1. Strategic Human Resource Management

2. Overall Goal of Strategic Management for an Organization Deploy & allocate resources ==> competitive advantage

3. What is Strategic Management? analyze competitive situation develop strategic goals devise plan of action allocate resources implement plan evaluate results

4. The Strategic Planning Process An Overview

5. Strategic Choice Human Resource Needs Skills Behaviors Culture Firm Performance Productivity Quality Productivity Human Resource Actions Behaviors Results (Productivity, Absenteeism, Turnover) Human Resource Capability Skills Abilities Knowledge Strategy Formulation Strategy Implementation HR Practices Recruiting Training Performance Management Job Analysis Labor Relations Employee Relations Mission Goals Job Design Selection Development Pay Structure Incentives Benefits Strategy Evaluation SWOT Emergent Strategies

6. Strategic Choice Human Resource Needs Skills Behaviors Culture Firm Performance Productivity Quality Productivity Human Resource Actions Behaviors Results (Productivity, Absenteeism, Turnover) Human Resource Capability Skills Abilities Knowledge Strategy Formulation Strategy Implementation HR Practices Recruiting Training Performance Management Job Analysis Labor Relations Employee Relations Mission Goals Job Design Selection Development Pay Structure Incentives Benefits Strategy Evaluation SWOT Emergent Strategies

7. Strategy Formulation Mission Goals External analysis Internal analysis Strategic choice

8. S W O T Internal Strengths Internal Weaknesses External Opportunities External Threats

9. Types of Strategies Corporate Business Functional

10. Corporate Strategies Grand Growth Retrenchment/turnaround Stability Diversification Related Unrelated

11. Business Strategies Adaptation Model Defender Prospector Analyzer Reactor Competitive Strategies Differentiation Cost Leadership Focus

12. Strategic Human Resource Management Definition: The pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals.

13. Factors Influencing Functional Strategies Organizational Design U-form, H-form, M-form, Flat Corporate Culture Technology Workforce Composition Diversity, Labor Trends, Unionization

14. Strategic Choice Human Resource Needs Skills Behaviors Culture Firm Performance Productivity Quality Productivity Human Resource Actions Behaviors Results (Productivity, Absenteeism, Turnover) Human Resource Capability Skills Abilities Knowledge Strategy Formulation Strategy Implementation HR Practices Recruiting Training Performance Management Job Analysis Labor Relations Employee Relations Mission Goals Job Design Selection Development Pay Structure Incentives Benefits Strategy Evaluation SWOT Emergent Strategies

15. HR Practices: Options for Fit with Strategy Job Analysis & Design Recruitment & Selection Training & Development Performance Appraisal Pay Systems Labor & Employee Relations

16. Job Analysis/Design Few tasks – Many tasks Simple tasks – Complex tasks Few skills required – Many skills required Specific job descriptions – General job descriptions Recruitment/Selection External sources – Internal sources Limited socialization – Extensive socialization Assessment of specific skills – Assessment of general skills Narrow career paths – Broad career paths

17. Training and Development Focus on current job skills – Focus on future job skills Individual orientation – Group orientation Train few employees – Train all employees Spontaneous, unplanned – Planned, systematic Performance Management Behavioral criteria – Results criteria Developmental orientation – Administrative orientation Short-term criteria – Long-term criteria Individual orientation – Group orientation

18. Pay Structure/Incentives/Benefits Pay weighted on salary/benefits – pay weighted on incentives Short-term incentives – Long-term incentives Emphasis on internal equity – Emphasis on external equity Individual incentives – Group incentives Labor/Employee Relations Collective bargaining – Individual bargaining Top-down decision making – Participation in decision making Formal due process -- No due process View employees as expense – View employees as assets

19. Strategic Choice Human Resource Needs Skills Behaviors Culture Firm Performance Productivity Quality Productivity Human Resource Actions Behaviors Results (Productivity, Absenteeism, Turnover) Human Resource Capability Skills Abilities Knowledge Strategy Formulation Strategy Implementation HR Practices Recruiting Training Performance Management Job Analysis Labor Relations Employee Relations Mission Goals Job Design Selection Development Pay Structure Incentives Benefits Strategy Evaluation SWOT Emergent Strategies

20. Business Strategies Adaptation Model Defender Prospector Analyzer Reactor Competitive Strategies Differentiation Cost Leadership Focus

21. Strategic Choice Human Resource Needs Skills Behaviors Culture Firm Performance Productivity Quality Productivity Human Resource Actions Behaviors Results (Productivity, Absenteeism, Turnover) Human Resource Capability Skills Abilities Knowledge Strategy Formulation Strategy Implementation HR Practices Recruiting Training Performance Management Job Analysis Labor Relations Employee Relations Mission Goals Job Design Selection Development Pay Structure Incentives Benefits Strategy Evaluation SWOT Emergent Strategies

22. Agenda Item Mini-Map

23. A Word of Caution The terms “strategy” and “planning” may be applied to EVERY function in a generic way … meaning that you will have a strategy and make a plan for each activity (like training, recruiting, etc.)

24. A Word of Caution, con’d For the purposes of your maps, use “strategy” and “planning” as HR FUNCTIONS Strategy=“corporate strategy” -- the relationship of the company’s strategy to HR activities Planning=The supply and demand of employees