This document discusses strategic human resource planning and its importance in organizational success. It provides an overview of the six step process for strategic HR planning: 1) establishing mission, vision and values, 2) analyzing external environment and competition, 3) analyzing internal resources, 4) formulating corporate and business strategies, 5) implementing strategies, and 6) evaluating strategies. Key aspects of strategic HR planning include aligning HR strategies with business strategies, forecasting future workforce needs, developing core employee capabilities, and ensuring strategies can adapt to changing business environments. The document emphasizes integrating HR planning with overall strategic planning.
After completion of this seminar audience will be able to know:
What is HRM Model?
Why we need to design HRM Model?
Importance and focus of each HRM Model;
Being HR professional, what would be the Negative consequences if we don’t know about HRM Models?
This presentation focuses on the Hard and Soft HRM. The Presenter also highlighted the Harvard, Michigan and Guest Theory of HRM. The presentation not only focuses on Hard and Soft HRM model, it also encompasses scopes of HRM.
After completion of this seminar audience will be able to know:
What is HRM Model?
Why we need to design HRM Model?
Importance and focus of each HRM Model;
Being HR professional, what would be the Negative consequences if we don’t know about HRM Models?
This presentation focuses on the Hard and Soft HRM. The Presenter also highlighted the Harvard, Michigan and Guest Theory of HRM. The presentation not only focuses on Hard and Soft HRM model, it also encompasses scopes of HRM.
To have excellent HR planning process, planners must establish and maintain a human resource management system in which to store, update, and, most important, instantaneously access information about workers' competencies. An information management system must display clearly the expertise available in the organization
HR Strategy: What is it? Why do we need it?CreativeHRM
The modern organization cannot survive without the innovative HR Management. The modern HR Management is always based on the underlying HR Strategy. However, many companies do not have the competitive strategy and they do not utilize the full potential of Human Resources in the organization.
What is the HR Strategy? Generally, it is not just a document. It is a true roadmap for HR. It allows to HR employees to find the right way and it gives the certainty to top executives that Human Resources is on the right track.
The HR Strategy is a basis for your success.
Our Solution - "HR Risk Management" is an integrated 3 in 1 solution designed specifically for the SME Market to protect their business. The solution integrates iHR Consulting's web based portal with HR Knowledge & Content, HR Advisory & Consultation and EPLI providing SME's with an insurance cover up to RM100,000 for any wrongful dismissal claims including legal fees.
Due to a lack of understanding and expertise in HR most SME's continuously face employment related disputes - this poses significant threats in terms of productivity and financial burden to their businesses. One wrongful dismissal claim can pose financial threat of up to 24mths of the employees last drawn salary plus legal costs.
It is simple to protect your business - at iHR we give peace of mind to SME's.
iHR Consulting Sdn Bhd established in 2003 is a leading Human Resources Consulting and Advisory firm. Delivering a first to Malaysia in collaboration and as exclusive scheme manager to Tune Insurance Malaysia Berhad - Employers Practice Liability Insurance. A strong pedigree in HR services to over 200 small to medium sized business in Malaysia. Services include and not limited to, its member online HR Portal, HR Content and Knowledge management, HR advisory and transformation programs, Customised training, consultancy and payroll outsourcing.
To have excellent HR planning process, planners must establish and maintain a human resource management system in which to store, update, and, most important, instantaneously access information about workers' competencies. An information management system must display clearly the expertise available in the organization
HR Strategy: What is it? Why do we need it?CreativeHRM
The modern organization cannot survive without the innovative HR Management. The modern HR Management is always based on the underlying HR Strategy. However, many companies do not have the competitive strategy and they do not utilize the full potential of Human Resources in the organization.
What is the HR Strategy? Generally, it is not just a document. It is a true roadmap for HR. It allows to HR employees to find the right way and it gives the certainty to top executives that Human Resources is on the right track.
The HR Strategy is a basis for your success.
Our Solution - "HR Risk Management" is an integrated 3 in 1 solution designed specifically for the SME Market to protect their business. The solution integrates iHR Consulting's web based portal with HR Knowledge & Content, HR Advisory & Consultation and EPLI providing SME's with an insurance cover up to RM100,000 for any wrongful dismissal claims including legal fees.
Due to a lack of understanding and expertise in HR most SME's continuously face employment related disputes - this poses significant threats in terms of productivity and financial burden to their businesses. One wrongful dismissal claim can pose financial threat of up to 24mths of the employees last drawn salary plus legal costs.
It is simple to protect your business - at iHR we give peace of mind to SME's.
iHR Consulting Sdn Bhd established in 2003 is a leading Human Resources Consulting and Advisory firm. Delivering a first to Malaysia in collaboration and as exclusive scheme manager to Tune Insurance Malaysia Berhad - Employers Practice Liability Insurance. A strong pedigree in HR services to over 200 small to medium sized business in Malaysia. Services include and not limited to, its member online HR Portal, HR Content and Knowledge management, HR advisory and transformation programs, Customised training, consultancy and payroll outsourcing.
The most common error on Talent Management in many organizations is the planning, management and operation, development, and compensation are designed to support the fulfillment of the expectations of the human resources that are within the organization in order to carry out the duties and responsibilities that are executed in fulfilling the vision , mission and organizational objectives to achieve sustainable growth.
A STUDY ON EMPLOYEE RETENTION IN PL.A GROUP OF COMPANIES IAEME Publication
Employee retention is the foremost problem; which all organizations are now facing in the global competitive environment. In this conceptual paper, I have attempted to bring out some employee retention approaches, which have developed over a period of time. Retention strategies for knowledge workforce, for achieving competitive advantage are also highlighted. Employee Retention refers to the ability of the organization to retain its employees and it's emerging as a big challenge to organizations. Organization culture, pay and remuneration, flexibility and job satisfaction highly influence the retention rate for any company. Retention of employees is an important function of the HRM.
Competency model development: A study of conceptual frameworkinventionjournals
Adjustment between employer with optimum occupation is not easy when jobs are likely to be complicated. This research shows that the more complex the work, the more difficult to identify the most important tasks and competencies associated with successful. Therefore, competency system is necessarily applied to determines the success or failure of the management functions implementation which strictly depend on the quality of human resources.
Fundamentals of Human Resource Management 5th Edition Dessler Solutions ManualBlaineTrevino
Full download : https://alibabadownload.com/product/fundamentals-of-human-resource-management-5th-edition-dessler-solutions-manual/
Fundamentals of Human Resource Management 5th Edition Dessler Solutions Manual
Class #2 Strategic Design of HRD ProgramsBACKGROUND.docxmccormicknadine86
Class #2: Strategic Design of HRD Programs
BACKGROUND ISSUES
Strategic Business Planning;
Strategic Human Resource Development; Traditional Focus of HRD
Lesson ObjectivesBackground issues, the HRD practitionersWhat is Strategic Human Resource Development (SHRD) & its focus?Model for Strategic Business Plan (SBP)Eight steps of Strategic Business PlanningFive key assumptions of SBPFour key assumptions of SHRD
Background IssuesHRD practitioners defined as “Strategists”Develop long range plans for training and development. (Models of Excellence, 1983, p.91)Chief responsibility is to manage the HRD dept. strategicallyDept. planning is important BUT organizational planning for leaning is more important HRD dept strategy… should be related to the organizational strategy
*
Develop long range plans for what the training and dev. structure, organization & direction, policies, programs, services, & practices will be in order to accomplish the training and dev. mission (Models of Excellence, 1983, p.91)
Chief resp: manage the HRD dept. strategically rather than lead efforts to formulate & implement a unified plan to guide the direction of learning in an organization
Dept. planning is important BUT not as important as organizational planning for leaning
The strategy of HRD dept. should be related to what the org should do to encourage planned learning that supports business and staffing plans
Problem/Confusion/Dilemma?HRD practitioners often not included in top-level discussions about business plans..Problem for HR practitioners: Formulating their own plans when Strategic Business Plans are unclear, are not followed by top managers, are not expressed in ways that imply action in the HR dept
*
HRD practitioners often not included in top-level discussions about business plans, yet most amenable to supporting business plans…least used
Problem for HR practitioners:
Formulating their own plans when Strategic Business Plans are unclear, are not followed by top managers, are not expressed in ways that imply action in the HR action
Strategic Human Resource Dev. (SHRD)The process of changing an organization, stakeholders outside it, groups inside it, & people employed through planned learning so that they possess the skills and knowledge needed in the future
*
Focus for SHRDSHRD focuses on HRD effortCoordinated learning activities undertaken by HRD practitioners, operating managers, & employees to support business & HR plans.
SHRD results in Org. Strategy for HRDComprehensive, coordinated plan for major learning initiatives by which a firm’s managers intend to meet business & staffing objectives through organized learning.
*
SHRD focuses on HRD effort:
Coordinated learning activities undertaken by HRD practitioners, operating managers, & employees to support business & HR plans.
SHRD results in Organizational Strategy for HRD
Comprehensive, coordinated plan for major learning initiatives by which a firm’s managers intend to meet bus ...
Human
Resource
Management
Meaning
Definition
Importance of HRm
Objectives of HRM
Process of HRM
MCQ
Recruitment and selection
Performance and selections
Learning and development
Succession planning
Compensation and benifits
Chapter 1Introduction to Human Resource Management.docxjoyjonna282
Chapter 1
Introduction to Human
Resource Management
Learning Objectives
After reading this chapter, you should be able to do the following:
• Explain what human resource management (HRM) is and how it relates to the manage-
ment process.
• Identify major events in the history of HRM and explain how they have shaped the current
field of HRM.
• Describe the strategic importance of HRM activities performed in the organizational
setting.
• Identify your own HRM responsibilities and challenges as an organizational participant and
decision maker.
• Define the major responsibilities of a human resources (HR) department.
• Describe the role of the legal environment in HR operations and activities.
• Define each of the major HRM functions and processes of strategic HRM planning, job
analysis and design, recruitment, selection, training and development, compensation and
benefits, and performance appraisal.
• Identify major recent trends in HRM.
1
Frances Roberts/age fotostock/SuperStock
Pre-Test Chapter 1
Pre-Test
1. HR personal credibility is one of the critical competencies required in order for HR profes-
sionals to be able to carry out their duties successfully.
a) True
b) False
2. Human resource management has been defined as:
a) managing people’s skills and talents to effectively align them with organizational
goals.
b) all decisions made by human resource departments that improve morale for
employees.
c) decisions made by human resource departments that balance the needs of the
management team and employee bargaining units.
d) decisions made by management and by employees that help reach the organization’s
goals.
3. The market value per employee of publicly traded companies in the United States can
indicate the effectiveness of HR practices on organizational performance.
a) True
b) False
4. Corporate governance refers to the relationship between managers and unions in terms
of shared corporate rights and responsibilities.
a) True
b) False
5. Which of the following is one of the HR department’s major everyday tasks?
a) Sales and operations planning
b) Supply chain management
c) Inventory accounting
d) Planning and alignment
6. Any of the following can be a reason for employees to join unions EXCEPT:
a) an employee’s personal need to make a difference in the work environment.
b) employee dissatisfaction and discomfort with the existing work environment.
c) unions’ prospective advantages.
d) a greater chance of joining an organization’s board of directors.
7. Which of the following is one of the HRM practices?
a) Union activities
b) Supply chain management
c) Benefits administration
d) Operations management
8. Taking work that used to be done within an organization and contracting it to a third
party is called:
a) globalization.
Introduction Chapter 1
b) outsourcing.
c) free trade.
d) economic shifting.
Answers
1. a) True. The correct answer can be found in Section 1.1.
2 ...
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
3. 14 Part 1: Human Resources Management in Perspective
4.
5. LEARNING OUTCOME 4
LEARNING OUTCOME 5
LEARNING OUTCOME 6
LEARNING OUTCOME 7
Describe the basic tools used for human resources forecasting.
Explain the linkages between competitive strategies and HR.
Understand what is required for a firm to successfully implement
a strategy.
Recognize the methods for assessing and measuring the
effectiveness of a firm’s strategy.
LECTURE OUTLINE
Note: Figure 2.1 can be useful to provide students with both an overview and a review of the
entire chapter.
I. STRATEGIC PLANNING AND HUMAN RESOURCES
Human resources planning (HRP) is the process of anticipating and providing for the
movement of people into, within, and out of the organization. HRP is done to achieve the
optimum use of the firm’s human resources, so that it has the correct number and types
of employees needed to meet organizational goals. Strategic human resources
management (SHRM), by contrast, can be thought of as the pattern of human resource
planning and deployment activities that enable a firm to achieve its strategic goals.
A. Strategic Planning and HR Planning: Linking the Processes
Ideally, HRP and strategic organizational planning should coincide. On the front end,
human resource planning provides a set of inputs into the strategic formulation process
in terms of what is possible; that is, whether the types and numbers of people are
available to pursue a given strategy. On the back end, strategic planning and HRP
are linked in terms of implementation concerns, such as determining if people are
available internally or externally to implement the strategic organization plan. The
ability to act and change the organization rapidly to pursue different strategic
opportunities is referred to as organizational capability.
II. STEP ONE: MISSION, VISION, AND VALUES
As James Walker put it, because all business issues have people implications, all human
resources have business implications. As a result, HR managers need to engage in strategic
6. Chapter 2: Strategy and Human Resources Planning 15
planning alongside other top managers. The firm’s mission is the basic purpose of the
organization. It is the reason for the organization’s existence. The firm’s strategic vision is
a perspective on where the company is headed and what it can become in the future. The
firm’s core values are the enduring believes and principles that a company uses a foundation
for its decisions. These are the underlying parameters of how the company will act toward
its stakeholders and the public in general.
III. STEP TWO: ENVIRONMENTAL ANALYSIS
Successful strategic management depends on an accurate and thorough evaluation of the
environment. Environmental scanning is the systematic monitoring of the major external
forces influencing the organization. The firm’s competitive environment includes rival
firms, buyers, suppliers, new entrants and substitutes.
A. Competitive Environment
By monitoring the external environment, organizations can identify those trends that
may affect the organization and its HR programs.
1. Customers
One of the most important environmental assessments a firm can make is
identifying the needs of its customers, which often differ from one another.
Organizations ultimately, need to know how they are going to provide value to
these people. This is the foundation for strategy, and it influences the kind of
skills and behavior that will be needed from employees.
2. Rival Firms
Examining the nature of one’s competitors seems obvious, but often it is not. For
example, Toys ‘R’ Us believed for many years its main competitors were FAO
Schwartz or KB Toys. But it later found out that big box retailers like Wal-Mart
and Target were successfully capturing some of its market share. These rival
firms altered Toys ‘R’ Us’s strategy.
3. New Entrants
Sometimes new entrants can compete with established firms and sometimes they
can’t, especially if the incumbent firms create entry barriers. Sometimes,
however, new entrants do capture market share when they have a better business
model or change the “rules” of the competitive game.
4. Substitutes
Sometimes the biggest threat to an industry is not direct competition, but substitutes
for their products. The effect VOIP is having on the telephone industry and the
Internet on travel agents are two examples of substitutes.
5. Suppliers
Organizations rarely create everything on their own but instead have suppliers
that provide them with inputs, including money, information and people.
7. 16
IV. STEP THREE: INTERNAL ANALYSIS
Part 1: Human Resources Management in Perspective
Note to students that in addition to scanning the external environment, organizations
should also scan their internal environments by taking an inventory of the firm’s skills,
particularly its intellectual capabilities.
A. The Three Cs: Capabilities, Composition and Culture
1. Capabilities: People as a Strategic Resource
The success of organizations increasingly depends on people-embodied know-
how—the knowledge, skills, and abilities of an organization’s members. This
knowledge base is the foundation of an organization’s core capabilities
(integrated knowledge sets within an organization that distinguish it from its
competitors and deliver value to customers). As a result, many firms are seeing
the value of tailoring the training for their employees and helping them to develop
personalized career paths. Competitive advantage through people depends on
organizations achieving four criteria:
Valuable—People are a source of competitive advantage when they
improve the efficiency or effectiveness of the company. Value is increased
when employees find ways to decrease costs, provide something unique to
customers, or achieve some combination of the two. Nordstrom and UPS
are among the companies that utilize employee empowerment programs,
total-quality and continuous improvement efforts, and flexible work
arrangements to motivate and spark the creativity of their workers.
Rare—People are a source of competitive advantage when their skills,
knowledge, and abilities are not equally available to all competitors.
Difficult to Imitate—People are a source of competitive advantage
when employee capabilities and contributions cannot be copied by others.
Organized—People are a source of competitive advantage when their
talents can be combined and they can be rapidly deployed to work on new
assignments at a moment’s notice.
2. Composition: The Human Capital Architecture
Figure 2.3 will be useful in your discussion of this portion of the chapter.
The composition of the firm’s workforce is the result of the firm’s decisions about
whom to employ externally and internally and how to manage different types of
employees. Different employees occupy different segments in the firm’s
architecture, or employment matrix.
a. Strategic Knowledge Workers—Employees linked directly to the firm’s
strategy. The firm tends to make a long-term commitment to these people.
b. Core Employees—People with valuable skills but skills that are not
particularly unique (salespeople, e.g.). Managers invest less training in these
people and tend to focus more on short-term commitments with them.
8. Chapter 2: Strategy and Human Resources Planning 17
c. Supporting Workers—People who have skills that are less strategic in
value to firms and are generally available to all firms (clerical workers,
e.g.). Workers such as these are often hired from agencies. The scope of
their duties is generally limited, and the firm invests less in them in terms
of training and development.
d. Partners and Complementary Skills —People who have skills that are
unique but not necessarily related to a company’s core strategy (attorneys,
e.g.). Companies tend to form long-term alliances with these people.
3. Corporate Culture: Values, Assumptions, Beliefs, and Expectations (VABES)
Cultural audits help companies examine the attitudes and activities of the
workforce. Employee surveys can be used to measure how employees feel about
the corporation, their workload, bosses, morale level, and so forth. Managers need
to understand how employees view the organization before HR planning can
effectively take place.
B. Forecasting: A Critical Element of Planning
Figures 2.4 – 5 and Highlights in HRM 1 will be useful in your discussion of
forecasting. Forecasting involves estimating in advance the number and types of
people needed to meet the organization’s objectives (demand), forecasting the supply
of labor, and then balancing the two.
1. Forecasting a Firm’s Demand for Employees
There are two approaches to forecasting:
a. Quantitative Approaches—Quantitative, or top-down approaches, use
statistical or mathematical techniques. For example, trend analysis
forecasts employment needs based on a business factor, such as sales
revenue, and a ratio of labor productivity.
b. Qualitative Approaches—The second forecasting technique is the
qualitative, or bottom-up, approach. This approach is less statistical and
attempts to reconcile the interests, abilities, and aspirations of individual
employees with the current and future staffing needs of the organization.
Management forecasts (i.e., judgments of supervisors or other persons
knowledgeable about future employment needs) and the Delphi
technique (i.e., judgments about a preselected group of individuals) are
examples of the qualitative approach to forecasting.
Considerations: When forecasting the demand for employees, managers
must consider changes in technology, labor force demographics, and
various organizational concerns such as the firm’s financial position,
administrative changes, and long- and short-term growth plans. Ideally,
forecasting should include the use of both quantitative and qualitative
approaches.
9. 18 Part 1: Human Resources Management in Perspective
2. Forecasting the Supply of Employees
Figure 2.5 will be useful in your discussion of employee supply forecasting. Supply
analysis is concerned with determining if the numbers and types of employees
needed are available to staff projected vacancies. Supply analysis starts with an
internal evaluation of the firm’s existing supply of employees. If employees are
not currently available, an external evaluation of the human resources supply will
be made.
a. Staffing Tables and Markov Analysis—Staffing tables are pictorial
representations of all the organization’s jobs, along with the numbers of
employees currently holding those jobs plus any future employment
requirements. A Markov analysis shows the pattern of movement of
employees from one year to the next.
b. Skills Inventories and Management Inventories—HR professionals and
other managers will also review the skills inventories kept on present
employees. Quality of Fill measures how well new hires are performing,
Skills inventories and management inventories (i.e., those inventories
kept on management employees) can be used to develop employee
replacement charts that help with succession planning.
c. Replacement Charts and Succession Planning— Both skill and
management inventories—broadly referred to as talent inventories—can
be used to develop employee replacement charts, which list current
jobholders and identify possible replacements should openings occur.
C. Assessing a Firm’s Human Capital Readiness: Gap Analysis
Any difference between the quantity and quality of employees required versus the
quantity and quality of those available represents a gap that needs to be remedied.
V. STEP FOUR: FORMULATING STRATEGY
Figures 2.9 will be useful in your discussion of strategy.
After the firm’s managers have analyzed the internal and external strengths and
weaknesses of their company, they need to do a SWOT analysis (an analysis of the firm’s
strengths, weaknesses, opportunities and threats) in order to develop the organization’s
corporate, business and functional strategies.
A. Corporate Strategy
Firms have to decide about how and where they will complete. These decisions involve
whether to pursue a growth strategy or a diversification strategy, or whether to engage
in a merger or acquisition or form strategic alliances, for example. This directly impacts
their HR decisions.
10. Chapter 2: Strategy and Human Resources Planning 19
1. Growth and Diversification
Firms that plan to grow are more likely to hire more employees. Globalization
plans, for example, often require the firm to recruit internationally, which poses a
number of difficulties. Because a company’s growth plans can face limitations as
a result of a lack of talent, HR managers need to be involved in these decisions early
on for the firm’s corporate strategy is to succeed.
2. Mergers and Acquisitions
By contrast, firms that plan to merge or acquire other firms are more likely to
downsize as overlap in functions are cut. Many mergers fail for various reasons,
many of which are cultural. HR plays a crucial role when it comes to integrating
the employees of different companies.
3. Strategic Alliances and Joint Ventures
Downsizing is a less of a threat with strategic alliances, but many of the “people
issues” related to mergers and acquisitions remain the same.
B. Business Strategy
Whereas corporate strategy can be thought of the domain in which the company
competes, the firm’s business strategy focuses on how the firm can create more value
for customers than its rivals. The strategies below are among those the firm can use:
1. Low-Cost Strategy: Compete on Productivity and Efficiency
This is the strategy pursued by firms such as Wal-Mart and Southwest Airlines. A
low-cost strategy does not necessarily equal a low-cost labor strategy, however.
Starbucks is a case in point. Even though labor generally represents a firm’s
largest cost, the firm can choose to save money in other ways. Moreover, to retain
their jobs, motivated, well-paid employees are more likely to be inclined to work
efficiently and cut costs to help their firms remain competitive.
2. Differentiation Strategy: Compete on Unique Value Added
Competing on the basis of better products, innovative features, speed to market,
and superior service allows a company to offer something unique and distinctive
to customers that competitors will have difficulty imitating. For example,
companies that focus on cost cutting don’t generally empower their employees to
provide great customers service like firms such as Neiman Marcus do. It is the job
of HR managers to help firms find ways to develop employees so they add more
customer value and gives the firm a competitive edge.
C. Functional Strategy: Ensuring Alignment
HR managers must translate the firm’s overall corporate and business strategies into
HR strategies that functional managers can pursue. HR managers do this by focusing
on two types of “fit”: external and internal fit.
1. Vertical Fit/Alignment
Vertical fit focuses on the connection between the firm’s business strategy and how
it goes about achieving it. A firm that focuses on a low-cost strategy is likely to
foster HR practices that promote productivity and efficiency. By contrast, a
11. 20 Part 1: Human Resources Management in Perspective
firm that focuses on differentiation and value added is more likely to focus on
new product development and employee development initiatives. In other words,
there needs to be a “fit” between the firm’s external objectives and the focus of its
personnel.
2. Horizontal Fit/Alignment
Horizontal fit means that HR practices are all aligned with one another to establish
a configuration that is mutually reinforcing.
VI. STEP FIVE: STRATEGY IMPLEMENTATION
Formulating and HR strategy is only half of the battle, however. The strategy must also be
implemented. Point out that this is easier said than done in light of a recent survey that
revealed that about half of managers say there is a gap between their organization’s ability
to develop a vision and strategy and actually execute it.
A. Taking Action: Reconciling Supply and Demand
Employment forecasts must be reconciled against the internal and the external
supplies of labor the firm faces. If there is a labor shortage, the firm might have to
reformulate its long- and short-term strategic plans. Emphasize to students that an
increasingly vital element of strategic planning for HR departments is determining if
people are available, internally or externally, to execute an organization’s strategy.
VII. STEP SIX: EVALUATION AND ASSESSMENT
Measurement, benchmarking, alignment, fit, and flexibility are central elements of the HR
evaluation process. Although evaluation and assessment appear to wrap up HR strategy
planning, the results uncovered in this step serve as the inputs for the next round of HR
strategy and planning the firm engages in.
A. Evaluation and Assessment Issues
Benchmarking is the process of identifying best practices in a given area, and then
comparing the practices against those of competitors. There are two kinds of
benchmarking metrics than can be used in human resource strategy: Human capital
metrics (which assess the capabilities of the workforce), and HR metrics (which
assess the effectiveness of the firm’s HR function itself). Point out that benchmarking
alone won’t give a firm a competitive advantage. Because a competitive advantage is
based on the unique combination of a company’s human capital, strategy, and core
capabilities, which differ from firm to firm.
B. Measuring a Firm’s Strategic Alignment
1. Strategy Mapping and the Balanced Scorecard
The Balanced Scorecard (BSC) developed by Harvard professors Robert Kaplan
and David Norton helps HR managers translate strategic goals into operation
objectives. The four related and linked cells of the framework are (1), customer,
(2) customer (3) processes, and (4) learning. Metrics for each of the four areas and
obtained and goals set.
12. Chapter 2: Strategy and Human Resources Planning 21
2. Measuring Horizontal Fit
Recall that internal fit means that the firm’s HR practices are all aligned with one
another. However, a company could achieve an internal alignment that is actually
at odds with its overall corporate and business strategy. To prevent this from
occurring, both internal and external alignment needs to be assessed.
C. Ensuring Strategic Flexibility for the Future
In addition to achieving fit, HRP focuses on organizational capability—the capacity of
the organization to act and change in pursuit of a sustainable competitive advantage.
Coordination flexibility occurs through rapid reallocation of resource to new or
changing needs. Resource flexibility results from having people who can do many
different things in different ways.
13. 22 Part 1: Human Resources Management in Perspective
ANSWERS TO END-OF-CHAPTER DISCUSSION QUESTIONS
1. The three key elements of the HRP model are (1) employment forecasting, (2) supply
analysis, and (3) balancing supply and demand considerations. Employment forecasting
estimates the numbers and types of people needed to meet organizational objectives.
Supply analysis then determines if the numbers and types of people needed are available
either externally or internally. The final step in HRP is to balance the required number of
employees with those available. If inconsistencies exist, changes in the staffing requirements
or firm’s strategy may be needed.
2. The “five forces” are customers, rival firms, new entrants, substitutes, and suppliers, as
outlined in Figure 2.2.
3. The human capital must be valuable, rare, difficult to imitate, and organized in a way that
adds more value to the product than can be added by competitors.
4. Ideally both qualitative and quantitative approaches should be used in combination.
5. A firm’s business strategy is a more focused navigation of the domain in which the company
competes. Its ability to do well ultimately depends on the choices it makes in both arenas.
Therefore, both strategic focuses need to be honed.
6. HR managers first gauge demand based on forecasted trends in business activity using both
quantitative and qualitative methods. The Monthly Labor Review and Occupational Outlook
Handbook, published by the Bureau of Labor Statistics (BLS) of the U.S. Department of Labor,
as well as local chambers of commerce and individual state development and planning agencies
compile labor market analyses (quantitative). The firm’s functional managers should also
provide a qualitative assessment of the labor supply the firm will need. This involves both
tracking current staffing levels and making projections about the levels the firm will have
to have to compete strategically in the future. Tools like staffing tables, Markov analysis,
skills inventories, replacement charts, and succession planning charts can help managers with
this process. Balancing the two—labor supply and demand—then requires HR managers
to take action—either by actively recruiting full-time or part-time employees with the skills
the firm believes it will need, hiring temporary employees, trimming back employees via
attrition or downsizing, or outsourcing and offshoring employees.
7. Organizational capability helps firms adjust to changes in employee supply and demand and
changes in its competitive situation. HR managers can help with this endeavor by being
prepared for the future in terms of the firm’s human resource needs and implementing
training programs (cross-training, job rotation, team-based work methods, and so forth) to
make the firm’s current employees more flexible so they can adeptly respond to changes.
14. Chapter 2: Strategy and Human Resources Planning 23
ANSWERS TO USING THE INTERNET ACTIVITIES
Internet Exercise #1, page 56
Beacon Hill Staffing Group
http://www.beaconhillstaffing.com
Question:
Beacon Hill Staffing Group provides employment services to job seekers and employers. Visit the
Beacon Hill website and search for company resources on contract employee benefits.
Describe the benefits that are offered to contract employees. How do these benefits compare to
those typically offered to permanent employees? In your opinion, are they adequate?
Answer:
Beacon Hill Staffing offers Medical, Dental, and Vision insurance, an ADP 401(k) Plan and an
ADP Roth 401(k) plan. Beacon Hill Contract Employees are eligible for group benefits on the
first of the month following 12 consecutive weeks of employment while maintaining an average
of 35 hours per work week. In comparing these benefits with those offered to permanent
employees, student responses will vary. Permanent, full-time employees typically receive benefits
beginning with the first day of work.
Source:
http://www.beaconhillstaffing.com/matriarch/documents/Microsoft%20Word%20-
%202008%20Temp%20Benefits%20overview.pdf
Internet Exercise #2, page 75
HR Metrics Service
http://www.hrmetricsservice.org/
Question:
HR Metrics Service provides tailored benchmarking reports to help organizations assess their
performance within their respective industries. Visit the HR Metrics Service web site and search
for benchmarking standards that the company identifies in its reports. List and describe at least
five benchmarking standards.
Answer:
HR Metrics Service provides seven categories of metrics in its benchmarking reports. Below are
some example metrics for each category:
15. 24 Part 1: Human Resources Management in Perspective
Productivity metrics – Revenue per FTE, Profit per FTE
Compensation metrics – Labor cost per FTE, Labor cost expense percent
Recruitment metrics – Vacancy rate, External hire ratio
Retention metrics – Resignation rate, Voluntary turnover rate
HR efficiency metrics – HR FTE ratio, HR headcount ratio
Learning and development metrics – Learning and development investment per FTE,
Learning and development hours per FTE
Workforce demographic metrics – Union percentage, Percentage diversity at
management level
Source:
http://www.hrmetricsservice.org/0/pdf/standards_glossary.pdf
16. Chapter 2: Strategy and Human Resources Planning 25
VIDEO CASE DISCUSSION GUIDE
1. Guide students to giving thorough support to their opinions when they answer these
questions. Some students will think that Herran’s logic makes sense, while others may point
out that some people are adaptable and would be able to conform to a more rigid workplace.
2. Most students will get the message that a company’s ability to effectively communicate
its expectations and to provide employees with the right tools and training to do their jobs
will lead to satisfaction on both sides, which will lead to high retention. This may be a good
time to engage students on a personal level by asking them what qualities they think they
need in a job in order to feel content.
NOTES FOR END-OF-CHAPTER CASE STUDIES
Case Study 1: Small Company Uses HR as a Strategic Tool for Growth
1. The case does not give any data regarding business growth in terms of sales but it would
seem likely that the reduced turnover and increased attendance would increase productivity
and decrease costs thereby improving profitability. The productivity improvement is likely to
be enhanced by improvements in training, employee trust, and career opportunity within the
firm.
2. “Basic” HR functions are sometimes difficult for small firms to execute because they do not
have (and cannot afford) full time experts in specialized areas. They must focus their limited
resources on marketing, finance, and their product or service. Encourage your class to think
of innovative ways they can successfully implement HR programs. Suggestions might
include hiring outside firms to take care of some HR programs such training, payroll,
employment, etc Other ideas might be assigning HR functions as additional duties to individual
members of a team.
3. It often takes time to see the results of at least some HR activities because they involve such
things as growth in skills and attitudes. One does not plant a seed in the garden and a
moment later see a grown plant. However, discuss with your students the importance of calling
attention to incremental progress as a means of encouraging people to make further progress
toward some HR goal such as mastery of a skill.
Case Study 2: Staffing, Down to a Science at Capital One
1. No amount of quantitative HR planning is likely to be on target if a firm doesn’t have a grip
of how engaged its current workforce is. HR managers can attempt to measure this via
employee engagement surveys.
2. Breaking the planning process down to the lowest level business manager is ideal because in
complex organizations such as Capital One, these managers are likely to have a better idea of
which jobs and people are critical than a high-level manager might. In addition, each
17. 26 Part 1: Human Resources Management in Perspective
manager is also likely to have a better idea of what the “endgame” for her unit should be.
Breaking the process down to lower level managers is likely to somewhat less useful in simple,
or small, businesses in which top level managers have a good understanding of all of the HR
“pieces of the puzzle” and the business’s ultimate “endgame.”
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Calculating Turnover and
Absenteeism
This appendix shows students how to measure employee turnover and absenteeism to manage
their impact on the firm.
I. EMPLOYEE TURNOVER RATES
The turnover rate can be calculated as follows:
Number of separations during the month
100
Total number of employees at midmonth
The costs of turnover can generally be broken down into three categories separation costs
for the departing employee, replacement costs, and training costs for the new employee.
These costs are conservatively estimated at two to three times the monthly salary of the
departing employee, and they do not include indirect costs such as low productivity prior
to quitting and lower morale and overtime for other employees because of the vacated job.
Consequently, reducing turnover could result in significant savings to an organization.
Introduce the notion of “unavoidable separations.” Is there ever a case in which
firms might want to actually induce turnover? Ask students what such situations
might be.
18. Chapter 2: Strategy and Human Resources Planning 27
II. EMPLOYEE ABSENTEEISM RATES
The cost of each person-hour lost to absenteeism is based on the hourly weighted average
salary, costs of employee benefits, supervisory costs, and incidental costs. If XYZ Company,
with 1,200 employees, has 78,000 person-hours lost to absenteeism; the total absence cost
is $560,886, or a cost per employee of $467.41. Comparison with other organizations may
be made by referring to Bureau of Labor Statistics data reported in the Monthly Labor
Review or by consulting such reporting services as the Bureau of National Affairs and
Commerce Clearing House. It is advisable for HR managers to study their firm’s
absenteeism statistics to determine whether there are patterns in the data. This way, line
managers can determine where and what types of actions need to be taken to improve
attendance.
Show students how to calculate absenteeism rates based on the U.S. Department of
Labor’s formula shown in this section in the appendix. Then show them a copy of
the absenteeism statistics in the Monthly Labor Review. Do the statistics surprise
them? As HR managers, have them discuss what actions they could take if they found
absenteeism to be too high in their firms or different areas of their firm.
19. Solutions Manual for Managing Human Resources 16th Edition by Snell
Download: http://downloadlink.org/p/solutions-manual-for-managing-human-
resources-16th-edition-by-snell/
Test Bank for Managing Human Resources 16th Edition by Snell
Download: http://downloadlink.org/p/test-bank-for-managing-human-
resources-16th-edition-by-snell/