This document provides an overview of strategic human resource management. It discusses how HR must align with business strategy and outlines some specific HR strategies like talent management, engagement, and knowledge management. It also examines how HR strategies are shaped by factors like the external environment, business needs, and job roles. The goal of strategic HRM is to optimize how employees can contribute to organizational success.

1. g’ morning
welcome to 4th semester / 2016

2. the learning's !!!

3. Strategic HRM
Strategic Angle of HR
The People Management
The HR Functions
The Role of HR in VUCA
VUCA is an acronym used to describe or reflect on the volatility,
uncertainty, complexity and ambiguity of general conditions and
situations.
How do you prepare – Skills, Knowledge, Competency

4. The Scope of SHRM and Learning …..
Conception framework
HR as a Profession
HR Environment
HR strategy/ technology
HR Scorecard
Designing HR systems
Human Capital
HR Audit
HPWS
Software and HR
HR survey and best place to work
HRD and other related roles of HR

5. Lets look at…..
The changing workplace- The Business Environment
The role of CHRO

6. The changing workplace
• Information Economy
• Technology
• Emergence of Global Economy
• Small Business concept
• Informal network/ Network globally
• More choices
• Knowledge Economy
• Changing Customer demand
• Diversity
• Diversification
• GenY
• Women Empowerment
• Cloud Computing
• Virtual World
• Entrepreneurship rising

7. • Challenging demographic shifts
– An aging population in many areas
– Large pockets of youth
• A broad mismatch between education and
opportunity
– Rise of the service sector
– Concerns regarding educational vigor
• Technology-driven changes in the way work is
done
– Remote, globally linked
– Decline of mid-tier jobs
• Growing workplace diversity
The changing workplace

8. • Female
• Old(er)
• Entrepreneurial
• Mobile
Issues
• Engagement
• Attrition
• Diversity
• Work-balance
• Knowledge workers
What’s New About the Workers?

9. HR Challenges

10. The Contingent Workforce
The notion of permanency is slipping away . . .
The idea of lifetime employment is gone . . .
The idea of teams where all of the people come from
within one company is past . . .
It’s a contingent world

11. STRATEGIC [ HUMAN RESOURCE MANAGEMENT ]

12. STRATEGY
“The determination of the basic long-term goals and objectives of an enterprise
and the adoption of courses of action and the allocation of resources necessary
for carrying out these goals.”
A critical factor that affects Firm Performance

13. STRATEGY
Create 3 HR strategies for our organisation in managing
the Human Resources to get the Right Talent
3 strategies

14. STRATEGY
As an HR Professional, What do you do when you are caught during
Terrorist Attach
3 strategies

15. STRATEGY
• At the core, its is the debate between best fit and best practice
• Used for gaining a competitive advantage
– Innovation
• Offer something new; different from competitors
– Quality Enhancement
• Products and services
– Cost Reduction
• Attempt to be the lowest cost provider
• Optimal strategy depends on the wants and nature of competitors

16. TYPES OF STRATEGY
• Business
– Examines correspondence between each firm’s competitive strategy and its
system of high performance work practices
• Operations
– An internal approach; connected to the work organization inside a firm
• ResourceView
– Views human resources as sources of sustained competitive advantage
– HR intervention
– HR systems….. HPWS/ HPWF/ HPWP

17. STRATEGY
The direction and scope of an organization over the long term
It should match the resources of the organization to its changing
environment (markets, customers and other stakeholders)
Strategy determines the direction where the organization is going

18. What gives the firm competitive advantage?
• Unique (differentiation, focus)
• Hard to copy
• Sustainable
• Competitive Advantage
• Competency
• Core Competency
• Framework / Models / Structure / ……. BSc

19. [ STRATEGIC ] HUMAN RESOURCE MANAGEMENT

20. • SHRM is about systematically linking people with the organisation; more
specifically, it is about the integration of HRM strategies into corporate
strategies
• An alignment of the organisation’s HR practices, policies and programmes
with corporate and strategic business unit plans
STRATEGIC HRM

21. TranslatingVision and Strategy: Four Perspectives
Vision and
Strategy
Objectives Measures Targets Initiatives
FINANCIAL
―To succeed
financially, how
should we
appear to our
shareholders?‖
Objectives Measures Targets Initiatives
LEARNING AND GROWTH
―To achieve
our vision, how
will we sustain
our ability to
change and
improve?‖
Objectives Measures Targets Initiatives
CUSTOMER
―To achieve
our vision, how
should we
appear to our
customers?‖
Objectives Measures Targets Initiatives
INTERNAL BUSINESS PROCESS
―To satisfy our
shareholders
and customers,
what business
processes must
we excel at?‖

22. STRATEGIC HRM
―(S)trategic HRM is about how the employment / work relationships for all employees
can be managed in such a way as to contribute optimally to the organization’s goal
achievement.‖ Legge (2005) P. 223

23. What are HR strategies?
• HR strategies set out what the organization intends to do about its human
resource management policies and practices and how they should be
integrated with the business strategy and with each other.
Key elements:
– Strategic objectives
– Plan of action

24. Overall HR strategies
…describe the general intentions of the organization about how people
should be managed and developed and what steps should be taken to
ensure that the organization can attract and retain the people it needs; and
ensure that employees are committed, motivated, engaged.

25. Human Resource Management Strategy
HRMS..
• HR is multidisciplinary: It applies the disciplines of Economics (wages,
markets, resources), Psychology (motivation, satisfaction), Sociology
(organization structure, culture) and Law (min. wage, labor contracts)
• HR is embedded within the work of all managers, and most individual
contributors due to the need of managing people (subordinates, peers and
superiors) as well as teams to get things done.

26. Human Resource Management Strategy
HRMS..
• HR is multidisciplinary: It applies the disciplines of Economics (wages,
markets, resources), Psychology (motivation, satisfaction), Sociology
(organization structure, culture) and Law (min. wage, labor contracts)
• HR is embedded within the work of all managers, and most individual
contributors due to the need of managing people (subordinates, peers and
superiors) as well as teams to get things done.

27. HR PRACTICES LINKEDWITH COMPETITIVE STRATEGY
• HR planning
• Recruitment
• Training
• Career Path
• Promotions
• HR accounting
• Openness

28. Specific HR strategies
• High-performance management
• Corporate social responsibility
• Organization development
• Engagement
• Knowledge management
• Talent management
• Learning and development
• Rewarding
• Employee relations

29. HR Strategy: Context of HR System

30. HR Strategy: Context of HR System
The ―Five Factors‖ Influencing the HR System
– External Environment
– Social: social values, roles, trends, etc.
– Political: political forces, changes. Ex. PM and its agenda for Social
Security
– Legal: laws, court decisions, regulatory rules
– Economic: product, labor, capital, factor markets

31. Business Strategy and HRP
HRP process

32. mission
objectives and goals
strategy
structure
people
STRATEGIC DIRECTION HR LINKAGE
determining organization’s business
setting goals and objectives
determining how to attain goals
and objectives
determining what jobs need to be done
and by whom
matching skills, knowledge, and
abilities to required jobs
Linking Organizational / Business Strategy to HR Planning

33. Competency based Job Analysis

34. Five Work Generations Today
Source: Bureau of Labor Statistics Employment Projections

35. Competency: The superior performance indicators and characteristics
Job Analysis: The complete MIS of job, cut into job evaluation; Job study; Job
Description
What I have X What is needed XWhat is to be Addressed X How to
address…… leads to SHRM intervention

36. Competency:
– General
– Technical
– Subject/ Domain
– Leadership
– Competency Architect
• Core Competency
• Functional Competency
• Job Related

37. 37
HR Competency domains
Core Competency…. Which are rare
Level Competency …. Which are essential
Role Competency …. Non-substitutable

38. As an HR
Professional/
Manager/ Executive,
what ……
• Knowledge
• Skills
• Abilities
• Work Style
• is needed !!!!!

39. Example of HR Manager
Competency and Job Analysis
Role
Responsibility
Task
Work Activity

40. HR Roles / JD andWork context with respect to SHRM

41. Knowledge
• Personnel and Human Resources — Knowledge of principles and procedures for personnel
recruitment, selection, training, compensation and benefits, labor relations and negotiation, and
personnel information systems.
• Administration and Management — Knowledge of business and management principles
involved in strategic planning, resource allocation, human resources modeling, leadership technique,
production methods, and coordination of people and resources.
• English Language — Knowledge of the structure and content of the English language including
the meaning and spelling of words, rules of composition, and grammar.
• Customer and Personal Service — Knowledge of principles and processes for providing
customer and personal services.This includes customer needs assessment, meeting quality
standards for services, and evaluation of customer satisfaction.
• Law and Government — Knowledge of laws, legal codes, court procedures, precedents,
government regulations, executive orders, agency rules, and the democratic political process.

42. Knowledge
• Political System
• Political Policies
• Public Administration
• Public Governance
• The Office of Government

43. HR Competencies, HR Effectiveness and
Business Performance and Strategic
HRM perceptive ……..1

44. Skills
• Active Listening — Giving full attention to what other people are saying, taking time to
understand the points being made, asking questions as appropriate, and not interrupting at
inappropriate times.
• Management of Personnel Resources — Motivating, developing,and directing people as they
work, identifying the best people for the job.
• Social Perceptiveness — Being aware of others' reactions and understanding why they react as
they do.
• Speaking — Talking to others to convey information effectively.
• Coordination — Adjusting actions in relation to others' actions.

45. Abilities
• Oral Comprehension — The ability to listen to and understand information and ideas presented
through spoken words and sentences.
• Written Comprehension — The ability to read and understand information and ideas presented
in writing.
• Oral Expression — The ability to communicate information and ideas in speaking so others will
understand.
• Speech Recognition —The ability to identify and understand the speech of another person.
• Written Expression — The ability to communicate information and ideas in writing so others
will understand.

46. Work Style
• Integrity — Job requires being honest and ethical.
• StressTolerance — Job requires accepting criticism and dealing calmly and effectively with high
stress situations.
• Leadership — Job requires a willingness to lead, take charge, and offer opinions and direction.
• Dependability — Job requires being reliable, responsible, and dependable,and fulfilling obligations.
• Initiative — Job requires a willingness to take on responsibilities and challenges

47. HR Competencies, HR Effectiveness and
Business Performance and Strategic
HRM perceptive ……..2

48. Most Critical HRM Areas that contribute to
Organisational Business Strategy
Module 4

49. Most Critical HRM Areas that contribute to
Organisational Business Strategy
• PMS
• T and D
• Staffing and recruitment
• Compensation
• Workforce planning
• Employee benefits and services
• OD exercise
• Legal compliance
• Change management
• HRIS
• Diversity management
• HR Research
• Ref: In. Jl of IR, , 2 Oct, 2015, p: 247…….
Profile of HR Professionals
• Human Capital Management
• HR Accounting
• HR Audit
• HPWS

50. 1…..HR Competencies and Strategic HRM perceptive
2…..recent SHRM Practices
3….. Future of HR
…….. Module 6 and last module

51. Triangle of Success
Knowledge

52. A competency refers to a cluster of knowledge, skills, abilities and other
characteristics (KSAOs) needed for effective job performance.
A set of competencies that define the requirements for effective performance
in a specific job, profession or organization are collectively referred to as a
competency model

53. SHRM Competency Model
• HR EXPERTISE (HR KNOWLEDGE)
• RELATIONSHIP MANAGEMENT
• COMMUNICATION
• ETHICAL PRACTICE
• BUSINESSACUMEN
• CRITICAL EVALUATION
• GLOBAL & CULTURAL EFFECTIVENESS
• LEADERSHIP & NAVIGATION
• CONSULTATION

54. Human Resource Expertise (HR Knowledge)
Key Behaviors of HRE
• Remains current on relevant laws, legal rulings and regulations.
• Maintains up-to-date knowledge of general HR practices, strategy and technology.
• Demonstrates a working knowledge of critical human resource functions, including
strategy; workforce management; learning and development; total rewards; risk
management; employment law; HR technology; and global and international HR.
• Prioritizes work duties for maximum efficiency.
• Develops and utilizes best practices.
• Delivers customized human resource solutions for organizational challenges.
• Seeks professional HR development.
• Seeks process improvement through numerous resources.
• Utilizes core business and HR-specific technologies to solve business challenges.

55. Relationship Management
Key Behaviors of RM
• Establishes credibility in all interactions.
• Treats all stakeholders with respect and dignity.
• Builds engaging relationships with all organizational stakeholders through trust, teamwork and direct
communication.
• Demonstrates approachability and openness.
• Ensures alignment within HR when delivering services and information to the organization.
• Provides customer service to organizational stakeholders.
• Promotes successful relationships with stakeholders.
• Manages internal and external relationships in ways that promote the best interests of all parties
• Champions the view that organizational effectiveness benefits all stakeholders.
• Serves as an advocate when appropriate.
• Fosters effective teambuilding among stakeholders.
• Demonstrates ability to effectively build a network of contacts at all levels within the HR function and in
the community, both internally and externally.

56. Consultation
Key Behaviors of Cl
• Applies creative problem-solving to address business needs and issues.
• Serves as an in-house workforce and people management expert.
• Analyzes specific business challenges involving the workforce and offers
solutions based on best practices or research.
• Generates specific organizational interventions (e.g., culture change,
change management, restructuring, training) to support organizational
objectives.
• Develops consultative and coaching skills.
• Guides employees regarding specific career situations.

57. Leadership and Navigation
Key Behaviors of L and N
• Exhibits behaviors consistent with and conforming to organizational culture.
• Fosters collaboration.
• Understands the most effective and efficient way to accomplish tasks within the parameters
of organizational hierarchy, processes, systems and policies.
• Develops solutions to overcome potential obstacles to successful implementation of
initiatives.
• Demonstrates agility and expertise when leading organizational initiatives or when
supporting the initiatives of others.
• Sets the vision for HR initiatives and builds buy-in from internal and external stakeholders.
• Leads the organization through adversity with resilience and tenacity.
• Promotes consensus among organizational stakeholders (e.g., employees, business unit
leaders, informal leaders) when proposing new initiatives.
• Serves as a transformational leader for the organization by leading change.

58. Communication
Key Behaviors of Cm
• Provides clear, concise information to others in verbal, written, electronic and other communication
formats for public and organizational consumption.
• Listens actively and empathetically to the views of others.
• Delivers critical information to all stakeholders.
• Seeks further information to clarify ambiguity.
• Provides constructive feedback effectively.
• Ensures effective communication throughout the organization.

59. Communication
Key Behaviors of Cm
• Provides proactive communications.
• Demonstrates an understanding of the audience’s perspective.
• Treats constructive feedback as a developmental opportunity.
• Welcomes the opportunity to discuss competing points of view.
• Helps others consider new perspectives.
• Leads effective and efficient meetings.
• Helps managers communicate not just on HR issues.

60. Global and Cultural Effectiveness
Key Behaviors of G and CF
• Has a strong set of core values while operating with adaptability to particular conditions, situations and
people.
• Maintains openness to others’ ideas and makes decisions based on experience, data, facts and reasoned
judgment.
• Demonstrates nonjudgmental respect for other perspectives.
• Works effectively with diverse cultures and populations.
• Conducts business with an understanding and respect for the differences in rules, customs, laws,
regulations and business operations between own culture and all cultures.
• Appreciates the commonalities, values and individual uniqueness of all human beings.
• Possesses self-awareness and humility to learn from others.
• Embraces inclusion.

61. Ethical Practice
Key Behaviors of EP
• Maintains confidentiality.
• Acts with personal, professional and behavioral integrity.
• Responds immediately to all reports of unethical behavior or conflicts of interest
• Empowers all employees to report unethical behavior or conflicts of interest without
fear of reprisal.
• Shows consistency between espoused and enacted values.
• Acknowledges mistakes.
• Drives the corporate ethical environment.

62. • Applies power or authority appropriately.
• Recognizes personal bias and others’ tendency toward bias, and takes measures to
mitigate the influence of bias in business decisions.
• Maintains appropriate levels of transparency in organizational practices.
• Ensures that all stakeholder voices are heard.
• Manages political and social pressures when making decisions.

63. Ethical Practice
Key Behaviors of EP
• Maintains confidentiality.
• Acts with personal, professional and behavioral integrity.
• Responds immediately to all reports of unethical behavior or conflicts of interest
• Empowers all employees to report unethical behavior or conflicts of interest without
fear of reprisal.
• Shows consistency between espoused and enacted values.
• Acknowledges mistakes.
• Drives the corporate ethical environment.

64. • Applies power or authority appropriately.
• Recognizes personal bias and others’ tendency toward bias, and takes measures to
mitigate the influence of bias in business decisions.
• Maintains appropriate levels of transparency in organizational practices.
• Ensures that all stakeholder voices are heard.
• Manages political and social pressures when making decisions.

65. Critical Evaluation
Key Behaviors of CE
• Makes sound decisions based on evaluation of available information.
• Assesses the impact of changes to law on organizational human resource
management functions.
• Transfers knowledge and best practices from one situation to the next.
• Applies critical thinking to information received from organizational stakeholders
and evaluates what can be used for organizational success.
• Gathers critical information.

66. • Analyzes data with a keen sense for what is useful.
• Delineates a clear set of best practices based on experience, evidence from
industry literature,
• published peer-reviewed research, publicly available web-based sources of
information and other sources.
• Analyzes information to identify evidence-based best practices.
• Identifies leading indicators of outcomes.
• Analyzes large quantities of information from research and practice.

67. Business Acumen
Key Behaviors of BA
• Demonstrates an understanding of the strategic relationship between effective
human resource management and core business function.
• Demonstrates a capacity for understanding the business operations and functions
within the organization.
• Understands the industry and business/competitive environment within which the
organization operates.
• Makes the business case for HR management (e.g., ROI) as it relates to efficient
and effective organizational functioning.

68. • Uses organizational resources to learn the business and operational functions.
• Understands organizational metrics and their correlation to business success.
• Uses organizational metrics to make decisions.
• Markets HR both internally (e.g., return on investment/ROI of HR initiatives) and
externally (e.g., employment branding).
• Leverages technology to solve business problems.

69. Latest as per Competency Study 2015
• Strategic Positioner
• Credible Activist
• Capability Builder
• Change Champion
• Human Resource Innovator and Integrator
• Technology Proponent

70. Strategic Positioner
• Interpreting global business context
• Decoding customer expectations
• Co-crafting a strategic agenda

71. Credible Activist
• Earning trust through results
• Influencing and relating to others
• Improving through self-awareness
• Shaping the HR profession

72. Capability Builder
• Capitalizing organizational capability
• Aligning strategy, culture, practices, and behavior
• Creating a meaningful work environment

73. Change Champion
• Initiating change
• Sustaining change
• Leadership
• Big Picture analysis

74. Human Resource Innovator and Integrator
• Optimizing human capital through workforce planning and analytics
• Developing talent
• Shaping organization and communication practices
• Driving performance
• Building leadership brand

75. Technology Proponent
• Improving utility of HR operations
• Connecting people through technology
• Leveraging social media tools

76. HR as a
Profession

77. Paradigm shift in Business Scenario
• Competition is global
• Speed
• Growing customer expectations
• People issues to be addressed on top priority

81. • HR Quality Index
• Impact of Employee Practices on Business Performance

82. Question ….
To what extent does your HR department use the following HR practices to
manage employees?

83. • Select best all around candidates when recruiting
• Provide employees comprehensive training throughout their career
• Use performance appraisals to provide employees feedback for personal
development
• Offer pay level (including incentives) that is higher than that of competitors
• Ensure that employee salaries and rewards are determined by
performance
• Empower employees to recommend necessary changes in the way they
perform their work
• Ask employees for their opinions in advance on decisions that affect
employees

85. SHIFTSTHAT ARE RE-SHAPING HR ROLES
FROM
Local markets, operations
Manufacturing, clerical work
Hierarchy
Intermediaries; face-to-face
Obedience to formal authority
Stability, efficiency, control
Full time job
Customer service
Work done by employees
Fixed work location
Management prerogative
Loyal service
White, male workforce
Financial performance
―Get a job‖
TO
Global markets, operations
Service, knowledge work
Networks
Direct access, virtual relationship
Questioning of formal authority
Change, creativity, flexibility, order
Part-time and project work
Shareholder, stakeholder value
Work done by many contributors
Diverse work locations
Social licence
Marketable knowledge,skills
Diverse workforce
Triple bottom line
―Get a life‖

86. HR EXECUTIVES’VIEW OFTHE FUTURE
TOP 5 BUSINESS CHALLENGES
• Developing new markets
• Improving profitability
• Market share growth
• Becoming the recognised global
market leader
• Building shareholder value
TOP 3 HR CHALLENGES
• Attracting and retaining talented
people
• Improving organisational
capabilities
• Developing leadership skills

87. “The bad and the ugly in HR”
―Many HR people still lack business acumen‖
―We have not adequately managed high expectations of HR‖
―There’s too much modeling of mediocrity… and way too little real research
going on‖
―We have overhyped e-learning and some other fads‖
―We do much order-taking… and mistaking talk for action‖

88. Body of Knowledge
Strategic Business Management
Talent Management
Change Management
Workforce Planning and Employment
Compensation and Benefits
Human Resource Development
Employee and Labor Relations
HR Technology
Risk Management
Global and International Human Resources
Bodies of knowledge for HR professionals 10 years from now

89. HR environment: Overview
The Impact of Characteristics of an HR Department and Business Success

90. To what extent are the following true of your HR department?
• Interacts effectively with the Board of Directors
• Has clear roles and responsibilities for each of the groups within HR (e.g., service
centers, centers of expertise, embedded HR)
• Matches the structure of the HR department with how the business is organized
• Ensures that HR initiatives enable the business to achieve strategic priorities
• Develops an HR strategy that clearly links HR practices to business strategy
• Ensures that the different groups within HR work effectively with each other to
provide integrated HR solutions
• Effectively manages external vendors of outsourced HR activities
• Invests in training and development of HR professionals
• Ensures that HR is a cultural role model for the rest of the organization
• Holds line managers accountable for HR
• Connects HR activities to external stakeholder expectations (e.g., customers,
investors)
• Tracks and measures the impact of HR

91. TYPES OF ENVIRONMENTS
• External
• Internal
• Static
• Changing

92. EXTERNAL ENVIRONMENTS: 1
• Labor Market
• Unions
• Legal Mandates and Prohibitions

93. EXTERNAL ENVIRONMENTS: 2
• Stakeholders
• Societal Norms
• Professional Ethics
• Competing Organizations

94. EXTERNAL ENVIRONMENTS: 3
• Collaborating Organizations
• Demands for Service (Customers)
• Technology
• Economic and Social Change

95. INTERNAL ENVIRONMENTS: 1
• Structure of Organization
• Allocation of Tasks
• Availability of Resources
• Organization ofWorkforce Rules

96. INTERNAL ENVIRONMENTS: 2
• Development andTraining Process
• Rewards and Benefits Structure
• Strategic Uses of Compensation and Benefits
• Adaptations to Organizational Change

97. LEGAL ENVIRONMENT: 1
• Safety
• Compensation
• Disability
• Discrimination

98. LEGAL ENVIRONMENT: 2
• Licensing
• Auditing
• Use of Resources
• Conflicts of Interest

99. LEGAL ENVIRONMENT: 3
• Immigration
• Taxes
• JobTermination
• Privacy

100. LEGAL ENVIRONMENT: 4
• Confidentiality
• Mandatory Reporting
• Background Checks
• Drug FreeWorkplace

101. NORMS, ETHICS, STANDARDS
• Professional Associations
• Licensing Boards
• Statutory Law
• Traditions and Habits
• Interest Groups

102. External Organizations
• Governmental Organizations
• Similar Non-Profits Organization
• Profit Oriented Organizations
• Advocacy Organizations

103. HRM in knowledge economy

104. The flexible enterprise
• Multiple centres
• Steeple of expertise
• Interdependent units
• Multiple alliances
• Diverse structures
• Cosmopolitan mindset Emphasis on flexibility

105. Predictions for the 2020 Workplace (1)
1. Career advancement based on reputational capital
2. Mobile device become office, classroom, concierge
3. Global talent shortage will be acute ♠
4. Recruiting through social networking sites ♠
5. Web commuters force companies to reinvent
6. CEOs must know blogging ♠
7. Corporate curriculum uses video game & simulation♠
8. Move from outsourcing to crowdsourcing ♠

106. Predictions for the 2020 Workplace (2)
9. Leaders are elected
10. Lifelong learning will be a business requirement
11. Work-life flexibility replace work-life balance ♠
12. Use CSR to attract and retain talents ♠
13. Cultural diversity is a business issue not HR issue
14. The lines among marketing, communication, and learning will blur
15. Social media literacy is required for everyone♠
16. Permanent full-time employment fades out ♠

107. Forces Shaping the Future HR
 A worldwide shift in demographics ♠
 The knowledge economy
 Globalization and cultural diversity
 The digital workplace
 The ubiquity of mobile technology ♠
 A culture of connectivity ♠
 Corporate social responsibility ♠

108. • Look at all the HR systems
• What Newness can be done
• How can it be worked

109. Problems with HR
Profession
Art
vs.
Science
Influence
Boardroom
vs.
Department
Skills
Transactional
vs.
Transformational
Perception
Enforcers
vs.
Advocate
HR Challenges

110. What do CEOs Think of HR?
• Do not possess a sufficient working knowledge of what business is all about or
of the strategic goals of the organization they serve.
• Lack leadership ability.
• Are reactive ♠.
• Unable to take the lead to establish a vision for change and gain the support
necessary to lead the charge ♠.
• Are fad chasers who want to find solutions to problem in other organizations
and then “drop them in place” ♠.

111. What do CEOs Want From HR?
• Committed to the success of the organization
• Understand overall corporate mission
• Capable to instill & nurture trust ♠
• Recruits/selects high-quality professionals ♠
• Up-to-dated legislative/ regulatory issues
• Contribution of education and development programmes to future
requirements of business
• Develops HR plans linked to business mission & strategy ♠
• Works effectively with other line managers ♠

112. Self-centered ♠
Emotional
Lack of ownership
Impatient ♠
Low self-esteem
Low self-efficacy ♠
Psychological Characteristics of Today Generation

113. HRM Strategy

114. HR Scorecard for
Hotel Paris
International
Corporation*
Figure 4–11

115. HR Solutions
1. Restructure the time and place of work
2. Make work physically easier
3. Develop approaches to tap expertise
4. Broaden your definition of ―workforce‖
5. Leverage Boomers’ specialized skills, unique capabilities, and lifestyle
6. Help them plan
7. Train them
8. Help them experiment
9. Help them leverage their skills outside your organization
10. Develop realistic succession plans and well-grounded workforce strategies

117. Skills
• Active Listening — Giving full attention to what other people are saying, taking time to
understand the points being made, asking questions as appropriate, and not interrupting at
inappropriate times.
• Management of Personnel Resources — Motivating, developing,and directing people as they
work, identifying the best people for the job.
• Social Perceptiveness — Being aware of others' reactions and understanding why they react as
they do.
• Speaking — Talking to others to convey information effectively.
• Coordination — Adjusting actions in relation to others' actions.

118. Abilities
• Oral Comprehension — The ability to listen to and understand information and ideas presented
through spoken words and sentences.
• Written Comprehension — The ability to read and understand information and ideas presented
in writing.
• Oral Expression — The ability to communicate information and ideas in speaking so others will
understand.
• Speech Recognition —The ability to identify and understand the speech of another person.
• Written Expression — The ability to communicate information and ideas in writing so others
will understand.

119. Work Style
• Integrity — Job requires being honest and ethical.
• StressTolerance — Job requires accepting criticism and dealing calmly and effectively with high
stress situations.
• Leadership — Job requires a willingness to lead, take charge, and offer opinions and direction.
• Dependability — Job requires being reliable, responsible, and dependable,and fulfilling obligations.
• Initiative — Job requires a willingness to take on responsibilities and challenges

120. HR Competencies, HR Effectiveness and
Business Performance and Strategic
HRM perceptive ……..2

121. • Strategic Positioner
• Credible Activist
• Capability Builder
• Change Champion
• Human Resource Innovator and Integrator
• Technology Proponent

122. Strategic Positioner
• Interpreting global business context
• Decoding customer expectations
• Co-crafting a strategic agenda

123. Credible Activist
• Earning trust through results
• Influencing and relating to others
• Improving through self-awareness
• Shaping the HR profession

124. Capability Builder
• Capitalizing organizational capability
• Aligning strategy, culture, practices, and behavior
• Creating a meaningful work environment

125. Change Champion
• Initiating change
• Sustaining change

126. Human Resource Innovator and Integrator
• Optimizing human capital through workforce planning and analytics
• Developing talent
• Shaping organization and communication practices
• Driving performance
• Building leadership brand

127. Technology Proponent
• Improving utility of HR operations
• Connecting people through technology
• Leveraging social media tools

128. HR as a
Profession

129. Paradigm shift in Business Scenario
• Competition is global
• Speed
• Growing customer expectations
• People issues to be addressed on top priority

133. • HR Quality Index
• Impact of Employee Practices on Business
Performance

134. Question ….
To what extent does your HR department use
the following HR practices to manage
employees?

135. • Select best all around candidates when recruiting
• Provide employees comprehensive training throughout their career
• Use performance appraisals to provide employees feedback for
personal development
• Offer pay level (including incentives) that is higher than that of
competitors
• Ensure that employee salaries and rewards are determined by
performance
• Empower employees to recommend necessary changes in the way
they perform their work
• Ask employees for their opinions in advance on decisions that
affect employees

137. SHIFTSTHAT ARE RE-SHAPING HR ROLES
FROM
Local markets, operations
Manufacturing, clerical work
Hierarchy
Intermediaries; face-to-face
Obedience to formal authority
Stability, efficiency, control
Full time job
Customer service
Work done by employees
Fixed work location
Management prerogative
Loyal service
White, male workforce
Financial performance
―Get a job‖
TO
Global markets, operations
Service, knowledge work
Networks
Direct access, virtual relationship
Questioning of formal authority
Change, creativity, flexibility, order
Part-time and project work
Shareholder, stakeholder value
Work done by many contributors
Diverse work locations
Social licence
Marketable knowledge,skills
Diverse workforce
Triple bottom line
―Get a life‖

138. HR EXECUTIVES’VIEW OFTHE FUTURE
TOP 5 BUSINESS CHALLENGES
• Developing new markets
• Improving profitability
• Market share growth
• Becoming the recognised global
market leader
• Building shareholder value
TOP 3 HR CHALLENGES
• Attracting and retaining talented
people
• Improving organisational
capabilities
• Developing leadership skills

139. “The bad and the ugly in HR”
―Many HR people still lack business acumen‖
―We have not adequately managed high expectations of HR‖
―There’s too much modeling of mediocrity… and way too little real research
going on‖
―We have overhyped e-learning and some other fads‖
―We do much order-taking… and mistaking talk for action‖

140. Body of Knowledge
Strategic Business Management
Talent Management
Change Management
Workforce Planning and Employment
Compensation and Benefits
Human Resource Development
Employee and Labor Relations
HR Technology
Risk Management
Global and International Human Resources
Bodies of knowledge for HR professionals 10 years from now

141. HR environment: Overview
The Impact of Characteristics of an HR Department and Business Success

142. To what extent are the following true of your HR department?
• Interacts effectively with the Board of Directors
• Has clear roles and responsibilities for each of the groups within HR (e.g., service
centers, centers of expertise, embedded HR)
• Matches the structure of the HR department with how the business is organized
• Ensures that HR initiatives enable the business to achieve strategic priorities
• Develops an HR strategy that clearly links HR practices to business strategy
• Ensures that the different groups within HR work effectively with each other to
provide integrated HR solutions
• Effectively manages external vendors of outsourced HR activities
• Invests in training and development of HR professionals
• Ensures that HR is a cultural role model for the rest of the organization
• Holds line managers accountable for HR
• Connects HR activities to external stakeholder expectations (e.g., customers,
investors)
• Tracks and measures the impact of HR

143. TYPES OF ENVIRONMENTS
• External
• Internal
• Static
• Changing

144. EXTERNAL ENVIRONMENTS: 1
• Labor Market
• Unions
• Legal Mandates and Prohibitions

145. EXTERNAL ENVIRONMENTS: 2
• Stakeholders
• Societal Norms
• Professional Ethics
• Competing Organizations

146. EXTERNAL ENVIRONMENTS: 3
• Collaborating Organizations
• Demands for Service (Customers)
• Technology
• Economic and Social Change

147. INTERNAL ENVIRONMENTS: 1
• Structure of Organization
• Allocation of Tasks
• Availability of Resources
• Organization ofWorkforce Rules

148. INTERNAL ENVIRONMENTS: 2
• Development andTraining Process
• Rewards and Benefits Structure
• Strategic Uses of Compensation and Benefits
• Adaptations to Organizational Change

149. LEGAL ENVIRONMENT: 1
• Safety
• Compensation
• Disability
• Discrimination

150. LEGAL ENVIRONMENT: 2
• Licensing
• Auditing
• Use of Resources
• Conflicts of Interest

151. LEGAL ENVIRONMENT: 3
• Immigration
• Taxes
• JobTermination
• Privacy

152. LEGAL ENVIRONMENT: 4
• Confidentiality
• Mandatory Reporting
• Background Checks
• Drug FreeWorkplace

153. NORMS, ETHICS, STANDARDS
• Professional Associations
• Licensing Boards
• Statutory Law
• Traditions and Habits
• Interest Groups

154. External Organizations
• Governmental Organizations
• Similar Non-Profits Organization
• Profit Oriented Organizations
• Advocacy Organizations

155. HRM in knowledge economy

156. The flexible enterprise
• Multiple centres
• Steeple of expertise
• Interdependent units
• Multiple alliances
• Diverse structures
• Cosmopolitan mindset Emphasis on flexibility

157. Predictions for the 2020 Workplace (1)
1. Career advancement based on reputational capital
2. Mobile device become office, classroom, concierge
3. Global talent shortage will be acute ♠
4. Recruiting through social networking sites ♠
5. Web commuters force companies to reinvent
6. CEOs must know blogging ♠
7. Corporate curriculum uses video game & simulation♠
8. Move from outsourcing to crowdsourcing ♠

158. Predictions for the 2020 Workplace (2)
9. Leaders are elected
10. Lifelong learning will be a business requirement
11. Work-life flexibility replace work-life balance ♠
12. Use CSR to attract and retain talents ♠
13. Cultural diversity is a business issue not HR issue
14. The lines among marketing, communication, and learning will blur
15. Social media literacy is required for everyone♠
16. Permanent full-time employment fades out ♠

159. Forces Shaping the Future HR
 A worldwide shift in demographics ♠
 The knowledge economy
 Globalization and cultural diversity
 The digital workplace
 The ubiquity of mobile technology ♠
 A culture of connectivity ♠
 Corporate social responsibility ♠

160. • Look at all the HR systems
• What Newness can be done
• How can it be worked

161. Problems with HR
Profession
Art
vs.
Science
Influence
Boardroom
vs.
Department
Skills
Transactional
vs.
Transformational
Perception
Enforcers
vs.
Advocate
HR Challenges

162. What do CEOs Think of HR?
• Do not possess a sufficient working knowledge of what business is all about or
of the strategic goals of the organization they serve.
• Lack leadership ability.
• Are reactive ♠.
• Unable to take the lead to establish a vision for change and gain the support
necessary to lead the charge ♠.
• Are fad chasers who want to find solutions to problem in other organizations
and then “drop them in place” ♠.

163. What do CEOs Want From HR?
• Committed to the success of the organization
• Understand overall corporate mission
• Capable to instill & nurture trust ♠
• Recruits/selects high-quality professionals ♠
• Up-to-dated legislative/ regulatory issues
• Contribution of education and development programmes to future
requirements of business
• Develops HR plans linked to business mission & strategy ♠
• Works effectively with other line managers ♠