The document discusses the evolving role of human resource management from a traditional, administrative function to a more strategic role. It outlines some key differences between traditional and strategic HR, including a strategic HR's focus on integrating HR programs with organizational strategy and priorities. The document also discusses several frameworks for strategic HR roles, including Ulrich's model of HR as a strategic partner, change agent, employee champion and administrative expert. It notes barriers to implementing strategic HR and the need for HR strategies to be clearly defined and communicated.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
This ppt will help you to understand about various HR challenges in current business environment & give you a brief insight to increase your conceptual idea in HR field.
Fundamentals of Human Resource ManagementAmare_Abebe
Human Resource- is the total of knowledge, skills, creative abilities, talents, aptitudes, values, attitudes & beliefs of an organization’s workforce
HRM views people as an important resource or asset to be used for the benefit of the organization, employees and society. But humans unlike other resources in the context of work and management cause problems.
this presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
This ppt will help you to understand about various HR challenges in current business environment & give you a brief insight to increase your conceptual idea in HR field.
Fundamentals of Human Resource ManagementAmare_Abebe
Human Resource- is the total of knowledge, skills, creative abilities, talents, aptitudes, values, attitudes & beliefs of an organization’s workforce
HRM views people as an important resource or asset to be used for the benefit of the organization, employees and society. But humans unlike other resources in the context of work and management cause problems.
this presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
The competitive organization cannot utilize the tactical HR Management. It requires the strategic HR Management. Today, the HR Professionals can build a significant competitive advantage for the organization. They can build complex systems, which support the execution of the business strategy. They can bring simple tools to support innovations and they can build the organization, which employs loyal employees.
However, the introduction of the strategic HR Management is not simple. The HR leader is a crucial role. The HR leader has to get the buy-in of the top management and has to lead the transformation of the HR Organization.
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
The HR Manager is the most critical role in the HR Organization. The HR Manager represents Human Resources and shares responsibilities with the HR team and the internal client.
The role of the HR Manager is difficult, and the most experienced HR Professionals should be promoted to the role of the HR Manager.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
Comparing the efficiency and effectiveness of medical equipment repair programs in hospitals is a challenge. No two programs are the same. This presentation demonstrates a simple way to compare large, small, urban or rural hospitals.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
The definition of a HR business partner is an experienced human resource professional who works directly with an organization's senior leadership to develop and direct an HR agenda that closely supports organizational goals. Rather than working primarily as part of the internal human resources department, the HR business partner works closely with senior leadership, perhaps sitting on the board of directors or collaborating regularly with the C-suite. Placing a human resources professional in close contact with executive leadership makes HR a part of the organizational strategy. The business partner model for human resources is becoming more and more popular among business organizations
Introduction to HR Management and HR Management Process for beginners. What is HR Management? Key focused areas under HR Management is discussed under the study.
Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs.
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
Leadership plays a central part in understanding group behavior, for it is the leader who usually provides the direction toward goal attainment. Therefore, a more accurate predictive capability should be valuable in improving group performance.
Based on Latin word “movere”, motive(need) has been defined as follows: “A motive is an inner state that energizes ,activates, or moves (hence motivation),and that direct behavior towards goals.”
The term ‘Personality' has been derived from the Latin term ‘Persona' which means to 'speak through'. Therefore a very common meaning of the term personality is the role which the person (actor) displays to the public.
To understand Organisational Behavior meaning and importance,Organisation as social process,System and Contingency approach,Environmental Factors,Constraints over organization and managerial performance
Training Process and Methodology - Need and objectives, Training-Role and Relevance, Training and Development, Training and HRD, How Training benefits the Organization? Beneficiaries, Problems and future trends of Training, Career Planning
To enable an effective CRM, a suitable strategy needs to be developed and implemented.Therefore a company should develop an orientation that would enable it to enjoy the trust of the customers, ensure commitment to relationships and also undertake proper communication.
Firms consider pursuing various market segments as part of their overall growth strategies, which may include the four major strategies that are:Market Penetration, Market Development, Product Development and Diversification.
This presentation ion tell about the growth strategies that how various successful firms have adopted and got success.
History shows that the companies that continue to invest in their innovative capabilities during tough economic times are those that get best when growth returns.
This aspect of marketing provides place, time & possession utility to the customer. If a consumer wants to buy a tube of Colgate toothpaste, then the company ensures that toothpaste is made available to this consumer at a retail shop near by his residence- thus providing the ‘place utility’.
Product strategy is like a roadmap, and like a roadmap it’s useful only when you know where you are and where you want to go.The Service Strategy provides guidance on how to design, develop, and implement service management not only as an organizational capability but also as a strategic asset.
Marketing represents the boundary between the marketplace and the company, and knowledge of current & emerging happenings in the marketplace is extremely important in any strategic planning exercise.
Human resource planning is a process by which an organization ensures that: it has the right number and kinds of people , at the right place, at the right time, capable of effectively and efficiently completing those tasks, that will help the organization to achieve its overall strategic objectives.
The central idea behind SHRM is that all initiatives involving how people are managed need to be aligned with and in the support of the Organizational overall strategy. No Management is successful if its people is diverted from the vision and mission of the organization.
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.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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.
2. The Evolving/Strategic Role of
Human Resource Management
In this presentation we will study
► The
HR.
Strategic HR versus Traditional
► Barriers/Obstacles
to Strategic HR
3. Introduction
The role of Human Resource Management has
been developing noticeably in recent years.
Earlier human resource as the personal
department
performing
administrative
duties like recordkeeping, file maintenance etc.
were all over now .
Any organization that continues to utilize its HR
function solely to perform these administrative
duties doesn’t understand the contributions
that HR can make an organization’s
performance.
4. When we speak from an angle of strategic
approach to HRM it involves abandoning the
mindset and practices of “Personal Management”
and focusing more on strategic issues than
operational issues.
“Strategic human resource management
is the process of linking the human
resource function with the strategic
objectives of the organization in order to
improve performance.”
5. STRATEGIC HUMAN RESOURCE
MANAGEMENT
MANAGING
PEOPLE
ORGANIZATION
TO THE MOST IMPORTANT
PRIORITY
INTEGRATION OF
ALL HR
PROGRAMS AND
POLICIES WITHIN
THE FRAMEWORK
OF A COMPANY’S
STRATEGY
STRATEGIC HUMAN RESOURCE MANAGEMENT involves
making the function of Managing People the most important
priority in the organization and integrating all human resource
programs and policies within a framework of a company's
6. ►
Strategic HRM realizes that people make or break
an organization because all decisions made regarding
finance, marketing, operations or technology are made
by the organization’s people.
►
Strategic Human Resource involves the :
Development of a consistent aligned collection of
practices, programs & policies to facilitate the
achievement of the organization’s strategic
objectives.
7. ► Strategic
HR considers the implications of
corporate strategy for all human resource system
within the organization by translating companies
objectives
systems.
into
specific
people
management
►
This specific approach and the process applies differs from
organization to organization.
►
In general the organizations mission and specifically
objectives are considered in this large frame work by the
organization.
8. ►A
strong HR strategy that is linked to
organizational strategy is not enough,HR strategy
needs to be communicated , practiced and most
important it should be spelled out and written
down.
►A
recent study conducted by price water coopers
reveals the fact that those organization with
written HR strategies tends to be more profitable
one that those without that.
► In
view of above it is necessassry for an
organization to have written HR strategy to
increase the productivity .
9. Possible roles assumed by the HR function
(ULRICH FRAMEWORK)
Strategic
Strategic Focus
Partner
System
Administrative
Expert
Change
Agent
People
Operational Focus
ye
plo
Em
e
io
mp
Cha n
10. As per the Ulrich framework presented in the previous
slide, it proposes an entirely new role and agenda for HR
that focuses less on traditional functional activities ,
such as compensation
outcomes.
and
staffing
and
more
on
►
In this scenario the HR cannot be defined
by what it does but rather by what it
delivers.
►
So the HR should deliver results that
enrich the organizations value to its
customers, investors & employee.
11. ► This
can be accomplish in four ways:
1.
By HR becoming a Partner with senior and line
managers in strategy execution.
2.
By HR becoming an Expert in the way that work
is organized and executed.
3.
By HR becoming a Champion for employees,
working to increase employee contribution and
commitment to the organization.
4.
By HR becoming an Agent of continuous
transformation that shapes process and culture to
improve an organization’s capacity for change.
12. HR becoming a Partner with senior and
line managers in strategy execution
► Here
HR is responsible for the organizational
architecture or structure.
► HR
would then
help managers
need to be
execution.
conduct an organizational audit to
to identify those components that
changed to facilitate strategy
► HR
should identify methods and renovate the
parts of organizational architecture that need it.
► HR should
take stock of its own work and set clear
priorities to ensure delivery of results.
13. HR becoming an Expert in the way
that work is organized and executed
►
►
►
►
It has been noticed that since for many years HR have
fulfilled an administrative function within their organization.
In administrative expert role the HR would shed their
image of rule making authority while ensuring that the
required routine work still gets done effectively & efficiently.
This requires “improving or rethinking” a number of
traditional HR functions, such as benefits and selection,
which now can be automated using the technology, and
therefore be most cost efficient.
Such streaming function would help HR to increase their
credibility.
14. HR becoming a Champion for employees, working to
increase employee contribution and
commitment to the organization
►
►
►
►
A successful organization is based on its employees
committed to and fully engaged in the organization and
their jobs.
In this role of employee champion the HR professional are
held accountable for ensuring that the employees are fully
committed to and fully engaged in the organization.
This involves the involvement with the line managers to
recognize and to avoid the cause of low moral,demotivation
etc.
It also involves as an advocate for the employees
representing them and being their voice with senior
management particularly the decisions that impact them
directly.
15. HR becoming an Agent of continuous
transformation that shapes process and culture to
improve
an organization’s capacity for change
►
As a change agent HR has to be able to build the
organization’s capacity to embrace and capitalize new
situations, ensuring that change initiatives are defined ,
developed and delivered in a timely manner.
►
HR also need to help the
overcome any resistance to
itself.
organization
change that
plan
might
for and
present
16. HR
roles
community
in
knowledge
based
► There
are number of roles developed that
an HR can play in becoming strategic
partner in Knowledge Based Economy.
► To
build Strategic credibility NEW ROLES
IS TO BE ASSUMED APART FROM
TRADITIONAL APPROACH TO HR.
17. These Roles include
► Human Capital Steward
► Knowledge Facilitator
► Relationship Builder
► Rapid Deployment Specialist
18. Human Capital Steward
► It
involves the creation of an environment and
culture in which employees voluntarily want
to contribute their skills, ideas, and energy.
► To
maintain competitive advantage by employing
best employees ,motivate and retain them.
►
By the employment of the above category of
employees or reaching to that level a good
environment and culture can be created.
19. Knowledge Facilitator
► To reach the level of competitive advantage
it is necessary to procure the necessary
knowledge and skill sets of the employee.
► This process can have the success only
when employees teach & learn from each
other & knowledge sharing is valued and
rewarded.
20. Relationship Builder
► This
role involves the development of structure,
work practice & org. culture that allow individuals
to work together across departments &
functions of the organization .
► To
ensure competitiveness, networks need to be
developed that focus on strategic objectives and
also the teamwork that lead to outstanding
performance can be rewarded.
21. Rapid Deployment Specialist
► This
role involve the creating of organization
structure and HR systems according the
rapid change of the response to the
external environment (opportunities &
Threats).
22. Society
for
Human
Management view….
Resource
► According
to SHRM view
the five(5)
competencies are responsible for an HR
success as a true strategic business unit.
► These
roles are quite different from the
past, where HR played more administrative
roles.
23. These five Competencies are:
1. Strategic Contribution: Development of
Strategies w.r.t. external & internal environment
2. Business Knowledge: understanding the
nuts & bolts of the org’s operations and
leveraging this knowledge into results.
3. Personal Credibility: The measurable
values be demonstrated in programs & policies
implemented
4.
HR Delivery:
5.
HR Technology:
Serving the internal environment
through effective and efficient programs related to
staffing , performance, employee development.
Use of Technology to improve
the org. management of its people.
24. TRADITIONAL HR VERSUS
STRATEGIC HR
Areas
Traditional HR
Responsibility for Staff Specialists
HR
Focus
Employee Relations
Role of HR
Initiatives
Time Horizon
Control
Job Design
Transactional, Change
follower & respondent
Slow,reactive,fragmente
d
Short Term
Bureaucratic-roles,
policies, procedures
Tight division of labor,
independent,
specializations
Strategic HR
Line managers
Partnership with internal
and external factors
Transformational, change
leader& initiator.
Fast,proacative,integrated
Short, medium, long
(as necessary)
Organic-flexible, whatever
is necessary to succeed.
Broad, flexible,
cross-trainings, teams
25. Areas
Traditional HR
Strategic HR
Key Investments Capital, products, brand People and their
name, technology etc
knowledge & abilitiess
Accountability
Cost Center
Investment Centre
26. Shifts in HR management in India
Traditional HR practice
Emerging HR practice
Administrative role
Strategic role
Reactive
Proactive
Separate, isolated from
Key part of organizational
mission
company mission
Production focus
Functional organization
Individuals encouraged,
Service focus
Process-based
organization
singled out for praise,
Cross-functional teams,
teamwork most important
rewards
People as expenses
People as key
investments/assets
28. SHRM and Organizational
Effectiveness
► For a firm to survive and prosper,
reasonable goals must be achieved
in:
Performance
Legal compliance
Employee satisfaction
Absenteeism
Turnover
Training effectiveness and ROI
Grievance rates
Accident rates
31. BARRIERS TO STRATEGIC HR
1.
2.
3.
4.
Organization Short term mentality and focus on
its current performance.
Limited scope of thinking strategically by HR
managers.
Lack of appreciation for the value of HR in
strategic prospective.
Functional managers see themselves as HR
managers as well and are concerned more with
technical aspects of their areas of responsibility
then the human aspects.
32. 5.Difficulty in quantifying many of the outcomes and
benefits of HR programs.
6.The fact that Human assets aren’t owned by
organization and, therefore, are perceived as a
high risk investment than capital asset is also act
as a barrier in strategic HR.
7.Strategic HR may be resisted because of the
incentives for change that might arise. Such
significant changes are risky for those responsible
for implementation if such efforts fail.