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PowerPoint Presentation by Charlie Cook The University of West Alabama 1 Human Resource Management ELEVENTH EDITION G A R Y D E S S L E R © 2008 Prentice Hall, Inc. All rights reserved. Strategic Human Resource Management and the HR Scorecard Chapter 3 Part 1 | Introduction
© 2008 Prentice Hall, Inc. All rights reserved.3–2 After studying this chapter, you should be able to: 1.Outline the steps in the strategic management process. 2.Explain and give examples of each type of companywide and competitive strategy. 3.Explain what a strategy-oriented human resource management system is and why it is important. 4.Illustrate and explain each of the seven steps in the HR Scorecard approach to creating human resource management systems.
© 2008 Prentice Hall, Inc. All rights reserved.3–3 The Strategic Management Process Strategic ManagementStrategic Management The process of identifying and executing the organization’s mission by matching its capabilities with the demands of its environment. StrategyStrategy A chosen course of action. Strategic PlanStrategic Plan How an organization intends to balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage over the long-term.
© 2008 Prentice Hall, Inc. All rights reserved.3–4 Business Vision and Mission VisionVision A general statement of an organization’s intended direction that evokes emotional feelings in organization members. MissionMission Spells out who the company is, what it does, and where it’s headed.
© 2008 Prentice Hall, Inc. All rights reserved.3–5 Types of Strategies Diversification Strategy Geographic Expansion Strategy Vertical Integration Strategy Corporate-Level Strategies Consolidation Strategy
© 2008 Prentice Hall, Inc. All rights reserved.3–6 Types of Strategies (cont’d) Cost LeadershipFocus/Niche Business-Level/ Competitive Strategies Differentiation
© 2008 Prentice Hall, Inc. All rights reserved.3–7 Achieving Strategic Fit The “Fit” Point of View (Porter)The “Fit” Point of View (Porter) All of the firm’s activities must be tailored to or fit the chosen strategy such that the firm’s functional strategies support its corporate and competitive strategies. Leveraging (Hamel and Prahalad)Leveraging (Hamel and Prahalad) “Stretch” in leveraging resources—supplementing what you have and doing more with what you have— can be more important than just fitting the strategic plan to current resources.
© 2008 Prentice Hall, Inc. All rights reserved.3–8 Strategic Human Resource Management Strategic Human Resource ManagementStrategic Human Resource Management The linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. Involves formulating and executing HR systems—HR policies and activities—that produce the employee competencies and behaviors that the company needs to achieve its strategic aims.
© 2008 Prentice Hall, Inc. All rights reserved.3–9 Strategic Human Resource Challenges Corporate productivity and performance improvement efforts Increased HR team involvement in design of strategic plans Basic Strategic Challenges Expanded role of employees in the organization’s performance efforts
© 2008 Prentice Hall, Inc. All rights reserved.3–10 Human Resource Management’s Strategic Roles Strategy Execution Role Strategic Planning Roles Strategy Formulation Role
© 2008 Prentice Hall, Inc. All rights reserved.3–11 Creating the Strategic Human Resource Management System Human Resource Professionals Employee Behaviors and Competencies Components of a Strategic HRM System Human Resource Policies and Practices
© 2008 Prentice Hall, Inc. All rights reserved.3–12 K E Y T E R M S strategic plan strategic management visionmission SWOT analysis strategy strategic control competitive advantage leveraging strategic human resource management HR Scorecard metrics value chain analysis
© 2008 Prentice Hall, Inc. All rights reserved.3–13 Creating an HR Scorecard Outline value chain activities Define the business strategy Outline a strategy map Identify strategically required outcomes Identify required workforce competencies and behaviors Create HR Scorecard Identify required HR policies and activities Choose HR Scorecard measures Summarize Scorecard measures on digital dashboard Monitor, predict, evaluate The 10-Step HR Scorecard Process
HR SCORECARD Presented By ADEEL TARIQ MOBASHIR ALI.
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