities Involved in Managing People
Adjustment: A Critical Role for Every Manager Maintaining compliance with the
organization’s human resource policies and business strategies Managing change:
Enhancing the ability of an organization to: • Anticipate and respond to developments in its
external and internal environments • Enable employees at all levels to cope with the
changes ACTIVITIES INVOLVED IN MANAGING PEOPLE Activity Line management
responsibility H R department responsibility Staffing Providing data for job or competency

3. analyses and minimum qualifications; integrating strategic plans with H R plans;
interviewing candidates, integrating information collected by the H R department, making
final decisions on entry-level hires and promotions Job or competency analysis, workforce
planning, recruitment; compliance with civil rights laws and regulations; application forms,
written tests, performance tests, interviews, background investigations, reference checks,
physical examinations Retention Fair treatment of employees, open Compensation and
benefits, communication, face-to-face employee relations, health and resolution of conflict,
promotion of safety, employee services teamwork, respect for the dignity of each individual,
pay increases Table 1.1: Human based Resource or H R M, Activities and the Responsibilities
of onManagement, merit Line Managers and the H R Department, 1 ACTIVITIES INVOLVED
IN MANAGING PEOPLE Table 1.1: Human Resource Management, or H R M, Activities and
the Responsibilities of Line Managers and the H R Department, 2 3 Dimensions of H R
systems Why Does Effective HRM Matter? • Skill-enhancing practices: Comprehensive
recruitment, rigorous selection, and extensive training • Motivation-enhancing practices:
Developmental performance management, competitive compensation, incentives and
rewards, extensive benefits, promotion, and career development • Opportunity-enhancing
practices: Empower employees to use their skills and motivation to achieve organizational
objectives Flexible job design, work teams, employee involvement, and information sharing
3 Dimensions of H R systems indirectly related to financial outcomes Why Does Effective
HRM Matter? Human capital: Employee motivation: Measured using established scales and
the education level of a workforce Reflected by collective job satisfaction, organizational
commitment, organizational climate, perceived organizational support, and organizational
citizenship behaviour Voluntary turnover Operational outcomes: HR – Productivity, quality,
service, innovation, and overall operational performance H R systems have important and
practical impacts on: • • Survival and financial performance of firms Productivity and
quality of the work life of the people in the firms Financial – return on assets, equity, market
return, sales growth, overall financial performance Assignment 1 Q3:Features of the
Competitive Business Environment Globalization • Open borders • Allowed new ideas and
technology to flow freely • Accelerated productivity growth • Allowed companies to be
competitive Technology • Technologies transforming the foundations of global business and
the organizations • Cloud and mobile computing • Big data and machine learning • Sensors
and intelligent manufacturing • Advanced robotics and drones • Clean-energy technologies
Sustainability(Assignment Q3) • Ability to meet the needs of the present without
compromising the ability of future generations to meet their needs • People-Planet-Profit •
Responsibilities to society • Create sustained competitive advantages • Affects an
organization’s business model, structure, and processes Features of the Competitive
Business Environment Globalization • Open borders • Allowed new ideas and technology to
flow freely • Accelerated productivity growth • Allowed companies to be competitive
Implications for H R M • Employment opportunities well beyond borders • Countries,
companies, and workers are interconnected(key implication) • Talented individuals have
many choices • • Countries/ Companies will need to brand themselves as employers of
choice to attract talent Provides cheap labour and plentiful resources combined with ease of
travel and communication • Diversity – workers come from greater range of

4. backgrounds(Assignment 1) • Employees loyalty reduce • Working mode – mobile, flexible
hours, in order to leverage global resources more efficiently • Increase complexity of
management’s role > 70% sales generate from outside US Features of the Competitive
Business Environment Technology • • • • • • Technologies transforming the foundations of
global business and the organizations Cloud and mobile computing Big data and machine
learning Sensors and intelligent manufacturing Advanced robotics and drones Clean-energy
technologies • Change the way people work, and work done in organizations Implications
for H R M • Recognize collaborative technology – social networking sites • Eliminating jobs
– bookkeeping, clerical work, repetitive production jobs (manufacturing), customer service
• Use of technology – Human Resources Information System, H RIS • New Job – adjusted
tools helps with management control and decision making • Information and Ideas are the
key • Increase complexity of management’s role
https://www.youtube.com/watch?v=WYnOGAvQEgk&ab_channel=BusinessInsider
Features of the Competitive Business Environment Sustainability • • • • • Ability to meet the
needs of the present without compromising the ability of future generations to meet their
needs People-Planet-Profit Responsibilities to society Create sustained competitive
advantages Affects an organization’s business model, structure, and processes • Payoffs –
improve reputation, productivity, talent acquisition, employee retention and engagement
Implications for H R M • Hiring and developing managers Innovation, market expansion • •
• Affects an organization’s business model, structure, and processes in 3 ways Tie executive
compensation to sustainability goals and results (E.g., Xcel energy) 1. Organization consider
wider set of stakeholders when setting strategy • Embedding a sustainability strategy
deeply into an organization’s culture and management practices 2. Partnership –
community-organizationsgovernment/ NGOs 3. Involvement and accountability of boards
of directors, enhance business trenchancy Features of the Competitive Business
Environment
https://www.youtube.com/watch?v=p2qlAFn0NM&ab_channel=Nestl%C3%A9 FIGURE 1.8
EXAMPLES OF HOW HRM PRACTICES CAN HELP COMPANIES MEET COMPETITIVE
CHALLENGES Environment competitions Resources: • Physical • Organizational • Human
(employees experience, skills, intellige
Advantages) • HR Foundation Access the text alternative for slide images. Demographic
Changes and Increasing Cultural Diversity Number and the mix of people available to work
are changing rapidly Implications for HRM • Reduced supply of workers, at least in some
fields, will make finding and keeping employees a top priority • Task of managing a
culturally diverse workforce, of harnessing the motivation and efforts of a wide variety of
workers, will present a continuing challenge to management FIGURE 1.1: LABOR FORCE BY
AGE 2000, 2010, AND PROJECTED 2050 Source: Toossi, M. 2012, October. Projections of the
labour force to 2050: A visual essay. Monthly Labor Review, p. 11. Jump to Figure 1.1: Labor
Force by Age 2000, 2010, and Projected 2050, Appendix © McGraw-Hill Education FIGURE
1.2: POPULATION OF THE UNITED STATES BY RACE, 2000 TO 2050 The term Hispanic
refers to people, cultures, or countries related to Spain, the Hispanidad, Spanish language,
culture, people. Source: National Association of Corporate Directors. (2014, January 16).

5. The United States Demographic Tsunami: What Directors Need to Know, p. 6. Jump to
Figure 1.2: Population of the United States by Race, 2000 to 2050, Appendix © McGraw-Hill
Education Responses of Firms to the New Competitive Realities • Using nonstandard
employees • Restructuring, including downsizing Technology, creativity, and problem-
solving skills make • Building flexibility into work schedules and rules nonstandard work
more feasible for organizations and Include: workers • Free agents or e-lancers who work
for themselves (emphasis the value creation • Employees of an organization a firm is allied
with in knowledge based economy) • Employees of an outsourcing or temporary-help firm,
volunteers, freelancers • Nonstandard workers may be less eligible for benefits, and allows
organizations to tailor the skills sets they need without hiring/ developing Nonstandard
Employees in gig economy the “Gig” Economy
https://whatis.techtarget.com/definition/gig-econom Virtual organization • Teams of
specialists come together through technology to work on a project and disband when the
project is finished • Multisite, multiorganizational, and dynamic Virtual workplace •
Employees operate remotely from each other and from managers • Facilitated by
widespread availability of e-mail, teleconferencing, collaborative software, and intranets
Responses of Firms to the New Competitive Realities Restructuring, including downsizing
Downsizing: (intended/ emergency strategy) • Planned elimination of positions or jobs •
Continues, in good times and in bad, regardless of whether the economy is expanding or
contracting Companies can restructure by selling or buying plants or lines of business, by
altering reporting relationships, or by laying off employees
https://hongkongbusiness.hk/commercial-property/in-focus/hong-kong-firms-mull-
downsizing-officespace-save-bottomlines Responses of Firms to the New Competitive
Realities Flexibility (a board spectrum of possible work arrangements) • Viewed by
managers and employees as an exception or employee accommodation, rather than as a
new, effective way of working to achieve business results • Flexibility in schedules is the key
as organizations strive to retain talented workers • Keys to making the business case for
increased flexibility -Talent management (specifically, attraction and retention) -Human
capital outcomes (increase satisfaction and commitment, decreased stress) -Financial,
operational, and business outcomes Responses of Firms to the New Competitive Realities
Implementing Flexibility: A Spectrum of Practice • Individual accommodations: Special
arrangements, or deals, a case-by-case basis and often kept secret • Policies and programs
in place: Policies and programs exist, used only in pockets across the organization •
Flexibility’s many faces: Widespread use of formal and informal flexibility meets business
and individual needs • New ways of working: Results-driven culture, flexible work practices
are utilized as a management strategy Productivity • Measure of the output of goods and
organizations directly • Improves an organization’s competitive position relative to that of
its rivals • Benefits workers indirectly – results in higher pay and improved purchasing
power for workers Jump to Figure 1.4: Productivity, Appendix Quality of Work Life (QWL)
Views • (1) Set of objective organizational conditions and practices designed to foster
quality relationships within the organization; employees’ perception of the degree to which

6. the organizational environment meets the full range of human needs • Such as promotion-
from-within policies, democratic supervision, employee involvement, and safe working
conditions • (2) Employees’ perceptions that they are safe and relatively well satisfied, they
have reasonable work-life fit, and they are able to grow and develop as human beings (feel
power, extensive training for workers and managers, and continuous experimentation with
new ideas Giving workers opportunity to make decisions about the design of their jobs and
workplaces Innovation, flexibility, corporation, flat organizational structures, Challenging
roles https://www.cipd.co.uk/knowledge/work/trends/goodwork#40074 H R
Competencies Technical H R expertise in people, organizations, the workplace, and strategy
Leadership Interpersonal Leadership and Navigation Communication Business Business
acumen Critical Evaluation Consultation Relationship management Ethical Practice Global
and Cultural Effectiveness MGT B441F Human Resource Management: A Strategic Approach
Unit 2 Contemporary Contexts of Strategic HRM End Thank You MGT B441F Human
Resource Management: A Strategic Approach Unit 1 Meanings of Strategic HRM Dr. Hamid
Khurshid Agenda 01 Meanings of Strategic HRM 02 Contemporary Contexts of Strategic
HRM Management I: Staffing & 03 Talent Resourcing Management II: Employee
Involvement, 04 Talent Engagement and Development 05 Talent Management III: Retention
& Career Progression Learning Outcomes Discuss the main approaches to strategic human
resource management and the competencies necessary for human resource managers to
manage human resources successfully Analyse the ways in which human resource
management functions are influenced and shaped by internal and external organizational
environments. Examine the contribution of strategic human resource management and
related practices to successful organizational performance. Critically evaluate the strengths
and weaknesses of various human resource practices in different human resource areas
Definition, Responsibilities and Roles of Human Resource Management Human Resource
Management (HRM) • Plays a role in company’s survival, effectiveness, and
competitiveness. • Refers to the policies, practices, and systems that influence employees’
behavior, attitudes, and performance. • ‘all those activities associated with the management
of employment relationships in the firm’ (Boxall and Purcell 2003, 1). • Storey (2007)
proposed that Human Resource Management is ‘a distinctive approach to employment
management which seeks to achieve competitive advantage through the strategic
deployment of a highly committed and capable workforce, using an array of cultural,
structural and personnel techniques’
https://www.youtube.com/watch?v=8ciAnHfIiFA&ab_channel=GreggU FIGURE 1.1 HUMAN
RESOURCE MANAGEMENT PRACTICES HR Foundation TABLE 1.1 RESPONSIBILITIES OF
HR DEPARTMENTS 1 FUNCTION RESPONSIBILITIES Analysis and design of Job analysis, job
descriptions work • HR Foundation Recruitment and selection Recruiting, posting job
descriptions, interviewing, testing, coordinating use of temporary employees Training and
development Orientation, skills training, development programs, career development
Performance management Performance measures, preparation and administration of
performance appraisals, feedback and coaching, discipline Compensation and benefits Wage
and salary administration, incentive pay, insurance, vacation, retirement plans, profit

7. sharing, health and wellness, stock plans SOURCES: Bureau of Labor Statistics. 2019. U.S.
Department of Labor, Occupational Outlook Handbook, Human Resources Specialists;
SHRM-BNA Survey No. 66. 2001. “Policy and Practice Forum: Human Resource Activities,
Budgets, and Staffs, 2000–2001.” Bulletin to Management, Bureau of National Affairs Policy
and Practice Series. Washington: Bureau of National Affairs. TABLE 1.1 RESPONSIBILITIES
OF HR DEPARTMENTS 2 HR Foundation FUNCTION RESPONSIBILITIES Employee
relations/labor relations Attitude surveys, employee handbooks, labor law compliance,
relocation and outplacement services
https://www.businessinsider.com/nordstromsemployee-handbook-2014-10 Personnel
policies Policy creation, policy communications Employee data and information systems
Record keeping, HR information systems, workforce analytics, social media, intranet and
Internet access Legal compliance Policies to ensure lawful behavior; safety inspections,
accessibility accommodations, privacy policies, ethics Support for business strategy Human
resource planning and forecasting, talent management, change management, organization
development FIGURE 1.2 HR AS A BUSINESS WITH THREE PRODUCT LINES • SOURCE:
Adapted from Figure 1, “HR Product Lines” in E. E. Lawler, “From Human Resource
Management to Organizational Effectiveness,” Human Resource Management 44 (2005), pp.
165–69. • HR Foundation Access the text alternative for slide images. Strategic Human
Resource Management (SHRM) • SHRM is a process, an approach to addressing competitive
challenges organizations face • Developing strategies for achieving company’s goals in
current environment The pattern of planned human resource deployment and activities
intended to enable an organization to achieve its goals. Strategic Management Strategic
Management: A process for analyzing a company’s competitive situation, developing the
company’s strategic goals, and devising a plan of action and allocation of resources.
Business organizations engage in generic strategies that often fit into some strategic type –
“cost, differentiation, or focus” Developing strategies for achieving company’s goals in
current environment Porter’s Generic Competitive Strategies (ways of competing) Strategic
Management Strategy formulation: Strategic planning groups decide on strategy Strategy
implementation: Organization follows through on strategy Devising structures and
allocating resources Components of the Strategic Management Process PORTFOLIO
PRESENTATION You can simply impress your audience and add a unique zing and appeal to
your Reports and Presentations with our Templates. You can simply impress your audience
and add a unique zing and appeal to your Reports and Presentations with our Templates.
You can simply impress your audience and add a unique zing and appeal to your Reports
and Presentations with our Templates. Figure 2.2 A Model of the Strategic Management
Process Strategic Management – HRM Linkage SUCCESS BUSINESS Competitive Situation
External Analysis Internal Analysis Strategic Goals Where to compete? How to compete?
With what will we compete? Plan of Actions Linkage Between HRM and the Strategic
Management Process Pepsico acquired Taco bell and Pizza Hut in 1980 but failed due to
weak Strategic Management – HRM linkage Role of HRM in Strategy Formulation “With
what will we compete?” – HRM to influence the Strategic management process – A firm’s
strategic management decision-making process usually takes place at its top levels (CEO,
CFO) Figure 2.4 Linkages of Strategic Planning and HRM Day-to-day activities Systems /

8. Programs 3 steps Informing HRM function Continue Interaction HRM analyze human
resource implications Final strategic plan pass to HRM for implement Human Resources
recently talked to Lee Murphy, who leads the people consultant team at Google Asia Pacific
in Singapore, about the impact of COVID-19. He works closely with the global leadership
team and HR community in shaping the future of Google people operations. He is dedicated
to the transformation and growth of the frontline HR team to enhance Googlers’ experience
worldwide with a local touch. From embracing remote work and virtual collaboration, to
introducing new workplace policies and processes, we are collectively writing the playbook
as we go through this unprecedented time together. This experience will undoubtedly push
organisations to rethink their policies and systems to ensure it provides a higher level of
support to their employees such as mental health and well-being. At the same time, it’ll
prompt more managers and employees to rethink the way we work, now that remote work
and flexible work arrangements are viable possibilities.
https://www.humanresourcesonline.net/google-on-navigatingcovid-19-and-digital-
transformation Strategy Implementation – 5 Variables “An organization has a variety of
structural forms and organizational processes to choose from when implementing a given
strategy.” Strategy implementation: • • Organization follows through on strategy Devising
structures and allocating resources HRM responsible for 3 of these five implementation
variables: task, people, reward system Figure 2.6 Variables to Be Considered in Strategy
Implementation S t r a t e g y Implementation Talent • Individuals who can have a
disproportionate (positive or negative) impact on the firm • Key groups of employees who
are critical to driving value in the value chain that drives value to the customer • Vertical
alignment occurs when HR practices and processes address strategic needs of the business.
• Capabilities & Performance Figure 2.7 Supply Chain, Manufacturing, Distribution, and
Service FIGURE 2.9 STRATEGY IMPLEMENTATION • Access the text alternative for slide
images. HRM Practices Job Analysis and Design Employee Recruitment and Selection
Training & Development Job analysis – Process of getting detailed information about jobs
Job design – Addresses what tasks should be grouped into a particular job Training –
Planned effort to facilitate the learning of job-related knowledge, skills, and behavior
Development – Acquiring knowledge, skills, and behavior that improve employees’ ability to
meet challenges of existing jobs or jobs that do not yet exist Recruitment – Process through
which the organization seeks applicants for potential employment Selection – Process by
which the organization attempts to identify applicants with the necessary knowledge, skills,
abilities, and other characteristics to help it achieve its goals Performance Management
Ensures employees’ activities and outcomes are congruent with organization’s objectives •
Pay Structure, Incentive & Benefits Labor & Employee Relations High pay and/or benefits
relative to competitors can help company attract and retain high-quality employees • Might
have negative impact on overall labor costs • Tying pay to performance can elicit specific
activities and levels of performance from employees • • • • Employees – assets or expenses?
How much should employees participate in decision making? What rights do employees
have? What is the company’s responsibility to employees? Michael Porter Cost &
Differentiation Business Strategy: Differentiation – Value created by differentiating a
product or service so the company can charge a premium price relative to its competitors

9. Business Strategy: Cost – Value created by reducing costs HRM Needs in Strategic Types In
cost strategies: define the skills they require and invest in training employees in these skill
areas Although all of the strategic types require competent people in a generic sense, each
of the strategies also requires different types of employees with different types of behaviors
and attitudes (role behaviors – behaviors required of an individual in his/ her role as a
jobholder in a social work environment) In differentiation strategies: role behaviors such as
– cooperating with others – developing new ideas – taking a balanced approach to process
and results Directional Strategies 4 Possible Categories to meet objectives Concentration
Strategies Internal Growth Strategies • Established M arket • Constantly hire, transfer, and
promote individuals • Maintain curre nt skills • Skill-based training • Fair compensation •
Compensation weighted towar ds achievement • Joint ventures require conflic t resolution
Mergers & A cquisitions Downsizing • On the increas e • negative effects on employee
morale and productivity • People issues can cause pro blems • Different organizational
cultures standardizatio n? • Conflict resolution • Trend since 2008 • Disadvantages – short
fall to meet financial and organizational objectives • cutting less valuable workers •
Survivor morale issues Directional Strategies – Downsizing Downsizing Advantages: •
Allows company to “get rid of dead wood” and make way for fresh ideas • Opportunity to
change organization’s culture • Demonstrate to top-management the value of company’s
human resources to its ultimate success Strategy Evaluation and Control Strategy
Evaluation and Control • Must constantly monitor effectiveness of both the strategy and
implementation process. • Helps identify problem areas and either revise existing
structures and strategies or devise new ones. Strategic Management Strategy formulation:
Strategic planning groups decide on strategy Strategy implementation: Organization follows
through on strategy Devising structures and allocating resources Components of the
Strategic Management Process PORTFOLIO PRESENTATION You can simply impress your
audience and add a unique zing and appeal to your Reports and Presentations with our
Templates. You can simply impress your audience and add a unique zing and appeal to your
Reports and Presentations with our Templates. You can simply impress your audience and
add a unique zing and appeal to your Reports and Presentations with our Templates. Figure
2.2 A Model of the Strategic Management Process Role of HR in Providing Strategic
Competitive Advantage Emergent Strategies 應急策略 • Strategies that evolve from
grassroots of the organization • What organizations actually do, not what they intend to do
• Usually identified by those lower in organizational hierarchy Intended Strategies • the
pattern or plan that integrates an organization’s major goals policies and action sequences
into a cohesive whole • Intended strategies are result of rational decision-making process
used by top managers to develop strategic plan Meanings of Strategic HRM Activities of
HRM Transformational Activities • Create long-term capability and adaptability for the firm
• Greatest strategic value Traditional Activities • Form practices and systems to ensure
strategy execution • Moderate strategic value Transactional Activities • Day-to-day
transactions • Low strategic value Figure 16.1 Categories of HRM Activities and Percentages
of Time Spent on Them SOURCE: P. Wright, G. McMahan, S. Snell, and B. Gerhart, Strategic
Human Resource Management: Building Human Capital and Organizational Capability.
Technical report. Cornell University, 1998. Customer-Oriented Approach • Selection

10. Systems Figure 16.2 Customer-Oriented Perspective of the HRM Function Customer-
Oriented Approach Customer orientation is one of the most important changes in the HRM
function’s attempts to become strategic Total Quality Management HRM Internal Customers
Figure 16.2 Customer-Oriented Perspective of the HRM Function External Customers Any
example of company executing this? Building an HR Strategy • The Basic Process – 5 steps •
Future Talent Shortage • Increase Immigrant • Aging Workforce • Company Growing •
Expanding • New Technology need? Figure 16.4 Basic Process for HR Strategy • Critical to
business success • Potential leadership vacuum • Lack of technological expertise • Lack of
diversity • Programs • Internal • Policies • External • Processes • To develop and execute
Characterizing HR Strategies • Study of 20 Companies • Fully developed HR strategies •
ple
outcomes • Identify, articulated and aligned HR activities • Analysis what currently doing •
Understanding how people outcomes relate to larger business Figure 16.7 Approaches to
Developing an HR Strategy Measuring HRM Effectiveness • Benefits • Marketing the
function – Shows how HR supports organization • Providing accountability – Shows how HR
meets objectives Audit Approach Type of assessment of HRM effectiveness that involves
review of customer satisfaction or key indicators (e.g. turnover rate, average days to fill a
position) related to an HRM functional area (e.g. recruiting, training) • Review of customer
satisfaction or key indicators • Survey employees • Survey top line executives Analytic
Approach Type of assessment of HRM effectiveness that involves determining the impact of
or the financial costs and benefits of an program/ practice. • Determines whether new
program or practice has had intended effect • Estimates financial costs and benefits
resulting from an HRM practice • Human resource accounting • Utility analysis • Uses
analytic data to increase organizational effectiveness 「你無法管理你不能衡量的東西。」
Improving HR Effectiveness Improvement Strategies(Assignment1 Q2) • Improve efficiency
and effectiveness in performing each activity • Eliminate transactional work (some
traditional work) to free up time and resources to focus on higher-value-added
transformational work • Requires redesign of structure (reporting relationship) and
processes (outsourcing and information technology) Figure 16.11 Improving HRM
Effectiveness Improving HR Effectiveness Restructuring to Improve HRM Effectiveness •
Traditional HRM structured around basic HRM subfunctions, such as staffing, training,
compensation, appraisal, and labor relations • Generic structure divides HRM function into
three divisions: – Centers for expertise – Field generalists – Service center Figure 16.12 Old
and New Structures for the HRM Organization SOURCE: P. Wright, G. McMahan, S. Snell, and
B. Gerhart, Strategic Human Resource Management: Building Human Capital and
Organizational Capability, technical report (Ithaca, NY: Cornell University, 1998). Improving
HR Effectiveness Outsourcing to Improve HRM Effectiveness Outsourcing: An organization’s
use of an outside organization for a broad set of services • Outside source may provide a
service more cheaply or more effectively (more expertise) than internally • Primarily
outsource transactional activities and services • Pensions and benefits administration •
Payroll Improving HR Effectiveness Reengineering(Assignment 2) • Improving HRM

11. Effectiveness through Process Redesign • Review and redesign of work processes to make
more efficient and improve quality of end product or service. • Four steps Figure 16.13 The
Reengineering Process New technologies—E-HRM • Leveraging technology for delivery of
traditional and transformational HRM activities • Gives HR availability to work on strategic
activities • Can be delivered with no loss/gains in effectiveness or efficiency Improving HR
Effectiveness New technologies—E-HRM • Leveraging technology for delivery of traditional
and transformational HRM activities • Gives HR availability to work on strategic activities •
Can be delivered with no loss/gains in effectiveness or efficiency HK: Recruitment Payroll
Benefits MPF Change in Delivery Training and development • Internet-based training •
Real-time attitude surveys Recruitment and selection • Online recruiting • Monitor hiring
processes to minimize potential for discriminatory hiring decisions Compensation and
rewards • Can better achieve compensation goals with less effort Figure 16.15 Change in
Delivery Improving HRM Effectiveness through New Technologies — HRM Information
Systems New Technologies for HRM • Usually involves automation • Transaction
processing, reporting, and tracking Predictive Analytics • Identify problems before they
happen • Employee retention • Decision support systems Customization • Expert systems •
Customize employee’s experience • Artificial intelligence (AI) • Cafeteria benefit plans, pay
mix, life changes • Chatbots The Future for HR Professionals Four Basic Competencies •
Business competence • Professional-technical knowledge • Management of change
processes • Integration competence Chief Human Resource Officers (CHROs) Role • Bears
responsibility for leading the HR function • Ensures HR systems and processes deliver value
• Spend varying amounts of time in seven roles Figure 16.17 Percentage of Time CHROs
Spend in Each Role 9 Competencies for HR Professionals HR Foundation