1. THE EVOLVING/ STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT THE EVOLVING/ STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT

2. 4–24–2 Strategic Human Resource Management Involves the development of a consistent, aligned collection of practices, programs, and policies to facilitate the achievement of the organization’s strategic objectives.Involves the development of a consistent, aligned collection of practices, programs, and policies to facilitate the achievement of the organization’s strategic objectives. Requires abandoning the mindset and practices of “personnel management” and focusing on strategic issues than operational issues.Requires abandoning the mindset and practices of “personnel management” and focusing on strategic issues than operational issues. Integration of all HR programs within a larger framework, facilitating the organization’s mission and its objectives.Integration of all HR programs within a larger framework, facilitating the organization’s mission and its objectives. Involves the development of a consistent, aligned collection of practices, programs, and policies to facilitate the achievement of the organization’s strategic objectives.Involves the development of a consistent, aligned collection of practices, programs, and policies to facilitate the achievement of the organization’s strategic objectives. Requires abandoning the mindset and practices of “personnel management” and focusing on strategic issues than operational issues.Requires abandoning the mindset and practices of “personnel management” and focusing on strategic issues than operational issues. Integration of all HR programs within a larger framework, facilitating the organization’s mission and its objectives.Integration of all HR programs within a larger framework, facilitating the organization’s mission and its objectives.

3. Strategic Human Resource Management Probably the single-most important caveat of strategic human resource management is that there is no one best way to manage people in any given organization. Even within a given industry, HR practices can vary extensively from one organization to another.Probably the single-most important caveat of strategic human resource management is that there is no one best way to manage people in any given organization. Even within a given industry, HR practices can vary extensively from one organization to another. Establishing a strong HR strategy that is clearly linked to the organization’s strategy is not enough. HR strategy needs to be communicated, practiced, and – perhaps most important – spelled out and written down.Establishing a strong HR strategy that is clearly linked to the organization’s strategy is not enough. HR strategy needs to be communicated, practiced, and – perhaps most important – spelled out and written down. Probably the single-most important caveat of strategic human resource management is that there is no one best way to manage people in any given organization. Even within a given industry, HR practices can vary extensively from one organization to another.Probably the single-most important caveat of strategic human resource management is that there is no one best way to manage people in any given organization. Even within a given industry, HR practices can vary extensively from one organization to another. Establishing a strong HR strategy that is clearly linked to the organization’s strategy is not enough. HR strategy needs to be communicated, practiced, and – perhaps most important – spelled out and written down.Establishing a strong HR strategy that is clearly linked to the organization’s strategy is not enough. HR strategy needs to be communicated, practiced, and – perhaps most important – spelled out and written down. 4–34–3

4. Strategic HR at Yahoo! Planning the type and number of employees Yahoo! needsPlanning the type and number of employees Yahoo! needs Attracting desirable employeesAttracting desirable employees Recruiting potential employeesRecruiting potential employees Assessing qualifications of job applicantsAssessing qualifications of job applicants Developing employees to ensure that skills sets of employees are updated and developedDeveloping employees to ensure that skills sets of employees are updated and developed Retaining top performersRetaining top performers Planning the type and number of employees Yahoo! needsPlanning the type and number of employees Yahoo! needs Attracting desirable employeesAttracting desirable employees Recruiting potential employeesRecruiting potential employees Assessing qualifications of job applicantsAssessing qualifications of job applicants Developing employees to ensure that skills sets of employees are updated and developedDeveloping employees to ensure that skills sets of employees are updated and developed Retaining top performersRetaining top performers 4–44–4 Average of 12 hours interviews for EACH new hire

5. 4–54–5

6. 4–64–6 One organization that has effectively redesigned it HR function to assume all four roles is Mercantile Bank. Headquartered in St. Louis, Mercantile Bank is a multibank holding company, with $131B in assets and more than 10,000 employees. The bank strategically redesigned it s HR function during the 1990s, when it went through more than 39 mergers and acquisitions. As part of this process, Mercantile’s HR function moved beyond traditional recordkeeping and compliance to become more strategic in nature.

7. 4–74–7 This transformation happened through streamlining work processes, eliminating unnecessary activities, re-evaluating technology, and outsourcing nonstrategic functions. Furthermore, some retained HR functions remain centralized at headquarters; others are deployed to operating divisions. Consequently, Mercantile’s HR function is able to assume the roles of strategic partner, change agent, administrative expert, and employee champion simultaneously.

8. HR Roles in the Knowledge-Based Economy The human capital steward role involves the creation of an environment and culture in which employees voluntarily want to contribute their skills, ideas, and energy. This is based on the premise that unlike raw materials, plant, and equipment, human capital is NOT owned by the company; it can move freely from one company to another at the employee’s whim.The human capital steward role involves the creation of an environment and culture in which employees voluntarily want to contribute their skills, ideas, and energy. This is based on the premise that unlike raw materials, plant, and equipment, human capital is NOT owned by the company; it can move freely from one company to another at the employee’s whim. 4–84–8

9. HR Roles in the Knowledge-Based Economy The knowledge facilitator role involves the procurement of the necessary employee knowledge and skill sets that allow information to be acquired, developed, and disseminated, providing a competitive advantage.The knowledge facilitator role involves the procurement of the necessary employee knowledge and skill sets that allow information to be acquired, developed, and disseminated, providing a competitive advantage. 4–94–9

10. HR Roles in the Knowledge-Based Economy The relationship builder role involves the development of structure, work practices and organizational culture that allow individuals to work together, across departments and functions. To ensure competitiveness, networks need to be developed that focus on the strategic objective3s of the organization and how synergies and teamwork that lead to outstanding performance are valued and rewarded.The relationship builder role involves the development of structure, work practices and organizational culture that allow individuals to work together, across departments and functions. To ensure competitiveness, networks need to be developed that focus on the strategic objective3s of the organization and how synergies and teamwork that lead to outstanding performance are valued and rewarded. 4–10

11. HR Roles in the Knowledge-Based Economy The rapid deployment specialist role involves the creation of an organization structure and HR systems that are fluid and adaptable to rapid change in response to external opportunities and threats. The global, knowledge-based economy changes quickly and frequently, and success in such an environment mandates flexibility and a culture that embraces change.The rapid deployment specialist role involves the creation of an organization structure and HR systems that are fluid and adaptable to rapid change in response to external opportunities and threats. The global, knowledge-based economy changes quickly and frequently, and success in such an environment mandates flexibility and a culture that embraces change. 4–11

12. 4–12 Traditional HR versus Strategic HR

13. 4–13 Barriers to Strategic HR

14. 4–14

15. 4–15