The document discusses the strategic planning process and its significance in human resource management, outlining seven steps essential for achieving corporate strategies and competitive advantages. It emphasizes the role of strategic human resource management and tools for effective employee performance management, including metrics and data analysis. Additionally, it highlights the evolving competencies required of HR managers to effectively contribute to organizational success in a changing business environment.

1. Strategic Planning Process and Human
Resource Management
Presented by
JC Guiyab, RN
Part One

2. Learning Objectives
1. Explain why strategic planning is important to all
managers.
2. Explain with examples each of the seven steps in
the strategic planning process.
3. List with examples the main generic types of
corporate strategies and competitive strategies.
4. Define strategic human resource management
and give an example of strategic human
resource management in practice.

3. Learning Objectives
4. Briefly describe three important strategic
human resource management tools.
5. Explain with examples why metrics are
important for managing human resources.

4. 1. Explain why strategic planning is
important to all managers.

5. The Strategic Management Process
The Shanghai Portman Hotel
• Strategically they set the goal of making their
hotel outstanding by offering superior
customer service.
• To achieve this, the hotel employees would
have to exhibit new skills and behavior, for
instance, in terms of how they treated and
responded to guests.

6. The Strategic Management Process
The Shanghai Portman Hotel
• To produce this employee skills and behaviors,
the management formulated new human
resources management plans and policies.

7. Goal Setting and the Planning Process
• Setting objectives
• Basic planning forecasts
• Reviewing alternative courses of action
• Evaluation of options
• Choosing and implementation of plan.
*A plan shows getting from where you are to where
you want to go.

8. The Hierarchy of Goal

9. Strategic Planning
Strategy
A course of action the company can pursue to
achieve its strategic aims.
Strategic Plans
The company’s plan for how it will match its
internal strengths and weaknesses with the
external opportunities and threats in order to
maintain a competitive advantage.

10. Strategic Planning
Strategic Management
The process of identifying and executing the
organization’s strategic plan by matching the
company’s capabilities with the demands of
its environment.

11. 2. Explain with examples each of
the seven steps in the strategic
planning process.

12. Strategic Planning

13. Example of SWOT Analysis

14. 3. List with examples the main
generic types of corporate
strategies and competitive
strategies.

15. Types of Strategies

16. Corporate Strategy
• Concentration
• Diversification
• Vertical Integration
• Consolidation
• Geographical Expansion

17. Competitive Strategy/
Business Unit
• Competitive Strategy
– A strategy the identifies how to build and
strengthen the business long term competitive
position in the market place.
• Competitive advantage
– Any factors that allow an organization to
differentiate its products or service from those of
its competitors to increase market share.

18. Competitive Strategy
Business Strategy

19. Human Resource as Competitive
Advantage?

20. Functional Strategy
• A strategy that identifies the broad activities
that each department will pursue in order to
help the business accomplish its competitive
goals.
• Strategic Fit
– Porter said that each departments functional
strategy must fit and support the company’s aim.

21. Functional Strategy

22. Top Management’s Role in StratMAn
• Devise strategic plan
• Determines the direction of the business.
• Responsible for achievement of company
aims.

23. Departmental Managers’ Role
• They help devise the strategic plan.
• They formulate supporting,
functional/departmental strategies.
• They execute the plans.

24. 4. Define the Strategic Human
Resource Management and give an
example of Human Resource
Management in Practice.

25. Strategic Human Resource
Management
• Formulating and executing human resource
policies and practices that produce employee
competencies and behaviors the company
needs to achieve its strategic aims.

26. Strategic Human Resource
Management

27. The Practices Behaviors Strategy
Pyramid

29. 5. Briefly describe three important
strategic human resource
management tools.

30. Strategy Map
• A graphical tool that summarizes the chain of
activities that contribute to a company’s
success and so shows employees the “big
picture” of how each employee and
department’s performance contributes to
achieving the company’s overall strategic
goals.

31. Strategy Map

32. HR Scorecard
• A process for managing employee
performance and for alignment of all
employees with key objectives of assigning
financial and non financial goals or metrics to
the human resource management related
chain of activities required for achieving the
company’s strategic aims and for monitoring
the results.

33. HR Scorecard

34. HR Scorecard

35. Digital Dashboard
• Presents the manager with desktop graphs
and charts so he gets a picture of where the
company is ad where it is going tin terms of
each activity in the strategy map.

36. Digital Dashboard

37. HR Metrics and Benchmarking
• Measuring performance is an integral part of
Strategic HRM.
• Management translates workforce
requirement to measurable worker
competencies and behavior.
• Formulation of supportive HR strategies,
policies, and practices to produce intended
workforce competencies.

38. Types of Metrics

39. Benchmarking
• Comparing the practices of high performing
companies to your own, in order to
understand what they do that makes them
better.

40. 6. Explain with examples why
metrics are important for
managing human resources.

41. Strategy and Strategy Based Metrics
• Strategy-based metrics
– Metrics that focus on measuring activities that
contribute to achieving a company’s strategic aim.
• Examples:
– Measuring customer service quality, customer
engagement, sales pitch success, employee
process knowledge.
– Action plans to improve performance of
workforce.

43. Workforce/Talent Data Mining and
Analytics
• The use of applications to analyze human
resources data and draw conclusion from it.
• Data mining is the technique used to search
for relevant data (new, hidden, unexpected
patterns).

44. Workforce/Talent Data Mining and
Analytics

46. HR Audit
• An analysis by which an organization measures
where it currently stands and determines what is
has to accomplish to improve its hr function.
– Roles, head count, legal issues, recruitment,
compensation, employee relations, benefits, payroll,
documentation and record keeping, training and
development, employee communications, internal
communications, termination and transition policies
and practices.

47. Evidenced Based HR and Scientific
Approach
• Be objective in gathering and interpreting
data.
• Use of experimentation.
• This approach will allow managers to have
better decision making.

48. High Performance Work System
• A set of human resource management policies
and practices that promote organization or
superior employee effectiveness.
• 4 Principles
– Egalitarianism and engagement
– Shared information
– Knowledge and talent development
– Performance-reward linkage

49. Egalitarianism and Engagement
• Sense of being members, not just workers, in an
organization
• Egalitarian work environments eliminate status and
power differences
• Increase collaboration and teamwork
• Productivity improves through working together
• Employee engagement: Involving employees in
decision-making and giving them the power
• Engaged employees: performing at high levels, are
enthusiastic about what they do, and look for
better, more efficient ways of doing things

50. Shared Information
• The principal of shared information is critical to the
success of employee empowerment and
involvement initiatives in organizations
• In the past employees traditionally were not given and
did not ask information about the organizations
• Information helps employees make good suggestions
for improving the business and to cooperate in major
organizational changes
• The principal of shared information typifies a shift in
the relationship between employer and employee
in organizations

51. Knowledge and Talent Development
• Knowledge development: the twin sister of information
sharing
• “The only thing you get when you empower dummies, is
bad decisions faster.”
• The number of jobs requiring little knowledge and skill is
declining
• The number of jobs requiring greater knowledge and skill is
growing
• High-performance work systems depend on the shift from
touch labor to knowledge work
• Employees today need a broad range of skills
• Knowledge and skill requirements must also change rapidly

52. Performance-Reward Linkage
• People may intentionally or unintentionally
pursue outcomes that are beneficial to
them but not necessarily to the organization
as a whole
• When companies reward their employees
based on their performance, workers
naturally pursue outcomes that are mutually
beneficial to themselves and the
organization

53. You are now able to:
1. Explain why strategic planning is important to all
managers.
2. Explain with examples each of the seven steps in
the strategic planning process.
3. List with examples the main generic types of
corporate strategies and competitive strategies.
4. Define strategic human resource management
and give an example of strategic human
resource management in practice.

54. You are now able to:
4. Briefly describe three important strategic
human resource management tools.
5. Explain with examples why metrics are
important for managing human resources.

55. End of Part One.

56. The Strategic Human Resource
Manager: Roles and Competencies
Presented by
JC Guiyab, RN
Part Two

57. Yesterday and Today
• Managers are focused on transactional HR
activities like payroll, hiring, compensation and
benefits.
• Role expanded to testing and training and dealing
with unions that began in the 1930s.
• 60s began the role of helping the company avoid
and manage discrimination claims.
• Today HR managers are dealing with
globalization, increased demand of profit from
operations, and technology.

58. The Role and Competencies of the
Strategic HR Manager

59. They focus more on STRATEGIC, Big
Picture Issues

60. The use new ways to provide
transactional services

61. They Take an Integrated, Talent
Management Approach
to Managing Human Resources
• Talent management is the goal-oriented and
integrated process of planning, recruiting,
developing, managing, and compensating
employees. It involves instituting a
coordinated process for identifying, recruiting,
hiring, and developing high-potential
employees.

62. They Take an Integrated, Talent Management
Approach
to Managing Human Resources

63. They Manage Ethics

64. They Manage Employee Engagement
• The Institute for Corporate Productivity
defines engaged employees as those who are
mentally and emotionally invested in their
work and in contributing to an employer s
success.

65. They Manage Employee Engagement

66. They Manage Employee Engagement

67. They Measure HR Performance and
Results

68. They Use Evidence-Based Human
Resource Management

69. They Add Value
• Adding value means helping the firm and its
employees gain in a measurable way from the
human resource manager’s actions.
• Putting in place a high-performance work
system is one way to add value.

70. They Have New Competencies
1. Talent Managers/Organization Designers, with a
mastery of traditional human resource management
tasks such as acquiring, training, and compensating
employees
2. Culture and Change Stewards, able to create human
resource practices that support the firms cultural
values.
3. Strategy Architects, with the skills to help establish
the company s overall strategic plan, and to put in
place the human resource practices required to
support accomplishing that plan

71. They Have New Competencies
4. Operational Executors, able to anticipate, draft,
and implement the human resource practices
(for instance in testing and appraising) the
company needs to implement its strategy
5. Business Allies, competent to apply business
knowledge (for instance in finance, sales, and
production) that enable them to help functional
and general managers to achieve their
departmental goals

72. They Have New Competencies
6. Credible Activists, with the leadership and
other competencies that make them both
credible (respected, admired, listened to) and
active (offers a point of view, takes a position,
challenges assumptions.)

73. They Have New Competencies

74. HR Certification
• Society of Human Resource Management
(USA)

75. End of Part Two.