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The Manager's Role in Strategic Human Resource Management  최수형교수님  인적자원관리 인사조직전공  2 학기 공멍쉬
[object Object],[object Object],[object Object],[object Object],CONTENTS
Introduction The Hierarchy of Goals Management creates a hierarchy or chain of departmental goals, form the top down to the  lowest-rank managers, and even employees Business Plan Provides a comprehensive view of the firm's situation today and of its company-wide and department goals and plans for the nest 3-5years ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SET THE OBJECTIVE - the integral part of an effective managerial planning MBO  (Management by Objective) Supervisor and subordinate jointly set goals for the latter and periodically assess progress toward those goals.
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
  Strategic Management ,[object Object],[object Object],[object Object],Define the current business and  mission perform external and internal audits F ormulate new business and mission statement F ormulate strategies to  achieve the  strategic goals S trategic  P lanning S trategic E xecution S trategic E valuation T ranslate the  mission into goals I mplement the strategy ,[object Object],E valuate performance
STEP2   Perform External and Internal Audits Market leadership Strong research&development High-quality products Cost advantage Patents market saturation threat of takeover slower market growth low-cost foreign competition growing government regulation Large inventories excess capacity for market lack of management depth management turnover weak market image new overseas markets failing trade barriers competitiors failing diversification economy rebounding SWOT Strengths Opportunities Weakness Threats ,[object Object],[object Object]
STEP3   F ormulate New Directions Vision statement A general statement of the firm's intended direction  Mission statement ,[object Object],[object Object],[object Object],What business  are we in? What we want to be?
  Types of Strategies Corporate-Level Business 1 competitive  strategy Business 2 competitive  strategy Business 3 competitive  strategy WHAT BUSINESS ARE WE IN? HOW WILL WE COMPETE? HOW DO WU SUPPORT  THE COMPETITIVE STRATEGY? Sales Department Business 2 functional strategy Production HR Department Business 2 functional strategy Business 2 functional strategy
Corporate-level  Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],- Identifies the portfolio of businesses that, in total, comprise the commandant the ways in which these businesses relate to each other
Competitive  Strategy ,[object Object],- How to build and strengthen the business's long-term competitive position in the marketplace ,[object Object],[object Object],[object Object],[object Object],To be the  low-cost leader  ,[object Object],To be the unique ,[object Object],[object Object],[object Object],[object Object],[object Object],Carve out a Niche Market
Functional Strategy - identify the broad activities that each department will pursue in order to help the business accomplish its competitive goals Strategic Fit express the degree to which an organization is mat ching it's resource  and capabilities with the opportunities in the external  environment ,[object Object],[object Object],[object Object],[object Object]
HR & Strategy Human Resources as a competitive advantage Manager's role in strategic planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
  Strategic HRM Management Formulating and executing human resource polices and practices that produce the employee competencies and behaviour the company needs to achieve its strategic aims. Company Wide and HR Strategies  company's  strategic situation company's strategic plan company's  HR strategies organizational  performance Basic mode Ritz-Carlton company took over managing of Portman hotel SH ,[object Object],N ew HR policies & practices ,[object Object],[object Object],[object Object]," Best employer in Asia overall best business hotel in Asia "
HR and M&A Mergers present opportunities and hazards for both the company and the HR manager. A KPMG study showed that 83% of mergers and acquisitions failed to produce any benefits  O ver half actually ended up reducing the value of the companies involved.  ,[object Object],[object Object],[object Object],M&A often fail due to  " a lack of adequate preparation of the personnel involved a failure to provide training which fosters self-awareness, cultural sensitivity, and a spirit of cooperation. "
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic HRM Tools ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Map
HR Scorecard ,[object Object],HR activities (testing, training), resulting employee behaviour (as customer service), and resulting firm-wide strategic performance (as customer  satisfaction and profitability.) an effective  HR scorecard
Digital Dashboard
  High-Performance Work System ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],HR expense factor = HR expense ÷ total operating expense HR expenses in relation to total operating expense determine if the expenditures exceeded, met, or fell below budget
Benchmarking C omparing one's business processes and performance metrics   to  industry bests and/or best practices from other industries . Improvements from learning mean doing things better, faster, and cheaper . How to become more strategic ?
T hank you   !

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Hrm pt

  • 1. The Manager's Role in Strategic Human Resource Management 최수형교수님 인적자원관리 인사조직전공 2 학기 공멍쉬
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9. Types of Strategies Corporate-Level Business 1 competitive strategy Business 2 competitive strategy Business 3 competitive strategy WHAT BUSINESS ARE WE IN? HOW WILL WE COMPETE? HOW DO WU SUPPORT THE COMPETITIVE STRATEGY? Sales Department Business 2 functional strategy Production HR Department Business 2 functional strategy Business 2 functional strategy
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 19.
  • 21.
  • 22. Benchmarking C omparing one's business processes and performance metrics to industry bests and/or best practices from other industries . Improvements from learning mean doing things better, faster, and cheaper . How to become more strategic ?