This document outlines the key topics and learning objectives covered in a chapter on human resource management strategy and analysis. The chapter discusses the importance of strategic planning for managers and the seven steps in the strategic planning process. It also defines different types of corporate and competitive strategies. Additionally, the chapter defines strategic human resource management, provides an example, and describes three important HR tools - the strategy map, HR scorecard, and digital dashboards. Finally, it discusses why metrics are essential for managing human resources and highlights several strategic metrics including workforce analytics and evidence-based HR practices.

1. 3
Human Resource
Management Strategy
and Analysis
Copyright © 2013 Pearson Education
Chapter 3-1

2. Learning Objectives
1. Explain why strategic planning is
important to all managers.
2. Explain with examples each of the
seven steps in the strategic planning
process.
3. List with examples the main generic
types of corporate strategies and
competitive strategies.
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Chapter 3-2

3. Learning Objectives
4. Define strategic human resource
management and give an example of
strategic human resource management
in practice.
5. Briefly describe three important
strategic human resource management
tools.
6. Explain with examples why metrics are
essential for managing human
resources.
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Chapter 3-3

4. Why Strategic Planning is
Important to all Managers
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Chapter 3-4

5. Goal-Setting and the
Planning Process
• The hierarchy of
goals
• Strategic
planning
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Chapter 3-5

6. Review
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Chapter 3-6

7. The Seven Steps in the
Strategic Planning Process
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Chapter 3-7

8. Seven Steps
1.
2.
3.
4.
5.
6.
7.
Define current business
Audits
New directions
Strategic goals
Formulate strategies
Implement
Evaluate
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Chapter 3-8

9. Review
• Importance of
strategic planning
• Goal setting
• Steps
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Chapter 3-9

10. The Main Generic Types of
Corporate Strategies and
Competitive Strategies
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Chapter 3-10

11. Types of Strategies
• Corporate strategy
• Competitive strategy
• Functional strategy
o Human resources as a competitive
advantage
• Strategic fit
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Chapter 3-11

12. Corporate Strategies
•
•
•
•
•
Concentration
Diversification
Vertical integration
Consolidation
Geographic
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Chapter 3-12

13. Competitive Strategies
• Cost leadership
• Differentiation
• Focus
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Chapter 3-13

14. Management Roles in
Strategic Planning
• Top Managers’ Role in Strategic
Planning
• Departmental Managers’ Strategic
Planning Roles
o Devise
o Support
o Execution
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Chapter 3-14

15. Review
• Types of strategies
o Corporate
o Competitive
o Functional
o Strategic fit
• Managerial roles in strategic planning
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Chapter 3-15

16. Defining Strategic Human
Resource Management with
an Example of Strategic
Human Resource
Management in Practice.
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Chapter 3-16

17. Strategic Human Resource
Management
• Defining strategic
human resource
management
• Human resource
strategies and
policies
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Chapter 3-17

18. Example
• Shanghai Portman
o Service orientation
• Ritz Carlton
o Human Resource
system
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Chapter 3-18

19. Mergers and Acquisitions
• Due Diligence Stage
o Culture
o Compensation & benefits
o Labor relations, etc.
• Integration Stage
o Top management and leadership
o Communication
o Key talent
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Chapter 3-19

20. Review
•
•
•
•
Definition
Strategies
Policies
Service-oriented
example
• Mergers &
acquisitions
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Chapter 3-20

21. Three Important Strategic
Human Resource
Management Tools
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Chapter 3-21

22. Strategic Human Resource
Management Tools
• Strategy map
• The HR scorecard
• Digital dashboards
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Chapter 3-22

23. HR Metrics and
Benchmarking
• HR metrics
o Types of metrics
• Benchmarking
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Chapter 3-23

24. Review
• Strategy map
• HR Scorecard
• Digital dashboards
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Chapter 3-24

25. Why Metrics are Essential for
Managing Human Resources
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Chapter 3-25

26. Strategy and StrategyBased Metrics
•
•
•
•
Workforce/talent analytics
Data mining
HR audits
Evidence-based HR
o The scientific method
• Why should a manager be scientific?
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Chapter 3-26

27. High-performance Work
Systems
• High-performance
human resource
policies and
practices
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Chapter 3-27

28. Review
•
•
•
•
•
•
•
Strategy and strategy-based metrics
Talent analytics
Data mining
Audits
Evidence-based HR
The scientific method
High-performance work systems
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Chapter 3-28

29. All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted, in
any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without the prior
written permission of the publisher. Printed in the United
States of America.
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Chapter 3-29