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1. Lecture 6
Strategic HRM

2. Final Project Presentations in
13th Week

3. How HRM Strategies make an
Impact

4. • Achieving Vertical and Horizontal Integration
• Implementation process
• Barriers in implementation
• Strategies in improving business performance

6. The Bath People and
Performance Model

8. Roles in Strategic HRM

9. The Strategic Role of Top
Management

10. • Visionary Leadership
• Charismatic Leadership
• Provide continuous support

13. The Strategic Role of Front line
Management

15. • Main role – Implementation
• HR proposes but the line disposes
• Bring HR policies to life
• Importance of their support
• Dealing with people is the most difficult task

16. • Importance of management skills in Front line
managers.
• Participation in the ‘thinking’ as well as the
‘doing’ of strategy.
Technical Managerial

17. • Stimulate Change Process
• Balance between Responsibility and Authority
• Participation in Strategic-decision making

18. How to promote Role of Front-Line
Managers as Strategic Partners?

19. • Cross-functional Project teams
• Training and development Programs
• Broader exposure

20. Case 2

21. Quiz

22. Quiz 1
• Provide SWOT analysis of PIA current
resources and their major competencies.
• How can we apply 5-P model in current
situation to ensure vertical integration?
• Identify barriers in the process of applying 5-P
model.

23. The Strategic Role of the HR
Director

24. • Envision how HR strategies can be integrated
with the business strategy.
• Prepare strategic plans and oversee their
implementation.
• Change management process.

25. • Exert influence on the way in which the
enterprise is organized, managed and staffed.
• Involvement according to level of professional
skills.

26. The Strategic Role of HR
Specialists

27. • HR as Strategic partners
• Set clear priorities
• Systematically assess the impact and
importance of each one of initiatives.

28. The answers must be obtained to six questions:

29. 1. Shared Mindset – Right Culture
2. Competence - KSA
3. Consequence - Measurement
4. Governance - Structure
5. Capacity for change - Flexibility
6. Leadership - Direction

30. The New Mandate for HR

31. 1. Become a partner
2. Improvement in planning process
3. Handling concerns of employees
4. Continuous Transformation
5. Invest in innovative HR practices

32. The specific strategic roles of HR

33. 1. Business Partner
2. Innovator
3. Change agent
4. Implementer

34. A change model used by HR staff at
GE in the United States to guide a
transformation process in the
company.
The model is based on the statement that
‘change begins by asking who, why, what and
how’.

35. Key success Factors in Change
Leadership
Creating a shared Need
Shaping a vision
Mobilizing commitment
Leading Change
Monitoring Progress
Making it last