The document outlines various strategies in strategic human resource management, focusing on flexibility through outsourcing, multi-skilling, and talent management. It emphasizes the importance of continuous performance management over traditional appraisal systems to foster a high-performance culture and align individual contributions with organizational goals. Issues related to annual confidential reports and the obstacles companies face in implementing performance management systems are also discussed, highlighting the need for a structured approach to boost employee motivation and overall organizational effectiveness.

1. Lecture 11
Strategic HRM

2. 4. Flexibility Strategy

3. 1. Outsourcing.
2. Multi-skilling employees.

5. 5. Talent Management Strategy

6. • Talent management strategies deal with the
processes required to ensure that the
organization attracts, retains, motivates and
develops the talented people it needs.

8. The components of talent
management strategy
1. Rigorous recruitment and selection
procedures.
2. Opportunities for career development.
3. Work environment.
4. Work life balance.
5. Positive psychological contract.
6. Developing leadership qualities.

9. Individual Assignment
• General Motors
• Case Analysis
• Deadline: 26th April, 2016

10. Strategies for Managing
Performance

11. • Strategies for managing performance exist to
develop a high-performance culture and
achieve increased organizational effectiveness,
better results for individuals and teams, and
higher levels of skill, competence,
commitment and motivation.

12. Managing performance is a
continuing responsibility for
managers and team leaders. It is not
achieved by a once-a-year
performance appraisal meeting.

13. Performance Management

14. • Performance Management is a continuous
process of identifying, developing and
measuring individuals and teams and aligning
their performance with organizational goals.

15. Integration in Performance
Management
1. Vertical Integration
2. Functional integration
3. HR Integration
4. Integration of Individual needs

16. Performance Management Concerns
• Performance Improvement
• Employee development
• Communication and Involvement

17. • Performance management is a strategic
process because it is forward-looking and
developmental.
• It provides a framework in which managers
can support their team members rather than
dictate to them.

18. ACR – Annual Confidential Report
• Not a continuous process
• Not a forward looking system, rather
backward looking system.
• Discuss with everyone except the relevant
person.

19. Problems in ACR System
• Recency effect
• Spill over
• Hollow effect

20. In ACR, your boss will be your
everything, you will only work to
make him happy.
you are loyal to boss not to
organization

21. What if you don’t have PMS?

22. • Organization wont do justice with people.
• Don’t give you rewards you deserve
• Favorable people will get rewards only
• Overall performance of organizations and
individuals decrease
• Less motivation
• High turnover

23. • High costing because of new hiring
• Misleading information
• Lowered self esteem
• Damaged relationships
• Bad reputation

24. Why companies don’t go for PMS?

25. • High Cost
• Fear of losing power
• They think they wont be able to control people.
• Their focus is on controlling people rather than
unleashing them.

26. Performance Management
Process

27. 1. Prerequisites of PMP
2. Performance Planning
3. Performance Execution
4. Performance Assessment
5. Performance Review
6. Performance Renewal

28. 1. Prerequisites of PMP

29. • Starts from Mission and Vision of organization.
• Organizations need to have clarity of vision,
mission, goals and objectives.
• Achieve Vertical Integration

30. • When you enter the organization, organization
provides you “Job Description”.
• JD contains objectives, tasks, Attitude, skills
and organizational goals.
Where does Job description comes from?

31. • JD comes from job Analysis (Resourcing
Strategy)
• Importance of job analysis

32. Organization Goals
Job Description
Job Analysis
Organization Objectives

33. 2. Performance Planning

34. • Meeting between Employee and supervisor
after hiring.
• Discussion about expected results, behavior
and development plans. (20%, 80%)
• Discuss concerns.

35. Difference between Performance
Appraisal and Performance
Management

36. 3. Performance Execution

37. • Employees start performing according to their
job description.
• Employee responsibility are following JD,
alignment with mission, keep communicating
with supervisor, prepare for appraisal
interview.

38. • Responsibility of Manager: Keep motivating
employees,
• Effective delegation
• Provide resources

39. 4. Performance Assessment

40. • Self appraisal technique
• 360 degree feedback. Weight age to opinion
of everyone
• Manager’s assessment.

41. 5. Performance Review

42. • Appraisal meeting
• 45 minutes
• Meeting mode

43. • Start with good points about employee so that
he opens up.
• Ask him about his self appraisal.
• Identify gaps between desired and real
performance

44. • After that discuss his weaknesses, ask reasons.
• Find real cause of his bad performance.
• Then manager decides whether he needs any
training, counseling or coaching.

46. What if employee leave your office
without opening his mouth?

47. • Grade his performance
• Outstanding
• Satisfactory
• Unsatisfactory
• Decide about rewarding him or anything in
order to motivate him.

48. 6. Performance Renewal

49. • Improve your system based on people’s
feedback.
• Improve and update yourself
• Exit interviews

50. Benefits of Performance
Management System

51. • Transparency
• Merit based rewards
• Chance for improvement (4 Meeting a year)
• Goals accomplishment
• Continuous positive changes
• Timely actions
• High motivation

52. 9 Performance Management
Practices Winners Use
Reading