Strategic human resource management and strategic management processVARUN SHARMA
hey guys!! it is my second presentation on Strategic Human Resource Management and Strategic Human Resource Management Process..have a look and give me suggestions for it :)
Strategic human resource management and strategic management processVARUN SHARMA
hey guys!! it is my second presentation on Strategic Human Resource Management and Strategic Human Resource Management Process..have a look and give me suggestions for it :)
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
Chapter 2 of Jackson HRM, These slides will cover completely the meaning and definition of strategic HRM and parallel processes.
i.e. What is Strategic HRM? How strategic HRM can become a competitive advantage for an organization? What is planning process of Strategic HRM and what are the techniques to manage human resources , make competitive advantage sustainable, managing shortage or surplus of human resources?
This presentation contain the detail about Human resource management & strategy. And the stages of strategic management. Principles of labour legislation. Strategy Formulation Process etc..
This ppt will help you to understand about various HR challenges in current business environment & give you a brief insight to increase your conceptual idea in HR field.
Typology of strategy - strategic human resource management - Manu Melwin Joymanumelwin
A fourfold typology of strategy has been produced by Whittington (1993).
Classical.
strategy formulation as a rational process of deliberaate calculation. The process of strategy formulation is seen as being separate from the process of implementation.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
Chapter 2 of Jackson HRM, These slides will cover completely the meaning and definition of strategic HRM and parallel processes.
i.e. What is Strategic HRM? How strategic HRM can become a competitive advantage for an organization? What is planning process of Strategic HRM and what are the techniques to manage human resources , make competitive advantage sustainable, managing shortage or surplus of human resources?
This presentation contain the detail about Human resource management & strategy. And the stages of strategic management. Principles of labour legislation. Strategy Formulation Process etc..
This ppt will help you to understand about various HR challenges in current business environment & give you a brief insight to increase your conceptual idea in HR field.
Typology of strategy - strategic human resource management - Manu Melwin Joymanumelwin
A fourfold typology of strategy has been produced by Whittington (1993).
Classical.
strategy formulation as a rational process of deliberaate calculation. The process of strategy formulation is seen as being separate from the process of implementation.
People Capability Maturity Model - is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization. It describes an evolutionary improvement path from ad hoc, inconsistently performed practices, to a mature, disciplined, and continuously improving development of the knowledge, skills, and motivation of the workforce that enhances strategic business performance. The People Capability Maturity Model (People CMM) is a framework that helps organizations successfully address their critical people issues. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforces. The People CMM helps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence. Since its release in 1995, thousands of copies of the People CMM have been distributed, and it is used worldwide by organizations, small and large. First published in book form in 2001, it is in print in several editions worldwide, and a second edition was published in July 2009
Strategy often fails on execution because its genesis occurs in a disconnected space from the human performance factors of the organization.
This presentation discusses some of the places that we go wrong and proposes an approach to forming strategy iin a highly connected and successful way.
Automation vs sourcing a strategic framework Neo Group Inc
As automation gains more traction in the market what does that mean for the traditional sourcing? What would lead a company to place its bets on automation?
Human resources planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization.
Approaches to strategic hrm - strategic human resource management - Manu Me...manumelwin
There are five approaches to strategic HRM. These consist of
Resource-based strategy.
Achieving strategic fit.
High-performance management.
High- commitment management.
High-involvement management.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
2. • “strategy is the pattern of objectives, purposes or
goals and major policies and plans for achieving these
goals, stated in such a way as to define what business
the company is in or is to be in and the kind of
company it is or is to be”
• “strategy is the determination of 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”.
• “strategy is the determination of organizational
objectives in the light of environmental variables and
determination of course of action and commitment of
organizational resources to achieve these objectives.”
Asst. Prof. Amaresh C Nayak
3. • This definition of strategy provides its following
features :
– strategy relates the firm to its environment
– strategy is the right combination of factors both
external and internal
– strategy is a relative combination of actions
– strategy may even involve contradictory action
– strategy is forward looking
Asst. Prof. Amaresh C Nayak
4. • Strategy
– is the direction and scope of an organization over
the long term,
– which achieves advantage in a changing
environment
– through its configuration of resources and
competences
– with the aim of fulfilling stakeholder expectations.
Asst. Prof. Amaresh C Nayak
5. • Strategic management is the process of:
– specifying an organization's objectives,
– developing policies and plans to achieve these
objectives, and
– allocating resources so as to implement the plans.
Asst. Prof. Amaresh C Nayak
6. • Philosophy
– Integrating human resource management
strategies and systems to achieve overall mission,
strategies, and success of the firm while meeting
needs of employees and other stakeholders.
Asst. Prof. Amaresh C Nayak
7. • Concepts
– linked to the strategic needs of an organization
– to provide it with an effective workforce while
meeting the needs of its members and other
constituents
– human resource department’s methods,
procedures, systems to achieve specific strategies.
Asst. Prof. Amaresh C Nayak
8. • Concept –
– involves all management decisions and practices
that directly affect or influence the people, or
human resources, who work for the organization
– a concern with the ways in which HRM is crucial to
organizational effectiveness.
– the management of employees at all levels in the
business, directed towards sustaining competitive
advantage.
Asst. Prof. Amaresh C Nayak
9. • Concept –
– Increasing awareness of the importance of linking
the organization’s human resource practices to
strategy that leads to greater performance
• Definition -
– “SHRM centers on how organizations can improve
their competitive performance by considering and
utilizing their human resource more effectively.”
Asst. Prof. Amaresh C Nayak
10. • Definition –
– “The pattern of planned human resource
deployments and activities intended to enable the
firm to achieve its goals.”
• focus on a firm’s human resources
• the concept of activities highlights HR programs, policies
and practices
• the “pattern” and” plan” describe the goal and process of
strategy
Asst. Prof. Amaresh C Nayak
11. • Definition –
– SHRM is generally perceived as a distinctive
approach to managing people which seeks to
achieve competitive advantage through the
strategic development of a highly committed and
capable workforce (s555).
Asst. Prof. Amaresh C Nayak
12. • Definition –
– Strategic Human Resource Management claimed
that
• human resource problems are problems solved by linking
HRM and strategy formulation at an early stage
• problems with strategy implementation are solved by early
adjustment of the HRM to these strategies (299).
Asst. Prof. Amaresh C Nayak
13. • Definition –
– strategic utilization of human resources means
• Management is active, not reactive
• There is high integration between policies
• An orchestration role is played by senior management
• and there is articulation of policies by senior management
Asst. Prof. Amaresh C Nayak
14. • Essential elements of SHRM:
– Internally transforming HR staff and structure:
• Transforming HR staff
• Transforming the organizational structure
– Enhancing administrative efficiency:
• HR staff is to be “administrative experts”
• Improving administrative efficiency
• Enhancing Administrative efficiency
• Creation of Value
Asst. Prof. Amaresh C Nayak
15. • Essential elements of SHRM:
– Integrating HR into the strategic planning process
– Linking HR practices to business strategy and to
one another
• Vertical fit
• Horizontal fit
• External fit
• Resource Flexibility
• Coordination flexibility
•
Asst. Prof. Amaresh C Nayak
16. • Essential elements of SHRM:
• Developing a partnership with line
management:
– Step 1. Provide the business with good human
resource databases
– Step 2. Alter the senior management role when it
comes to human resource management
– Step 3. The line organization must alter its incentive
and control
Asst. Prof. Amaresh C Nayak
17. • Essential elements of SHRM:
– Focusing on the bottom-line impact of HR and
measurement of that impact:
• Customer/stake holder
• HR impact
• Money value of HR programs
• Benchmarking HR practices
Asst. Prof. Amaresh C Nayak
18. • SHRM focuses to gain competitive advantage
• SHRM practice is coupled with business
strategy
• SHRM elevates micro level (individual
personal level) to the macro level (business
strategy level)
• SHRM takes global business and social trends
Asst. Prof. Amaresh C Nayak
19. • SHRM analyzes human resources against
current and future business strategies
• SHRM is intended to assist management in
the best use of internal labor market
• SHRM includes organizational analysis and
design
• Benchmarking against successful internal and
external organizations
Asst. Prof. Amaresh C Nayak
20. • SHRM is part of the business plan.
• The strategic HR considerations are
– Is the organizational culture supporting the long-
term business strategy?
– Is the organization’s structure consistent with the
business strategy?
– Is management’s executive staffing adequate? Are
skills adequate?
– Are the management-performance systems
properly focused?
Asst. Prof. Amaresh C Nayak
21. • Human Resource Strategy plays a vital role in
the achievement of an organisation's overall
strategic objectives
• Human resources strategy fully understands
and supports the direction in which the
organisation is moving
• HR Strategy also supports other strategic
objectives of marketing, financial, operational
and technology departments.
Asst. Prof. Amaresh C Nayak
22. • An HR strategy should aim to capture "the
people element" of an organisation
– it has the right people in place
– it has the right mix of skills
– employees display the right attitudes and
behaviours, and
– employees are developed in the right way.
Asst. Prof. Amaresh C Nayak
23. • HR strategy may be more about teasing
"people" content and adds value to
organisation
– articulates more clearly some of the common
themes which lie behind the achievement of other
plans and strategies
– identifies fundamental underlying issues which
must be addressed by business if its people are to
be motivated, committed and operate effectively.
Asst. Prof. Amaresh C Nayak
24. • The areas will entail
– a careful consideration of existing or developing
plans and strategies
– identifying which of these plans and strategies are
so fundamental
Asst. Prof. Amaresh C Nayak
25. • The areas will include
– workforce planning issues
– succession planning
– workforce skills plans
– employment equity plans
– black economic empowerment initiatives
– motivation and fair treatment issues
– pay levels designed to recruit, retain and motivate
people
Asst. Prof. Amaresh C Nayak
26. • The areas will include
– the co-ordination of approaches to pay and grading
across the organisation to create alignment and
potential unequal pay claims
– a grading and remuneration system which is seen
as fair and giving proper reward for contributions
made
– wider employment issues which impact on staff
recruitment, retention, motivation etc.
Asst. Prof. Amaresh C Nayak
27. • The areas will include
– a consistent performance management framework
which is designed to meet the needs of the
organisation
– career development frameworks which look at
development within the organisation at equipping
employees with "employability“
– policies and frameworks to ensure that people
development issues are addressed systematically
Asst. Prof. Amaresh C Nayak
28. • The HR strategy will need careful planning of
the people issues
• HR strategy can add Value
– changes in the overall employment market
– cultural changes which will impact on future
employment patterns
– changes in the employee relations climate
– changes in the legal framework
– HR and employment practice being developed in
other organisations
Asst. Prof. Amaresh C Nayak
29. • Opportunities for development of HR Strategy
– a major new internal initiative could present the
right opportunity to push for an accompanying HR
strategy
• restructuring exercise, a corporate acquisition, joint
venture or merger exercise.
– a new externally generated initiative for HR strategy
– "Right moment“
Asst. Prof. Amaresh C Nayak