Human resources planning identifies an organization's current and future human resource needs to achieve its strategic goals. It involves assessing the present HR capacity, forecasting future requirements, identifying gaps between present and future needs, and developing HR strategies. The key aspects of strategic HR planning include linking it to the organization's overall strategic plan, analyzing external trends, ensuring flexibility, and predicting future HR management needs. The process aims to ensure adequate human resources with the right skills to meet organizational goals now and in the future.
HR Strategy - How to develop and deploy your hrm strategy - a manual for HR ...Anne Van de Catsye
Is your organization in need of a long term strategy for managing HR? Does your CEO challenge you to come up with HR plans that are aligned with the business plans? Do you have a strong strategic HR plan in your head but little time and no standard templates to turn this plan into a formal HR Strategy Document?
Having a clearly defined Strategic HR Plan helps you to become a strategic HR Business Partner, and will increase your credibility with Senior Management.
It will also help you to follow up on defined HR actions and report on progress in a highly professional way.
This manual explains in detail the 4 major steps to execute when defining and implementing your own HRM Strategy. You can use this manual as a guide during your projects, or as a development tool for your team.
Content within this Guide:
1. The Theory : Introducing the Concept & ModelWhat is Strategic HRM?
2. The Practice : A roadmap for creating your HRM StrategyHow to develop your HRM Strategy?
3. The Experience : Sharing experiencesHow to be successful?
Talent Has Gone Digital, but How About HR?
The on-going digital transformation brings new challenges and opportunities. After stabilizing, improving and fine tuning core HR, we see a new wave within HR; innovation and adoption to the new paradigm. To take the lead and win the game, HR leaders must understand the demographic, technological and societal shifts - and prepare themselves accordingly. They also have to make sure to have a toolset that supports the transformation. The Future of HR is in the Cloud.
Slide Team presents you Strategic Hrm Planning PowerPoint Presentation Slides having 28 ready-to-use PPT slides. Use this to develop your HR strategies to support organizational plans. With this strategic planning and human resource PPT templates, you can learn how HR planning can prepare your company for success. Human resource performance management PowerPoint complete deck underline the important concepts such as strategic human resource plan framework, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, company’s recruitment strategies, evaluating recruitment strategies, recruitment budget to name a few. Using this visually stunning strategic human resource management process, HR managers can easily present the content to target management. Furthermore, this will guide you on how a business should move from its current to the desired manpower position. Make an accountable human resource strategy PowerPoint presentation in just a few minutes. Just click and download strategic human resource plan Presentation design
HR Strategy - How to develop and deploy your hrm strategy - a manual for HR ...Anne Van de Catsye
Is your organization in need of a long term strategy for managing HR? Does your CEO challenge you to come up with HR plans that are aligned with the business plans? Do you have a strong strategic HR plan in your head but little time and no standard templates to turn this plan into a formal HR Strategy Document?
Having a clearly defined Strategic HR Plan helps you to become a strategic HR Business Partner, and will increase your credibility with Senior Management.
It will also help you to follow up on defined HR actions and report on progress in a highly professional way.
This manual explains in detail the 4 major steps to execute when defining and implementing your own HRM Strategy. You can use this manual as a guide during your projects, or as a development tool for your team.
Content within this Guide:
1. The Theory : Introducing the Concept & ModelWhat is Strategic HRM?
2. The Practice : A roadmap for creating your HRM StrategyHow to develop your HRM Strategy?
3. The Experience : Sharing experiencesHow to be successful?
Talent Has Gone Digital, but How About HR?
The on-going digital transformation brings new challenges and opportunities. After stabilizing, improving and fine tuning core HR, we see a new wave within HR; innovation and adoption to the new paradigm. To take the lead and win the game, HR leaders must understand the demographic, technological and societal shifts - and prepare themselves accordingly. They also have to make sure to have a toolset that supports the transformation. The Future of HR is in the Cloud.
Slide Team presents you Strategic Hrm Planning PowerPoint Presentation Slides having 28 ready-to-use PPT slides. Use this to develop your HR strategies to support organizational plans. With this strategic planning and human resource PPT templates, you can learn how HR planning can prepare your company for success. Human resource performance management PowerPoint complete deck underline the important concepts such as strategic human resource plan framework, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, company’s recruitment strategies, evaluating recruitment strategies, recruitment budget to name a few. Using this visually stunning strategic human resource management process, HR managers can easily present the content to target management. Furthermore, this will guide you on how a business should move from its current to the desired manpower position. Make an accountable human resource strategy PowerPoint presentation in just a few minutes. Just click and download strategic human resource plan Presentation design
HR Shared Services Benchmarking Study Highlights: May 2017ScottMadden, Inc.
ScottMadden has joined forces with American Productivity & Quality Center (APQC), a benchmarking and best practices research organization, to conduct the forth cycle of the HR Shared Services (HRSS) Benchmarking Study. This study identifies gaps in HR SS benchmarking data specific to service center and center of expertise (CoE) staffing and performance metrics, targeting HRSS organizations with a service center and CoEs.
We work with CHRO's to develop an HR Strategy & Execution Roadmap . This brochure describes our methodology and approach at a very hight level. Should you be interested to know more about it , do write to niladri.roy@tatransform.com
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
Without a doubt, “TECHNOLOGY” is changing HR functions. This “PRESENTATION” lays out what will change and why, as well as how “HR" professionals can prepare FOR FUTURE i.e. 2020
Learn how HR departments are embracing digitization and five key trends in the adoption of Software as a Service (SaaS) based applications for human capital management (HCM).
What is HR analytics and how it is done? Along with Survey on 41 individuals from different organizations with an experience of about 6 months to 27 years.
Future-Proof Your Contracts for 2021 and BeyondWorkday, Inc.
How are you safeguarding your business against surprise renewals and deadlines?
Without an effective digital contract management strategy, procurement teams lack the control they need to optimize contract obligations and empower the business.
View this slide deck to learn how Workday can help you:
Reduce cycle times
Prevent contract delays
Proactively manage obligations
The workforce and HR play a major role in a company’s digital transformation. Learn about new trends and strategies to jump start and fuel your journey.
Sistem, aralarında ilişkiler bulunan ve belli bir amacı gerçekleştirmek üzere bir araya getirilmiş elemanlardan oluşan bir bütün şeklinde tanımlanır. Her sistem daha büyük bir sistemin parçasıdır. Örneğin, bir montaj hattı bir fabrikanın, fabrika bir holdingin, holding bir sektörün alt sistemidir. Büyüklüğü ve cinsi ne olursa olsun her sistem aynı zamanda herhangi bir üretim sistemi de beş temel elemandan oluşur. Bunlar bir üretim sistemindeki girdiler, üretim prosesi, çıktılar, geri besleme ve çevre elemanlarıdır.
The world is fueled by data, and HR professionals everywhere are wondering how to leverage tons of people data for better insights to enhance individual and organizational performance.
HR analytics entails the use of tools (say, big data, predictive analytics) by HR in their recruiting, compensation, performance measurement, and retention efforts.
Through this presentation, you will get an introduction to HR analytics and how you can make the most of it to drive sweeping strategic success. This presentation will address the following areas of the employer branding:
- Purposeful Analytics
- Basics of Data Analysis
- Understanding the Fundamentals of Analytics Capability
Building
- Establishing an Analytical Unit and the Right Culture
- Levels & Types of HR Metrics
- Linking Metrics to Analytics
- Workforce Analytics Model
For more info:
www.hackerearth.com/recruit
HR Shared Services Benchmarking Study Highlights: May 2017ScottMadden, Inc.
ScottMadden has joined forces with American Productivity & Quality Center (APQC), a benchmarking and best practices research organization, to conduct the forth cycle of the HR Shared Services (HRSS) Benchmarking Study. This study identifies gaps in HR SS benchmarking data specific to service center and center of expertise (CoE) staffing and performance metrics, targeting HRSS organizations with a service center and CoEs.
We work with CHRO's to develop an HR Strategy & Execution Roadmap . This brochure describes our methodology and approach at a very hight level. Should you be interested to know more about it , do write to niladri.roy@tatransform.com
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
Without a doubt, “TECHNOLOGY” is changing HR functions. This “PRESENTATION” lays out what will change and why, as well as how “HR" professionals can prepare FOR FUTURE i.e. 2020
Learn how HR departments are embracing digitization and five key trends in the adoption of Software as a Service (SaaS) based applications for human capital management (HCM).
What is HR analytics and how it is done? Along with Survey on 41 individuals from different organizations with an experience of about 6 months to 27 years.
Future-Proof Your Contracts for 2021 and BeyondWorkday, Inc.
How are you safeguarding your business against surprise renewals and deadlines?
Without an effective digital contract management strategy, procurement teams lack the control they need to optimize contract obligations and empower the business.
View this slide deck to learn how Workday can help you:
Reduce cycle times
Prevent contract delays
Proactively manage obligations
The workforce and HR play a major role in a company’s digital transformation. Learn about new trends and strategies to jump start and fuel your journey.
Sistem, aralarında ilişkiler bulunan ve belli bir amacı gerçekleştirmek üzere bir araya getirilmiş elemanlardan oluşan bir bütün şeklinde tanımlanır. Her sistem daha büyük bir sistemin parçasıdır. Örneğin, bir montaj hattı bir fabrikanın, fabrika bir holdingin, holding bir sektörün alt sistemidir. Büyüklüğü ve cinsi ne olursa olsun her sistem aynı zamanda herhangi bir üretim sistemi de beş temel elemandan oluşur. Bunlar bir üretim sistemindeki girdiler, üretim prosesi, çıktılar, geri besleme ve çevre elemanlarıdır.
The world is fueled by data, and HR professionals everywhere are wondering how to leverage tons of people data for better insights to enhance individual and organizational performance.
HR analytics entails the use of tools (say, big data, predictive analytics) by HR in their recruiting, compensation, performance measurement, and retention efforts.
Through this presentation, you will get an introduction to HR analytics and how you can make the most of it to drive sweeping strategic success. This presentation will address the following areas of the employer branding:
- Purposeful Analytics
- Basics of Data Analysis
- Understanding the Fundamentals of Analytics Capability
Building
- Establishing an Analytical Unit and the Right Culture
- Levels & Types of HR Metrics
- Linking Metrics to Analytics
- Workforce Analytics Model
For more info:
www.hackerearth.com/recruit
This is a great toolbox of slides for putting together a strategic planning or business planning presentation - either in businesses or as a consultant. It took ages to collect this all and put in one place.
500+ words are a good guideline to help you to be substantive enou.docxalinainglis
500+ words are a good guideline to help you to be substantive enough to provide a reasonable amount of interest and effort for this activity.
Spelling and grammar is also worth a significant portion of your grade. Do not overlook these important components.
Week 3 Discussion
As the Chief Human Resource Officer of Community State University, your legal team has just contacted you. They informed you that your organization has been selected to undergo a Federal I-9 audit. You decided to do a spot check on 5 random departments and noticed that numerous I-9’s was completed incorrectly. You only have one month before the auditors arrive to do an entire I-9 audit on over 100 departments and the president of the university expects a strategic plan on how to tackle this issue in 2 days.
For the first part of your post, briefly describe the immigration forms and documents needed to work in the United States. Research and review an I-9 Form and list the documents you would produce to establish legal U.S. status.
For the second part of your post, use Figure 2-1 Strategic Planning process for the Organization (Mathis, 2017, p. 44) to recommend a plan of action to correct the deficient forms described in the scenario above. Remember this plan will be presented to the University president, should include a short and long- term solution for the I-9 completion process.
For the third part of your post, analyze whether the I-9 Form and other documents are enough to establish legal status in the U.S. and are adequate protection for employers. Justify one additional safeguard that could be added to protect the employer from unknowingly hiring an illegal immigrant.
Human Resource Management, 15th Edition
CHAPTER 2
Reference Information for textbook
Reference
Mathis, Robert L. Human Resource Management, 15th. (Edition) [Vital Source Digital Version]. Retrieved from http://www.bookshelf, vitalsourse.com/books/
I was not sure how much of this chapter you would need so I just furnished the whole chapter. I know that one part calls for pg. 44 to be used I could not copy any of the figures but I did get what kind it is so maybe you could find the charts online somewhere.
Strategic Planning process for the Organization
2-1 Organizational Strategic Planning
Strategic planning is the process of defining organizational strategy, or direction, and allocating resources (capital and people) toward its achievement. Successful organizations engage in this core business process on an ongoing basis. The strategic plan serves as the road map that gives the organization direction and aligns resources. The strategic planning process involves several sequential steps that focus on the future of the firm; Figure 2-1 shows these steps. (Mathis 44-45)
2-1a Strategy Formulation
The strategic planning cycle typically covers a three- to five-year time frame, although some firms conduct long-term planning that can cover 10 years or more. When formulating the strategi.
Class #2 Strategic Design of HRD ProgramsBACKGROUND.docxmccormicknadine86
Class #2: Strategic Design of HRD Programs
BACKGROUND ISSUES
Strategic Business Planning;
Strategic Human Resource Development; Traditional Focus of HRD
Lesson ObjectivesBackground issues, the HRD practitionersWhat is Strategic Human Resource Development (SHRD) & its focus?Model for Strategic Business Plan (SBP)Eight steps of Strategic Business PlanningFive key assumptions of SBPFour key assumptions of SHRD
Background IssuesHRD practitioners defined as “Strategists”Develop long range plans for training and development. (Models of Excellence, 1983, p.91)Chief responsibility is to manage the HRD dept. strategicallyDept. planning is important BUT organizational planning for leaning is more important HRD dept strategy… should be related to the organizational strategy
*
Develop long range plans for what the training and dev. structure, organization & direction, policies, programs, services, & practices will be in order to accomplish the training and dev. mission (Models of Excellence, 1983, p.91)
Chief resp: manage the HRD dept. strategically rather than lead efforts to formulate & implement a unified plan to guide the direction of learning in an organization
Dept. planning is important BUT not as important as organizational planning for leaning
The strategy of HRD dept. should be related to what the org should do to encourage planned learning that supports business and staffing plans
Problem/Confusion/Dilemma?HRD practitioners often not included in top-level discussions about business plans..Problem for HR practitioners: Formulating their own plans when Strategic Business Plans are unclear, are not followed by top managers, are not expressed in ways that imply action in the HR dept
*
HRD practitioners often not included in top-level discussions about business plans, yet most amenable to supporting business plans…least used
Problem for HR practitioners:
Formulating their own plans when Strategic Business Plans are unclear, are not followed by top managers, are not expressed in ways that imply action in the HR action
Strategic Human Resource Dev. (SHRD)The process of changing an organization, stakeholders outside it, groups inside it, & people employed through planned learning so that they possess the skills and knowledge needed in the future
*
Focus for SHRDSHRD focuses on HRD effortCoordinated learning activities undertaken by HRD practitioners, operating managers, & employees to support business & HR plans.
SHRD results in Org. Strategy for HRDComprehensive, coordinated plan for major learning initiatives by which a firm’s managers intend to meet business & staffing objectives through organized learning.
*
SHRD focuses on HRD effort:
Coordinated learning activities undertaken by HRD practitioners, operating managers, & employees to support business & HR plans.
SHRD results in Organizational Strategy for HRD
Comprehensive, coordinated plan for major learning initiatives by which a firm’s managers intend to meet bus ...
Running head TALENT MANAGEMENT STRATEGY .docxtoltonkendal
Running head: TALENT MANAGEMENT STRATEGY 1
TALENT MANAGEMENT STRATEGY 9
Talent Management Strategy
An HR team without a talent management strategy and plan fails to perform its role. In fact, an organization with such an HR team does not give talent management activities the importance they require (Khatri, Gupta, Gulati, & Chauhan, 2010). The hardest part in designing a talent management is getting started with the plan. An effective talent management strategy should map out the goals and priorities of an organization and tie them to its strategic plan. The current analysis will formulate a six step talent management approach to encompass an organization with two hundred people in which twenty are identified leaders. The talent management strategy will include identifying organizational goals, identifying organizational drivers and challenges, identifying gaps, defining HR priorities and goals, conducting an inventory of the talent management processes, and measuring the results and communicate success.
The first step is to identify organizational goals and priorities. The organization should identify its strategic high-level goals and priorities. The leaders should examine whether there are any upcoming changes, initiatives, or directions for the company. In the case of any new directions, the leaders should identify and list each one of them. The second step is identifying the organizational drivers as well as its challenges. Every business has both internal and external challenges. The challenges could include a highly competitive job market, results from an employee satisfaction survey, new or changed regulations and legislation, and new technology.
Thirdly, the organization required to conduct a gap analysis. Here, business leaders should compare where the organization is today with where they want it to be. Besides, it is essential to consider the risk and address the gaps in the company. For example, an organization that wishes to be ranked first in the industry for customer satisfaction needs to identify its current rating on customer satisfaction. It is only then that the business will identify the gap between its current rating and the kind of rating required to make it the leader in customer satisfactions. The risk of failing to improve the customer satisfaction rating might be a drop in sales or the market share.
Fourthly, business leaders should define the HR priorities and goals of the company. The HR goals should be based on the goals, challenges, and gaps that were identified in the previous steps. The identified goals ought to be specific, measurable, achievable, relevant and time-bound (SMART). Additionally, the HR goals should be linked to the applicable corporate goals. The HR team should introduce measures in the implementation stage to determine the effectiveness of the strategy. It is critical to ensure t ...
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.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
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!
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
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.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
2. Human resources planning is a process that
identifies current and future human
resources needs for an organization to
achieve its goals. Human resources
planning should serve as a link between
human resources management and the
overall strategic plan of an organization
As defined by Bulla and Scott, human
resource planning is 'the process for
ensuring that the human resource
requirements of an organization are
identified and plans are made for satisfying
those requirements’
3. Strategic HR planning is an important
component of strategic HR management.
It links HR management directly to the
strategic plan of your organization.
Most mid- to large sized organizations have a
strategic plan that guides them in
successfully meeting their missions.
Organizations routinely complete financial
plans to ensure they achieve organizational
goals and while workforce plans are not as
common, they are just as important.
4. Even a small organization with as few as 10
staff can develop a strategic plan to guide
decisions about the future.
Based on the strategic plan, your
organization can develop a strategic HR
plan that will allow you to make HR
management decisions now to support the
future direction of the organization.
Strategic HR planning is also important from
a budgetary point of view so that you can
factor the costs of recruitment, training, etc.
into your organization's operating budget.
5. The overall purpose of strategic HR planning is
to:
Ensure adequate human resources to meet the
strategic goals and operational plans of your
organization - the right people with the right
skills at the right time
Keep up with social, economic, legislative and
technological trends that impact on human
resources in your area and in the sector
Remain flexible so that your organization can
manage change if the future is different than
anticipated
6. Strategic HR planning predicts the future HR
management needs of the organization after
analyzing the organization's current human resources,
the external labour market and the future HR
environment that the organization will be operating
in.
The analysis of HR management issues external to
the organization and developing scenarios about
the future are what distinguishes strategic planning
from operational planning.
The basic questions to be answered for strategic
planning are:
Where are we going?
How will we develop HR strategies to successfully
get there, given the circumstances?
What skill sets do we need?
7. The strategic HR planning process has four
steps:
Assessing the current HR capacity
Forecasting HR requirements
Gap analysis
Developing HR strategies to support
organizational strategies
8. Based on the organization's strategic plan, the first
step in the strategic HR planning process is to assess
the current HR capacity of the organization. The
knowledge, skills and abilities of your current staff
need to be identified. This can be done by developing
a skills inventory for each employee.
The skills inventory should go beyond the skills
needed for the particular position. List all skills each
employee has demonstrated. For example,
recreational or volunteer activities may involve
special skills that could be relevant to the
organization. Education levels and certificates or
additional training should also be included.
An employee's performance assessment form can
be reviewed to determine if the person is ready
and willing to take on more responsibility and to
look at the employee's current development plans.
9. The next step is to forecast HR needs for
the future based on the strategic goals of
the organization. Realistic forecasting of
human resources involves estimating both
demand and supply. Questions to be
answered include:
How many staff will be required to achieve
the strategic goals of the organization?
What jobs will need to be filled?
What skill sets will people need?
10. When forecasting demands for HR, you must also
assess the challenges that you will have in
meeting your staffing need based on the
external environment. To determine external
impacts, you may want to consider some of the
following factors:
How does the current economy affect our work
and our ability to attract new employees?
How do current technological or cultural shifts
impact the way we work and the skilled labor we
require?
What changes are occurring in the labor market?
How is our community changing or expected to
change in the near future
11. The next step is to determine the gap
between where your organization wants to
be in the future and where you are now.
The gap analysis includes identifying the
number of staff and the skills and abilities
required in the future in comparison to the
current situation.
You should also look at all your
organization's HR management practices to
identify practices that could be improved
or new practices needed to support the
organization's capacity to move forward.
12. Questions to be answered include:
What new jobs will we need?
What new skills will be required?
Do our present employees have the required
skills?
Are employees currently in positions that use
their strengths?
Do we have enough managers/supervisors?
Are current HR management practices
adequate for future needs?
13. There are five HR strategies for meeting your
organization's needs in the future:
Restructuring strategies
Training and development strategies
Recruitment strategies
Outsourcing strategies
Collaboration strategies
14. Restructuring strategies: This strategy
includes:
Reducing staff either by termination or attrition
Regrouping tasks to create well designed jobs
Reorganizing work units to be more efficient
Training and development strategies: This
strategy includes:
Providing staff with training to take on new roles
Providing current staff with development
opportunities to prepare them for future jobs in
your organization
15. Recruitment strategies: This strategy
includes:
Recruiting new staff with the skill and abilities
that your organization will need in the future
Considering all the available options for
strategically promoting job openings and
encouraging suitable candidates to apply
Outsourcing strategies: This strategy includes:
Using external individuals or organizations to
complete some tasks
16. Collaboration strategies:
Finally, the strategic HR planning process may
lead to indirect strategies that go beyond your
organization. By collaborating with other
organizations you may have better success at
dealing with a shortage of certain skills.
Types of collaboration could include:
Working together to influence the types of courses
offered by educational institutions
Working with other organizations to prepare future
leaders by sharing in the development of promising
individuals
Sharing the costs of training for groups of
employees
Allowing employees to visit other organizations to
gain skills and insight
17. It is important to understand the process of strategic
management, to clearly understand the role of
human resources play in strategically directing an
organization
Strategic management is the process of formulating
and implementing strategies that will help in aligning
the organization & its environment to achieve
organizational objectives
Strategic management does not replace traditional
management activities such as budgeting, planning,
monitoring, marketing, reporting and controlling.
Rather it integrates them into a broader context,
taking into account the external environment,
internal organizational capabilities, and an
organization’s overall purpose and direction
18. Strategic planning is part of the strategic
management process.
Strategic management entails both strategic
planning & implementation,& is “the process of
identifying and executing the organizations
strategic plan, by matching the company’s
capabilities with the demands of its environment.”
Strategic planning comprises first 5 of 7 strategic
management tasks: (1) Defining the business &
developing a mission (2) evaluating firms internal &
external strengths, weaknesses, opportunities &
threats (3) formulating a new business statement (4)
translating the mission into strategic goals & (5)
formulating strategies or courses of action
19. STEP VII: Evaluate performance
STEP VI: Implement the strategy
STEP V: Formulate strategies to achieve the strategic goals
STEP IV: Translate the mission into goals
STEP III: Formulate new business & mission statements
STEP II: Perform External & Internal audits
STEP I: Define the current business & mission statement
STRATEGICPLANNING
STRATEGIC
EXECUTION
STRATEGIC
EVALUATION
20. Every company must choose the terrain on which
it will compete – in particular, what products it
will sell, where it will sell them, and how its
products or services will differ from its
competitors
They ask, “where are we now in terms of
business, what business do we want to be in,
given our company’s opportunity & threats and
its Strength & weaknesses?
Managers then choose strategies – courses of
action such as buying competitors or expanding
overseas – to get the company from where it is
today to where it wants to be tomorrow
21. Managers sometimes use a VISION statement
as a sort of shorthand to summarize how
they see the business down the road
The company’s VISION is a general statement
of its intended(planned/anticipated)
direction that shows, in broad terms, “what
we want to become”
Ex. To be an integrated, global satellite
based news gathering entertainment and
multimedia firm
One eye care company says , “our vision is
caring for your vision”
22. Visions are usually longer term, broader
images: most managers also formulate
mission statements to – “communicate who
we are, what we do and where we are
headed”
Whereas vision usually lay out in very broad
terms what the business should be, the
mission lays out in broad terms what our
main tasks are now
23. Ideally, managers begin their strategic planning
by methodically analyzing their external and
internal situations.
The strategic plan should provide a direction
for the firm that makes sense, in terms of
external opportunities and threats the firm faces
and internal strengths and weaknesses it
possesses.
To facilitate this strategic external/internal
audit i.e SWOT analysis is done
This involves using a SWOT chart to compile and
organize the process of identifying company
strengths, weaknesses, opportunities and threats
25. Analyzing the environment:
In this second step in the strategic management
process. It includes the external environment such
as Competitors, market trends, technological
changes, government regulations, economic
policies etc.
By analyzing the industry structure and
competitive work environment, an organization
can identify the main competitors and the
strategies that have to be framed
Some other factors that need to be considered are
the barriers to entry, opportunities for mergers &
acquisitions and the impact on organizational
performance. This involves the local laws and
international laws, if the company is operating in
the global business environment
26. On the technological front, organizations should get
themselves acquainted with new technologies. They
should also decide whether they plan to adopt a new
technology or invent a new technology
While analyzing market trends, organization have to
take into account the potential customers, the
target group of customers and the marketing
strategies required for targeting new customers.
This stage also requires analyzing the demographic,
psychographic and other aspects concerned with
the customers lifestyle.
Economic trends include interest rates, inflation
level, fiscal and monetary policies, GNP and the
economic growth of the country.
27. Organization self assessment:
After analyzing the external environment, the
next step for an organization would be to assess
the internal environment. This involves
identifying the strengths and weaknesses of
the organization, and working on strengths to
overcome the weaknesses
It also entails analysing the financial, physical,
human, technological and capital resources
Organization self assessment is also about
understanding the various components of
change like culture, structure, power, the
decision making process and past strategy and
work systems
28. Lets discuss about various resources:
As financial assets are the main assets through which
other resources can be acquired, they have a direct
impact on the organizations competitive advantage
Physical resources include the assets owned by the
organization, such as lands, machinery etc. the
requirement of physical assets vary from industry to
industry
Human resources include the skill, knowledge, and
capability of employees that can help organizations
gain competitive advantage
Technological resources are the processes the
organization employs to produce goods
Organizations should clearly identify the type of
technology required for manufacturing the goods,
irrelevant technology may add up costs for the
organization
Intangible resources include brand name, and goodwill
29. Apart from the above resources, organizations
also need to understand the management
systems that guide the day to day functioning of
the organization. They include culture,
organizational structure, power dynamics,
decision making process, analysis of the
organizations past strategy and present mode
of functioning and work systems
While assessing culture, an organization clearly needs
to articulate core values and philosophies that
guide day to day activities. Hence, for a strategic
planning process to be successful, an organization
needs to clearly communicate the elements of
culture to the employees. Employees should clearly
understand the core values that guide the culture
of an organization as this can have an impact on
their performance
30. Organizational structures also have a major impact on the
performance. This process through which the groups and
departments interact for accomplishment of the organizational
goals can have impact on the performance of the employees.
Effective organization structures can achieve strategic objectives
and if poorly structured can act as an important for the
organization
Power dynamics and politics in the organization can hinder
work, if people at any level misuse their power and authority
Decision making constitutes an important process in an
organization that looks into aspects like the people who are
involved in the decision making process, the method of
information collection, the time span of the decision making
process, and the credibility of the sources of information. By
analyzing the results of the decision making process, an
organization can decide whether it is contributing to the
overall performance or whether it is inhibiting performance
31. An important part of the organizational self assessment
is analysis of past strategy that helps identify the
loopholes and find out why a particular strategy was not
successful
Work system design is an other important part of
internal assessment. Work systems are concerned with
the design of the jobs and responsibilities that have to
be assigned to the employees. When designing work
systems, an organization has to decide whether the job
is suitable for the employee or not
All the above mentioned components of management
systems are important for the assessment of an
organizations internal environment
32. Based on the situation analysis, what should our
new business be, in terms of what products it
will sell them, and how its products or services
will differ from its competitors?
What is our new mission and vision?
It has to set its goals and objectives, these G’s &
O’s should be specific, flexible & measurable,
because the changing business environments and
the influences of the external environment
Setting goals under strict regulations is
impractical, especially when a business is
operating in highly volatile conditions
33. Saying the mission is “to make quality job” is
one thing; operationalzing that mission for your
managers is another. The firms managers need
strategic goals
What exactly does that mission mean, for each
department, in terms of how we’ll boost quality?
To guide managerial action, it needs goals in
terms of things like building shareholder value,
maintaining superior rates of return, building a
strong balance sheet, and balancing the
business by customer, product and geography
34. Again, a strategy is a course of action. It shows
how the enterprise will move from the business
it is now to the business it wants to be in (as
laid out by its vision, mission and strategic
goals), given the firms opportunities, threats,
strengths and weaknesses
The strategies bridge where the company is
now, with where it wants to be tomorrow
The best strategies are concise enough for
managers to express in an easily communicated
phrase that resonate with employees
For example, the essence of Dell’s strategy is
“be direct”. Wal-Mart’s strategy boils down to
“low prices, every day”
35. Keeping the strategy clear & concise helps ensure
that employees all share that strategy and so make
decisions that are consistent with it
Strategy formulation usually takes place with the
involvement of the top management.
HR & strategic management process can be linked in
four ways – administrative linkages, one way
linkages, two way linkages and integrative
linkages
Administrative linkages is the linkage where the HR
executive has very little time in the strategic
planning process. Therefore there exists very little
alignment between the HR department and strategic
management. The HR department in this linkage
handles mostly administrative work that is restricted
to the company’s core business needs. The strategic
goals of the organization are not included at this
level
36. In one way linkage, the HR department is given the
plan after it has been developed by the firms
strategic business planning function. The HR
department does not form a part of the plan design
team
Two way linkages make HR a part of the strategic
formulation plan team. There are three steps in two
way linkages:
First, the strategic planning department brings to the
notice of the HR department the various strategies that
the company plans to consider
Second, the HR department analyses the stratgies and
presents the results of the analysis to the strategic
planning department
Finally, the HR department develops programmes and
implements these strategies. In two way linkages the
strategic planning units and HR are interdependent
37. Integrative linkage is most effective in
strategy formulation and involves the HR
manager in the formulation and
implementation of the strategy.
In this linkage, HR functions are integrated
into the formulation and implementation of
the strategy
This is the enterprising link as compared to
the other linkages as it incorporates people
related issues in strategy formulation
38. Strategy implementation means translating
the strategies into actions and results – by
actually hiring (or firing) people, building (or
closing) plants, and adding (or eliminating)
products and product lines
Strategy implementation involves drawing on
and applying all the management functions:
planning, organizing, staffing, leading and
controlling
39. There are five important variables that determine the
success of strategy. They are organizational structure, task
design, employee training, rewards system and information
system
These five factors highlights the importance of HR in
strategy implementation. Therefore it becomes more
important to align HR with strategic goals of an
organization
Another important change in the HR perspective is the
trend towards customer orientation. Employees are
trained to provide effective customer services
The Hr function has to ensure that the company has a large
number of employees with the desired skills
effective control systems should be developed to align
employee goals with the goals of the organization.
Tasks have to be grouped into jobs so that performance is
more effective and strategy is more successful
40. Strategies don’t always succeed. For example – Procter &
Gamble announced it was selling its remaining food
businesses – Jif, Crisco, and Folger’s coffee – because
management wants to concentrate on household and
cosmetics products
Managing strategy is an ongoing process. Competitors
introduce new products, technological innovations make
production processes obsolete, and social trends reduce
demand for some products or services while boosting
demand for others
Strategic control keeps the company’s strategy up to date.
It is the process of assessing progress towards strategic
goals and taking corrective action as needed
Management monitors the extent to which the firm is
meeting its strategic goals and asks why deviation exist
41. Management simultaneously scans the firms
strategic situation (competitors, technical
advances, customer demographics and so
on) to see if it should make any adjustments
Strategic evaluation addresses several
important questions: for example, “are all
the resources of our firm contributing as
planned to achieving our strategic goals?”
What is the reason for any discrepancies?”
and “ do changes in our situation suggest
that we should revise our strategic plan?”
42. Competitive advantage of an organization depends
on the way the orgnization performs as a unit and
the way in which the various functions of the
organization are integrated
Value chain analysis helps in studying the various
activities – direct and support activities of an
organization
The value chain developed by MICHAEL PORTER has
five primary activities – inbound logistics, operations,
outbound logistics, marketing and sales and services
These activities are linked to four support activities –
Procurement, technology development, firms
infrastructue and human resource management.
All the above mentioned primary & support activities
incur costs and hence, the organization must ensure
that they add value to the company’s product or
service
43. PRIMARY ACTIVITIES:
Inbound logistics are activities related to receiving,
storing and distributing raw materials required for
manufacturing of the products, internally. Inbound
logistics includes warehousing, internal stock control
and internal transportation
Operations refers to the directive and control of the
processes that transforms inputs into financial goods
and services
Outbound logistics relate to the distribution of
finished goods and services to the customers.
Marketing & Sales are about advertising, promotion
and sales force activities
Finally; service means providing the necessary after-
sales service of the product or training related to the
use of the product
44. Procurement means purchasing the inputs
required for manufacturing of the products
and making sure that all the departments
receive the products at the right time
Technology development refers to the
utilization of the right technologies and
methods for manufacturing the products
The next support activity is human resource
management that involves recruiting,
training and motivating employees to
accomplish the goals of the organization
45. Finally infrastructure includes the structure of
the organization, planning, financial controls and
quality management designed to support the
whole of the value chain
Porter’s value chain activities do not act
independently
They are inter-linked and actions in one
department can affect the activities of the
organization as a whole.
If the firm wants to gain a competitive
advantage, it has to have a good understanding
of linkages and has to align all these activities
properly
46. Human resources as a support function of the value
chain has gained considerable significance because of
the inter-relationship with the other departments of
the organization
All HR activities including recruitment, training,
development and rewarding ate now linked to the
strategic goals of the organization.
Strategy to be successful needs the full support of
employees
Particularly during mergers and acquisitions, if
people are not ready to accept the changes then the
organization may not be able to implement the
strategies effectively. As a support function I the
value chain, HRM will provide for the integration of
all management work by creating equal opportunities
for employees
47. New organizational structures are emerging
with greater flexibility and responsiveness to
changes
Work teams have emerged and the focus now
is more on empowerment, autonomy of work
processes and the ability of an individual to
adjust to the changing business environment
Thus, the HR department plays an important
role in the value chain, as it integrates itself
with technology, infrastructure and other
function of the value chain