The document discusses strategic human resource management and planning. It covers the strategic planning process, including environmental scanning, strategy formulation, implementation, budgeting and evaluation. It also discusses strategic HR management functions like organizational structures, change management and globalization considerations. Key aspects of strategic planning like vision, mission, goals and balanced scorecards are explained.
Evaluating the Organizational development in ODL by BSC ModelShahram Honarmayeh
My speech outlines cover the following concepts:
ODL, Organization, Organizational Structure, The balnced scorecard, Stakeholders, Scorecard, Performance
Corporate and Personal Strategic Planning is a Process for Reaching Professional or Personal Goals. It can be used in coaching sessions for individuals, small businesses corporate teams or corportae planning to strategize action plans
Strategic Planning, Execution Frameworks & Organizational Health – Executive Summary
There are many frameworks and components for strategic management, planning, and execution; like a Ferrari, a BMW, or a Volkswagen, they all do the job – just differently. Ultimately, every business needs to answer some key questions:
Where are we? Where are we going? How do we get there? How are we doing? How do we function effectively? How can we influence what we cannot control? How should we appear to Customers (BtoB, BtoC)? How do we look to our investors? How do we look to our workforce? How do we sustain, and continuously learn & improve? What must we excel at to satisfy stakeholders? How do we become The Employer of Choice, and the Provider of Choice in the markets we serve?
Led by an internal team (which frequently includes the CEO, CFO, COO, CHRO, sales & marketing, IT/IS, and other represented disciplines), and sometimes also key stakeholders (customers, suppliers), the output is practical & tactical, helping to enable sterling execution & organizational health.
Strategic management is a method by which leaders conceive of and implement a strategy that leads to a sustainable competitive advantage.
Strategic planning is a systematic, organizational effort that includes initial assessment, thorough analysis, strategy formulation, its implementation and evaluation, leading to the achievement of business goals, and competitive advantage. Continuous improvement / continuous learning includes benchmarking, best practices, change management, and performance excellence. Input frequently comes from senior management, and may also come from lead investors, the workforce, key customers, suppliers, and distributors.
Execution frameworks help align the organization’s talent, organizational structure, programs, projects, tasks, processes, and technology, to ensure strategy is executed on time, on budget, as required, meeting (and exceeding) business goals. In many instances, an execution framework has few strategic objectives, numerous (enabling) tactical initiatives, measures, and targets, plans operations, monitors and learns, validates & adapts, supported by budget & resources.
Organizational health is about making a company function effectively by building a cohesive leadership team, establishing real clarity among those leaders, communicating that clarity to everyone within the organization, and putting in place enough structure to reinforce that clarity going forward, and aligning rewards, metrics, and resources.
Evaluating the Organizational development in ODL by BSC ModelShahram Honarmayeh
My speech outlines cover the following concepts:
ODL, Organization, Organizational Structure, The balnced scorecard, Stakeholders, Scorecard, Performance
Corporate and Personal Strategic Planning is a Process for Reaching Professional or Personal Goals. It can be used in coaching sessions for individuals, small businesses corporate teams or corportae planning to strategize action plans
Strategic Planning, Execution Frameworks & Organizational Health – Executive Summary
There are many frameworks and components for strategic management, planning, and execution; like a Ferrari, a BMW, or a Volkswagen, they all do the job – just differently. Ultimately, every business needs to answer some key questions:
Where are we? Where are we going? How do we get there? How are we doing? How do we function effectively? How can we influence what we cannot control? How should we appear to Customers (BtoB, BtoC)? How do we look to our investors? How do we look to our workforce? How do we sustain, and continuously learn & improve? What must we excel at to satisfy stakeholders? How do we become The Employer of Choice, and the Provider of Choice in the markets we serve?
Led by an internal team (which frequently includes the CEO, CFO, COO, CHRO, sales & marketing, IT/IS, and other represented disciplines), and sometimes also key stakeholders (customers, suppliers), the output is practical & tactical, helping to enable sterling execution & organizational health.
Strategic management is a method by which leaders conceive of and implement a strategy that leads to a sustainable competitive advantage.
Strategic planning is a systematic, organizational effort that includes initial assessment, thorough analysis, strategy formulation, its implementation and evaluation, leading to the achievement of business goals, and competitive advantage. Continuous improvement / continuous learning includes benchmarking, best practices, change management, and performance excellence. Input frequently comes from senior management, and may also come from lead investors, the workforce, key customers, suppliers, and distributors.
Execution frameworks help align the organization’s talent, organizational structure, programs, projects, tasks, processes, and technology, to ensure strategy is executed on time, on budget, as required, meeting (and exceeding) business goals. In many instances, an execution framework has few strategic objectives, numerous (enabling) tactical initiatives, measures, and targets, plans operations, monitors and learns, validates & adapts, supported by budget & resources.
Organizational health is about making a company function effectively by building a cohesive leadership team, establishing real clarity among those leaders, communicating that clarity to everyone within the organization, and putting in place enough structure to reinforce that clarity going forward, and aligning rewards, metrics, and resources.
Human Capital Entremaneur Strategy Soluitons DeckCNCInc
Aligning the deployment of Human Capital and the HR Scorecard with the Business Strategies as a whole. Global Human Capital deployment works only when you align all the pieces - Finances + Operations + PEOPLE = YOUR Successful business
This presentation describes a powerful facilitated strategic planning workshop method that will assist your organization in addressing the issues raised on this page, and build a winning Information Governance (IG), Enterprise Content Management (ECM), or Records and Information Management (RIM) Strategy. This strategy will be used to guide your organization, or department, as it plans to initiate new programs and systems, or upgrade your current information management practices, content management systems and tools, or plan to improve your overall program maturity. You will learn the power of a strategic framework providing all of the strategic tools necessary to support your initiative, project, and implementation effort.
This is a presentation to co-operatives on strategic planning. The process of coming up with a strategic plan is as important as the final document. It is critical that co-operatives participate fully in drafting their own strategic plans and coming up with final document that they own and can implement.
Strategic plans are critical for co-operatives to prioritize what they want to achieve and within what time period.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
Build the HR capabilities to manage, map and match people to the organisation in a fast and fluid way. Enhance and manage performance to build and sustain and business transformation. Mobilise and enable employees to master new skills faster than ever before. Learn how to design future and transitional structures, capabilities, leadership, talent and culture for a sustainable competitive advantage.
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Human Capital Entremaneur Strategy Soluitons DeckCNCInc
Aligning the deployment of Human Capital and the HR Scorecard with the Business Strategies as a whole. Global Human Capital deployment works only when you align all the pieces - Finances + Operations + PEOPLE = YOUR Successful business
This presentation describes a powerful facilitated strategic planning workshop method that will assist your organization in addressing the issues raised on this page, and build a winning Information Governance (IG), Enterprise Content Management (ECM), or Records and Information Management (RIM) Strategy. This strategy will be used to guide your organization, or department, as it plans to initiate new programs and systems, or upgrade your current information management practices, content management systems and tools, or plan to improve your overall program maturity. You will learn the power of a strategic framework providing all of the strategic tools necessary to support your initiative, project, and implementation effort.
This is a presentation to co-operatives on strategic planning. The process of coming up with a strategic plan is as important as the final document. It is critical that co-operatives participate fully in drafting their own strategic plans and coming up with final document that they own and can implement.
Strategic plans are critical for co-operatives to prioritize what they want to achieve and within what time period.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
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Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
Build the HR capabilities to manage, map and match people to the organisation in a fast and fluid way. Enhance and manage performance to build and sustain and business transformation. Mobilise and enable employees to master new skills faster than ever before. Learn how to design future and transitional structures, capabilities, leadership, talent and culture for a sustainable competitive advantage.
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2. Organizations Environments
External Business Environment
Internal Business Environment
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3. Organization Functions
Production and Operations
Sales & Marketing
Research and Development
Finance and Accounting
Information Technology
People / Employees
Leadership
Professional Development
Employee Recognition
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5. What is strategic planning? Relevance to daily work
scenarios.
Planning and elements of the planning process.
Evaluation and Implementation.
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6. Strategic Planning Process
Where are we now?
Where do we want to be?
How will we get there?
How will we know when we arrived?
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8. Strategic Planning Process
Pre-Planning Stage.
Environmental Scanning.
Strategy Formulation.
Strategy Implementation.
Budgeting.
Strategy Evaluation.
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10. Environmental Scanning
Internal and External environments to be
considered.
Scan the environment and set long term or short
term goals.
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11. Strategy Formulation
Vision Statement.
Mission Statement.
Core competencies.
Corporate values statement.
Corporate goals using the S.M.A.R.T. model. (Specific
Measurable Action-oriented Realistic Time-based)
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12. Strategy Implementation
Short term goals are achieved.
Tactical goals are developed.
Action plans.
Close watch for any changes in the action plan is
needed.
Alignment to successfully achieved short term goals.
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15. Strategy Evaluation
Evaluate if the business model is
effective.
If the strategy is helping the
organization towards the long term
goals.
Monitor progress via a balanced score
card.
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16. Human Capital Management
Plans [HCMP]
Where are we now?
Where do we want to be?
How will we get there?
How will we know when we arrived?
Evaluate the above from a human capital
requirement perspective.
Align HR goals with the organizational
strategic planning.
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17. Strategic Management
Four basic management functions:
Planning.
Organizing.
Directing.
Controlling.
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20. Change management
Reengineering.
Corporate restructuring.
Workforce expansion.
Workforce reduction.
Mergers and acquisitions.
Divestitures.
Off shoring and outsourcing decisions and
management.
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21. •The Phenomenon of Globalization
•The Strategic Process
•The Global Organization
•The Influence of Culture and Law
•Ensuring HR’s Strategic Role
22. Globalization is the growing interconnectedness and
interdependency of countries people and companies.
It may start with trade in goods and services but it
eventually becomes trade knowledge, beliefs and
values.
23. Stages of Globalization
Domestic
International (may or may not have investment outside their home country)
Multinational (localization)
Global (standardization)
Transnational (think global act local)
26. Key themes
Alignment and fit
Culture and law
Standardization vs Localization
Tactical Implementation of Strategy
Measurement of results
27. Value Chain Model
from Michael E. Porter’s Competitive Advantage
Firm Infrastructure (General Management)
Human Resource Management
Technology Development
Procurement
Inbound
Logistics
Ops. Outbound
Logistics
Sales &
Marketing
Service and
Support
PRIMARY ACTIVITIES
SUPPORT
ACTIVITIES
R&D
28. Value Chain
• Value chain
– coordinated series or sequence of functional
activities necessary to transform inputs into
finished goods or services customers value
and want to buy
31. SWOT Analysis is…
… A strategic planning tool
that separates influences
on a business’s future
success into internal and
external factors
32. SWOT Analysis allows businesses
to…
- Define realistic goals
- Improve capability
- Overcome weaknesses
with strengths
- Identify threats than
can be turned into
opportunities
33. A strength can be a competitive
advantage like…
- Superior
product quality
- Lowest price
- Best expertise
- Location
34. A weakness can be a
disadvantage such as…
- A tired brand
- Inferior location
- High overheads
- A lack of R&D
35. An opportunity can be…
- A regulatory or tax
change
- A high-profile event
(marketing
opportunity)
- An untapped market
- A gap left by a failed
competitor
36. A threat can be…
- Unfavourable regulation
changes
- A new entrant into the
market
- Problems with the
economy
- Market shrinkage
37. What Is a Balanced Scorecard?
A Measurement
System?
A Management
System?
A Management
Philosophy?
38. Translating Vision 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?”
Leading
Leading
Leading
Laggin
39. Why the Balanced Scorecard
Balance between financial and non financial
indicators
Balance between internal and external constituents in
organization
Balance between lagging and leading indicators of
performance
40. Beginnin
g
Balance
Sheet
Draw up
on 1 Jan
Ending
Balance
Sheet
Draw up
on 31 Dec
Start of
Financial
Year
Close of
Financial
Year
Profit & Loss Statement (Gross Profit)
Lagging Indicators
Internal Business Process
Learning and Growth
Leading Indicators
Customer
Cash Flow Statement
Profit & Loss Statement (Net Profit)
43. Org Structures - Formalization
Vice President
Director
Manager
Officer
Global Manager
Team Leader
Director
Manager
Team Leader
Formal
Informal
Before After
Job Desrciption Template + Roles and Responibility
Matrix* led to a better job analysis drive and aligned Job
Evaluation Scores
Roles and Responsibility Matrix (Before)
Director
Global
Manager Manager Officer Team Leader
Task 1 X X X
Task 2 X X
Task 3 X X
Task 4 X X X
Task 5 X X
Roles and Responsibility Matrix (After)
Director
Global
Manager Manager Officer Team Leader
Task 1 X (60%) X(30%) X(10%)
Task 2 X(30%) X (70%)
Task 3 X(20%) X(80%)
Task 4 X(50%) X(30%) X(20%)
Task 5 X(20%) X(80%)
44. Org Structures
Global Org - Ethnocentric (HCN – all or key positions)
Headquarters
Research and
Development
Production Marketing
Information
Tech
HR
Headquarters
Product A Product B Product C
R&D
Manufacturing
Marketing
HR
R&D
Manufacturing
Marketing
HR
R&D
Manufacturing
Marketing
HR
• Global Org - Geocentric (any location, EEO)
48. Legislative and Regulatory
Processes
There are 12 steps in the federal legislative process.
Any new regulation has to be pass through all the
stages and is then finally declared as a law.
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49. Federal Legislative Process
1. The new idea must be presented to a MOC who
agree to sponsor the bill and presets it to the full
body of the House or the Senate. Here, it gets
assigned to a committee for study.
2. The committee decides if the bill has a likelihood to
be passed a vote. If deemed no, the bill ‘dies’ in
the committee.
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50. Federal Legislative Process
3. Bills deemed likely to pass a vote are then studied
by a sub committee who calls upon government
representatives, SME’s and other citizens to
support or oppose the bill.
4. Once the bill has been studied, the subcommittee
may make changes in a process known as marking
up the bill. The subcommittee then votes on
whether to return the bill to the full committee with
a recommendation for further action. A bill that is
not reported back to the committee dies in the
subcommittee.
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51. Federal Legislative Process
5. Bills that are returned to the full committee may be
subjected to further study, or the committee may
vote to accept the subcommittee recommendations
and “order the bill reported” to the full body.
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52. Federal Legislative Process
6. When the committee votes to report a bill to the
full body, a written report of the findings and
recommendations of the committee is prepared,
including dissenting views of members who voted
against the bill.
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53. Federal Legislative Process
7. Bills that are reported out of committee are placed
on the “legislative calendar” and scheduled for a
vote by the full body.
8. Members of the full body are able to present their
views about passage of the bill prior to a vote.
During the debate period, members may offer
amendments that will take effect if the bill is
passed.
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54. Federal Legislative Process
9. When debate is completed, a vote is
conducted.
10.If the full body passes the bill, it must go to
the other body and usually begin the
process again; in some cases, the other
body may vote to pass the bill as it was
presented. During the review process, the
second body may vote it down, table it, or
change the bill. Bills that are rejected or
tabled at this stage are considered dead and
will not become laws.
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55. Federal Legislative Process
11.If the bill passes the second body, any
major differences between the two bills
are reconciled in a conference committee.
If the conference committee cannot
agree on the form of the bill, it will die
and not become a law. If the committee
recommends a conference report
incorporating the changes, both houses
of Congress must vote to approve the
conference report before the bill is
forwarded to the president for signature.
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56. Federal Legislative Process
12.When the president receives the bill,
he has three choices: he may sign it
into law, veto it, or fail to sign it. If
the bill is vetoed, Congress may
override the veto by a two-thirds vote
of a quorum in each house, in which
case the bill will become a law in spite
of the veto.
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57. Important HR terms
Corporate Governance.
Organizational Values and Ethics.
Whistle-Blower Protection.
Ethics Officers.
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58. Nature of Human Resource
Management
Human Resource (HR) Management
The design of formal systems in an organization to
ensure effective and efficient use of human talent to
accomplish organizational goals.
Who Is an HR Manager?
In the course carrying out their duties, every operating
manager is, in essence, an HR manager.
HR specialists design processes and systems that
operating managers help implement.
59. HR Management
Activities
Source: HR Department Benchmarks
and Analysis Survey 2004
(Washington, DC: Bureau of
National Affairs, 2004), 21. To
purchase this publication and find
out more about other BNA HR
solutions visit
http://hrcenter.bna.com or call 800-
Figure 1–1
60. HR Activities
Strategic HR Management
Equal Employment Opportunity
Staffing
HR Development
Compensation and Benefits
Health, Safety, and Security
Employee and Labor Relations
61. Smaller Organizations and HR
Management
Compliance with
Government
Regulations
Shortage of
Qualified
Workers
Increasing Costs
of Benefits
Rising Taxes
Issues of
Greatest
Concern
62. Cooperation of HR with Operating Managers
HR Unit
Develops legal, effective
interviewing techniques
Trains managers in
conducting selection
interviews
Conducts interviews and
testing
Sends top three applicants to
managers for final review
Checks references
Does final interviewing and
hiring for certain job
classifications
Managers
Advise HR of job openings
Decide whether to do own
final interviewing
Receive interview training
from HR unit
Do final interviewing and
hiring where appropriate
Review reference information
Provide feedback to HR unit
on hiring/rejection decisions
63. Who Handles Training and Development
Figure 1–2
Note: Length of bars represents prevalence of activity among all surveyed employers.
Source: HR
Department
Benchmarks and
Analysis Survey
2004 (Washington,
DC: Bureau of
National Affairs,
2004), 21. To
purchase this
publication and
find out more about
other BNA HR
solutions visit
http://hrcenter.bna.
com or call 800-372-
1033. Used with
permission.
65. Management of Human Capital
In Organizations
Human Capital
The collective value of the capabilities, knowledge,
skills, life experiences, and motivation of an
organizational workforce.
Also known as intellectual capital.
How to measure the strategic value of human assets?
Core Competency
A unique capability that creates high value and
differentiates an organization from its competition.
HR competencies: a source of competitive advantage.
66. HR Management Challenges
Globalization of Business
Outsourcing and increased competition
The threat of terrorism
Economic and Technological Changes
Occupational shifts from manufacturing and agriculture
to service industries and telecommunications.
Pressures of global competition causing firms to adapt
by lowering costs and increasing productivity.
Technological Shifts and the Internet
Growth of information technology.
67. Fastest Growing Jobs to 2010
Figure 1–4
Source: U.S. Bureau of Labor Statistics, www.bls.gov.
68. HR Management Challenges
Workforce Availability and Quality Concerns
Inadequate supply of workers with needed skills for
“knowledge jobs”
Education of workers in basic skills
Growth in Contingent Workforce
Increases in temporary workers, independent
contractors, leased employees, and part-timers caused
by:
Need for flexibility in staffing levels
Increased difficulty in firing regular employees.
Reduced legal liability from contract employees
69. HR Management Challenges
Workforce Demographics and Diversity
Increasing Racial/Ethnic Diversity
More Women in the Workforce
Single-parent households
Dual-career couples
Domestic partners
Working mothers and family/childcare
Significantly Aging Workforce
Age discrimination
70. HR Management Challenges
Organizational Cost Pressures and Restructuring
Mergers and Acquisitions
“Right-sizing”—eliminating of layers of management,
closing facilities, merging with other organizations, and
outplacing workers
Intended results are flatter organizations, increases in
productivity, quality, service and lower costs.
Costs are “survivor mentality”, loss of employee loyalty, and
turnover of valuable employees.
HR managers must work toward ensuring cultural
compatibility in mergers.
71. HR Management Roles
Administrative Role
Clerical and administrative support operations (e.g.,
payroll and benefits work)
Technology is transforming how HR services are delivered.
Outsourcing HR services to reduce HR staffing costs
Operational and Employee Advocate Role
“Champion” for employee concerns
Employee crisis management
Responding to employee complaints
72. Changing Roles of HR Management
Figure 1–5
Note: Example percentages are based on various surveys.
73. Strategic Role for HR
Strategic Role
“Contributing at the Table” to organizational results
HR becomes a strategic business partner by:
Focusing on developing HR programs that enhance
organizational performance.
Involving HR in strategic planning at the onset.
Participating in decision making on mergers, acquisitions,
and downsizing.
Redesigning organizations and work processes
Accounting and documenting the financial results of HR
activities.
75. New Approaches to HR
Management
Collaborative HR
The process of HR professionals from several different
organizations working jointly to address shared business
problems.
Firms benefit from the expertise of other firms, without
having the time and expense of developing some of their own
HR practices.
76. HR Technology
Human Resource Management System (HRMS)
An integrated system providing information used by HR
management in decision making.
Purposes (Benefits) of HRMS
Administrative and operational efficiency in compiling HR
data
Availability of data for effective HR strategic planning
Uses of HRMS
Automation of payroll and benefit activities
EEO/affirmative action tracking
HR Workflow: increased access to HR information
Employee self-service reduces HR costs.
77. Uses of an HRMS
HRMS
Bulletin boards
What information will be available and what is information
needed?
Data access
To what uses will the information be put?
Employee self-service
Who will be allowed to access to what information?
Web-based services and access
Extended linkage
When, where, and how often will the information be needed?
78. Ethics and HR Management
Firms with High Ethical Standards
Are more likely to reach strategic goals.
Are viewed more positively by stakeholders
Are better able to attract and retain human resources.
Ethics and Global Differences
Different legal, political, and cultural factors in other
countries can lead to ethical conflicts for global
managers.
Foreign Corrupt Practices Act (FCPA)
Prohibits U.S. firms from engaging in bribery and other
practices in other countries.
79. HR’s Role in Organizational Ethics
HR management plays a key role as the “keeper and
voice” of organizational ethics.
What is Ethical Behavior?
What “ought” to be done.
Dimensions of decisions about ethical issues in
management:
Extended consequences
Multiple alternatives
Mixed outcomes
Uncertain consequences
Personal effects
81. HR’s Role in Organizational Ethics
(cont’d)
Responses to Ethical Situations
Are guided by values and personal behavior “codes” that
include:
Does response meet all applicable laws, regulations, and
government codes?
Does response comply with all organizational standards of
ethical behavior?
Does response pass the test of professional standards for
ethical behavior?
82. Ethical Behavior and Organizational
Culture
Organizational Culture
The shared values and beliefs in an organization
Common forms of unethical conduct:
Lying to supervisors
Employee drug use or alcohol abuse
Falsification of records
Fostering Ethical Behavior
A written code of ethics and standards of conduct
Training on ethical behavior for all employees
A means for employees to obtain ethical advice
Confidential reporting systems for ethical misconduct
83. HR Management Competencies
and Careers
Important HR Competencies
Strategic contribution to organizational success
Business knowledge of organization and its strategies
Effective and effective delivery of HR services
Familiarity with HRMS technology
Personal credibility
84. HR Management as a Career Field
HR Generalist
A person with responsibility for performing a variety of
HR activities.
HR Specialist
A person with in-depth knowledge and expertise in a
limited area of HR.
85. HR Specialists
Figure 1–8
Source: HR Department Benchmarks
and Analysis 2004 (Washington, DC:
Bureau of National Affairs, 2004), 119.
To purchase this publication and find
out more about other BNA HR
solutions visit http://hrcenter.bna.com
86. HR Certification
Figure 1–9
The Human Resource Certification Institute offers three types of
professional certifications for HR generalists.
Details on these certifications are available from the
Human Resources Certification Institute, www.hrci.org.
87. GPHR Certification
Global Professional in Human Resources (GPHR)
certification subject areas:
Strategic international HR management
Organizational effectiveness and employee development
Global staffing
International assignment management
Global compensation and benefits
International employee relations and regulations
88. Other HR Certifications
Certified Compensation Professional (CCP), sponsored by the World at Work
Association
Certified Employee Benefits Specialist (CEBS), sponsored by the International
Foundation of Employee Benefits Plans
Certified Benefits Professional (CBP), sponsored by the WorldatWork
Association
Certified Performance Technologist (CPT), co- sponsored by the American
Society for Training & Development and the International Society for Performance
Improvement
Certified Safety Professional (CSP), sponsored by the Board of Certified Safety
Professionals
Occupational Health and Safety Technologist (OHST), given by the American
Board of Industrial Hygiene and the Board of Certified Safety Professionals
Certified Professional Outsourcing, provided by New York University and the
Human Resource Outsourcing Association