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1. Lecture 5
Strategic HRM

3. • Traditional and Strategic HR.
• Formulating and Implementing Strategies.
• Challenges in implementing strategies.
• Types of HR Strategies.
• Schools of Strategy development.
Case 1 Presentation

4. Achieving horizontal and Vertical
Integration

5. Vertical Integration
1. Integration with the culture of the
organization.
2. Fit with the business strategy.

6. Horizontal Integration

9. Conducting a Strategic Review

10. HR issues emerging from the strategic
review
• Transformation of organization
• Major cultural changes
• May deviate from core activities
• More emphasis on managerial skills
• Need for new skills
• Retaining existing employees

11. Steps to address the issues
• Communication initiatives by chief executive.
• Focus on transparency.
• Mutual Communication.
• Appropriate trainings.

12. Implementing HR Strategies

13. Barriers in Implementation process
• Accept initiatives in their comfort zone only.
• Change is viewed as a Threat.
• Difference in perceptions.
• Status Quo.
• Complex procedures.

14. Contd..
• Inadequate assessment of the environmental
and cultural factors.
• When only top management implement
process.
• Lack of supporting processes.

15. How to address these barriers?

17. Final Project Details

18. Improving Business Performance
through Strategic HRM

20. A commitment Strategy
Control Strategy
High Performance work systems

22. Outcomes of Research

23. Year of Research Methodology Strategy
1990, 1992, 1994 30 US Mills High commitment strategy
and Control Strategy
1995 968 US firms High Performance work
systems
1998 623 UK firms High Performance work
systems
1998 2000 Workplaces, 28,000
employees
Workplace employee
relations
2000 12 companies Integration of HR Practices