Strategic human resource management aligns an organization's human resource strategies and policies with its overall business strategies and objectives. It involves attracting, retaining, and developing employees while considering organizational strategies like growth, concentration, mergers and acquisitions. Effective strategic HRM ensures employees' skills are utilized to contribute to the organization's success. It also considers managing change, developing strategies at the corporate, business unit, and functional levels, and linking human resource practices to the organization's goals.

1. Amity Business School
Human Resource Management Assignment
Ppt
On
Strategic Management in HR

2. Check in
• Strategy.
• Strategic management.
• Process.
• Corporate level strategies.
• SBU level strategies.
• Strategic human resource issues.
• Organisational & human resource strategies.
• Merger & acquisition strategies.
• Corporate & HRM strategies.
• Change management.

3. Let's talk strategy !
#1 How a company as a whole can better meet the needs of its staff and,
#2 How employees can best utilise their skills to contribute to the success of the
Organisation.
 Strategy : plan for an outcome.
 Glueck defines it as " unified comprehensive & integrated plan designed to
ensure that the basic objectives of the enterprise are achieved."
 Mintzberg "a pattern in a stream of decisions or actions."

4. Strategic management
 Cross functional process to view
the organisation as a single
system.
 Match the organisation to its
environment.
 Set of decisions & actions to
achieve organisational objectives.
 SHRM is an approach to managing
human resources that supports
long-term business goals and
outcomes with a strategic
framework.

5. Purposed to
• Attract the best employees.
• Retain their best employees.
• Continue to develop their
employees.
• Innovation & engagement.
• Whole hearted employee
focused plans.
What it includes?
• Recruiting tactics: How to find and hire the
right talent that just so happens to also be a
great fit with your organisational culture.
• On-boarding and ongoing training
programs.
• Employee succession planning.
• What to do during times of economic
downturns and expansions?
• Employee relations and retention plans.

6. STRATEGIC BUSINESS UNIT
An organizational unit , small enough to be flexible and large
enough to exercise control over most of the factors affecting its
long term performance. An SBU may be a business unit within a
larger corporation, or it may be a business into itself or a branch.

7. LEVELS OF STRATEGY
 CORPORATE LEVEL STRATEGY
 BUSINESS LEVEL STRATEGY
 FUNCTIONAL LEVEL STRATEGY

8. CORPORATE LEVEL STRATEGY
It occupies the highest level of strategic decision-making and covers
actions dealing with the objective of the firm, acquisition and allocation
of resources and coordination of strategies of various SBU’S for
optimal performance.

9. BUSINESS LEVEL STRATEGY
It is applicable in those
organizations which have
different businesses
and each business is treated
as strategic business unit.

10. FUNCTIONAL LEVEL STRATEGY
It relates to a single functional operation and the activities involved therein.
This strategy deals with relatively restricted plan providing objectives for
specific function, allocation of resources among different operations within
that functional area and coordination between them.

11. STRATEGIC HUMAN RESOURCE ISSUES
• Train some of the employees in the area of time management, materials
handling at work.
• Retrenchment of surplus employees caused due to superior speed.
• Pay for performance.
• Promotion based on efficiency.
• High quality work environment at the production place.
• Provide resources to supervisors enabling them to do succession planning
with the intent of developing career ladders for employees who want to
advance.
• Provide resources to supervisors to help them with job design to meet the
needs of the workforce.

12. Organisational & Human Resource Strategies
Corporate level strategies vis a vis HR Strategies.
 Growth strategies.
 Internal growth.
 Concentration strategies.

13. Mergers & Acquisitions Strategies
Background
• Competition has influenced the invention of various business
strategies in modern industries.
• Objective: help organisations grow and achieve strong presence in
markets and industries.
• Mergers and acquisitions one such business strategy.

14. Definitions
• Merger: partnership between companies pursuing a common goal.
• Acquisition: where one company buys a firm.
• Main attraction: cumulative returns realised in the combination.
• Involve buying out (acquisition) or partnering with (merger) another
firm to acquire a bigger capital or market base for a bigger
competitive advantage

15. Advantages of Mergers
• No cash requirements.
• Firms avoid most of the expensive and
time-consuming elements of asset
purchases.
• Enjoy economies of scale and scope,
hence greater potential for
profitability, a stronger capital base,
and sustainable operations.
• Market and industrial competitiveness
advantages.

16. Advantages of acquisitions
• Reduced costs due to economies of scale.
• Higher efficiency in production process – higher
returns from same or less production activity.
• Broader market for products.
• Increased competitiveness in industry and market.
• Cheaper tax obligations and responsibilities.

17. Disadvantages of mergers/acquisitions
• Risks of diseconomies of scale and scope if
business becomes too large.
• Risks of inefficiencies if firm becomes too large
for effective management.
• Risk of culture clash between different types of
businesses.
• Risk of ineffective integration of the operations of
two businesses.
• Often necessitates the redundancy of some
workers.

18. Corporate Strategy in HRM
•A key mechanism for linking corporate strategy with employee output
is an HR management system that builds shared, collective perceptions,
attitudes and behaviours among employees.
•Says Paauwe, “HR practices can increase the value of an organisation’s
human capital pool by directing employees towards corporate goals – if
those employees are willing to stay within the organisation.”

19. Advantages
• Enhanced understanding of HR implication of business strategy.
• Recruitment of talented people prior to their needs.
• Effective planning of assignments and other HR development action
including lateral movements to facilitates long-range broadening of
managerial perspective.

20. WHY
WHAT
HOW
The
of Change Management

21. establish leadership alignment;
create the desire and will to change;
build project team clarity around objectives,
roles, scope and processes.
Create PROJECT
TEAM

22. Evaluate the impact of the change on
stakeholders; identify existing change processes
and communication channels; clarify the business
case for change.
ANALYZE
Change Needs

23. Develop the detailed Change Game Plan;
identify resources and assign responsibilities for
execution of the plan.
Deliver on the Change Game Plan elements.
GAME PLAN
Design & Execute

24. 1.0 leadership
…its about inspiring

25. 2.0 involvement
…its about engaging

26. 3.0 communicating
…its about sharing information of change

27. 5.0 measurement
…its about defining, quantifying and monitoring