The document discusses several topics related to human resources and organizational strategy. It first discusses determining a company's health and wellness needs through assessing organizational needs. It then discusses strategic goals and how an HR strategy should aim to ensure the organization has the right people, skills, attitudes and employee development. The document also discusses the importance of integrating the HR strategy with broader organizational objectives and gaining organizational acceptance of the strategy.

2. Company’s Needs

3. Determine Your Company's Needs
Determining your company's health
and wellness needs is an essential
component of a successful workplace
wellness program. You may have many ideas
for programs and activities. Before jumping
ahead, you should first assess the needs of
your organization so you can tailor programs
to meet those specific needs.

4.  Define HR's role and pinpoint the
organization's HR needs.
 Do strategic planning.
 Designate and select HR Staff.
 Implement a method for record keeping
and HR systems management.
 Keep updated and abreast of
employment laws.

5. STRATEGIC GOAL

6. Strategic goal is the milestone the
organization aims to achieve that evolves from the
strategic issues. They transform strategic issues
into specific performance targets that impact the
entire organization. They can be qualitative or
quantitative. Dependent upon usage, GOALS are
general in nature, while OBJECTIVES are specific,
measurable and time-based. In some
organizations, the meanings for GOAL and
OBJECTIVE are reversed.

7. A comprehensive Human Resource Strategy
plays a vital role in the achievement of an
organization’s overall strategic objectives and
visibly illustrates that the human resources
function fully understands and supports the
direction in which the organization is moving. A
comprehensive HR Strategy will also support
other specific strategic objectives undertaken by
the marketing, financial, operational and
technology departments.

8. In essence, an HR strategy should aim to capture
"the people element" of what an organization is
hoping to achieve in the medium to long
term, ensuring that:
it has the right people in place
it has the right mix of skills
employees display the right attitudes and
behaviors, and
employees are developed in the right way.

9. Making the HR Strategy integral to
the organization
The human resources practitioner should
ensure that the HR Strategy is integrated with
broader organizational objectives. Above all, it
should ensure that the rest of the organization
accepts the Strategy.

11. Competencies refer to capabilities, abilities, skills,
proficiencies, expertise and experience. There are
two types of competencies – technical and non-
technical.

12. These are the skills and experiences that you can
most often identify from an individual’s resume
(if speaking about a job candidate):
ACHIEVEMENTS, SKILLS, KNOWLEDGE,
EXPERTISE, RELATIONSHIPS.
Technical competencies are easily verify and
discussed. It’s either they have then or they
haven’t. Technical competencies should always be
verified.

13. These are professional and personal skills and
include both motivational values and behavior.
These competencies – more often than not – are the
accelerators of performance or – if lacking in
sufficient strength and quality – are the reason
people fail to excel in jobs. Examples of Non-
Technical Competencies we measure are
ACCOUNTABILITY FOR OTHERS, EMPATHETIC
LOOK, PERSONAL
RELATIONSHIPS, DEVELOPING
OTHERS, DESIRE TO LEAD, SELF-ESTEEM, and
JOB ETHICS.

14. Competencies are particular
strengths relative to other
organizations in the industry which
provide the fundamental basis for the
provision of added value.
Every organization is a victim of its
own success, so there is a need of
diversification, which creates a
different mix of talents and capabilities.

15. According to Michael Porter, the three methods for
creating a sustainable competitive advantage are through:
1.Cost Leadership
2.Differentiation
3.Focus

16. Marketing Changes

17. 1.Customer Service Is the New Marketing
In a world gone social and with hyper-
transparency, the No. 1 priority today for
companies is creating and delivering great
products and services.
2.Customers Become Your Marketing
Department
Social media has changed marketing’s job
description. Your ability to grow your business
and acquire new customers begins with your
ability not just to satisfy your current customers
but also to “wow” them.

18. 3. “Mobile Marketing” Simply Becomes
“Marketing”
As more consumers spend more time
connected to the Internet and to each other via
portable devices, mobile’s distinction as a
unique, specialized communications channel
dissipates. It simply becomes the dominant way
we interact with brands beyond the physical
world.
4. Email Marketing: The Killer App
With a seemingly never-ending flow of new
marketing channels, and social media and mobile
getting all the buzz these days, email sometimes
feels like the forgotten stepchild. In fact, email is
only getting stronger and more vital in its role as
marketing workhorse.

20. What is Employee Turnover?
Employee turnover is
the process of replacing
one worker with another
for any reason.

21. Importance to Businesses
 Companies often take a deep
interest in their employee turnover
rates because replacing workers
can be a costly part of doing
business.

22. High employee turnover hurts a company’s bottom line.
Experts estimate it costs upwards of twice an employee’s
salary to find and train a replacement. It can even damage
morale among remaining employees.
Here are some ways to lower turnover in your workplace:
– Hiring the right people from the start, most experts agree, is
the single best way to reduce employee turnover.
– Setting the right compensation and benefits is important too.
Work with human resources to get current data on industry
pay packages, and get creative when necessary with benefits,
flexible work schedules and bonus structures.

23. – Bolster employees’ engagement.
– Managers often overlook how important a
positive work environment is for staffers, and how
far meaningful recognition and praise from
managers can go to achieve that.
Awards, recognition and praise might just be the
single most cost-effective way to maintain a
happy, productive work force.
– Outline challenging, clear career paths.
Employees want to know where they could be
headed and how they can get there.

25. Organizational Culture: Corporate
Culture in Organizations
Organizational culture is the workplace
environment formulated from the interaction of
the employees in the workplace. Organizational
culture is defined by all of the life experiences,
strengths, weaknesses, education, upbringing, and
so forth of the employees. While executive leaders
play a large role in defining organizational culture
by their actions and leadership, all employees
contribute to the organizational culture.

26. Thanks
For
Listening!!!