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Hr strategies-Linda Susan Joseph MACFAST THIRUVALLA

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Hr strategies-Linda Susan Joseph MACFAST THIRUVALLA

  1. 1. HR STRATEGY LINDA SUSAN JOSEPH S4 MBA
  2. 2. WHAT? • HR Strategy is aligning the goals of HR to the goals or strategy of your organisation. • Recruitment, retention and termination are a small part of it.
  3. 3. IOW.. Human resource strategy is designed to develop the skills, attitudes and behaviors among staff that will help the organization meet its goals. consists of principles for managing the workforce through HR policies and practices. It covers the various areas of human resources functions such as recruitment, compensation, performance management, reward and recognition, employee relations and training.
  4. 4. Hr Strategy Covers Compensation Recruitment Performance Management Employee Relations And Training
  5. 5. SIGNIFICANCE • HR strategy affects what employees feel and do. It manifests in work -productivity outcomes such as customer satisfaction, product quality, errors, accidents, down time and employee retention. • These outcomes, in turn, affect company finances. Eg: Poor customer service can reduce company sales. An effective HR strategy benefits the company's bottom line. It improves employee motivation and satisfaction. Employees also benefit by realizing their full potential and developing their own careers.
  6. 6. FEATURES • HR strategy must be aligned with the organization's vision, mission and goals. • In developing an HR strategy, the company must analyze the characteristics of its industry, determine its competitive advantage, and identify key processes and key people. • Creating different strategies for all groups of people in the organization may be necessary, depending on their skills, knowledge and responsibilities. .The strategy must look at the organization's culture, structure, people and systems.
  7. 7. CONSIDERATIONS • Large firms often focus on building systematic HR practices that improve employees' motivation and skills. • (A Cornell University study of small and medium-sized enterprises showed that their) …..HR practices are informal and reflect company values. • Their HR strategy tends to focus more on selecting the right employees to do the job, managing their activities and motivating them to stay with the company. • Smaller organizations often develop employee loyalty by creating a family-like culture.
  8. 8. CHALLENGES • The HR department must find ways to attract, select and retain employees in an increasingly competitive market. • The globalization of the workforce requires more complex and diverse human resource strategies that will adapt to each country's labor laws, economic structure and staff expectations. • The HR professional must play a strategic role in adapting the company to diverse environments while keeping down costs and working with fewer resources. • ………>>>This involves proactively partnering and consulting with line managers.
  9. 9. RESPONSIBILITIES • Senior management often leads in defining the organization's human resource strategy. • The HR department plans and translates the strategy through HR policies and practices. • This requires reviewing the organization's current practices and analyzing critical issues such as high turnover, declining sales or production delays. • HR can refer to best practices in successful organizations. • For a successful human resource strategy, managers must be active partners with HR and HR staff must facilitate and coordinate the process.
  10. 10. ORACLE CORPORATION..HR STRATEGY!!! • Organizations should be more defined through their capabilities than through any sort of hierarchy. • Managers are generally responsible for creating capabilities to respond to business challenges. • They build a business strategy and HR supports the implementation of that strategy by putting in place appropriate HR practices which would build these capabilities. • The capabilities become the culture that drives sustainable business success and are the measurable deliverables for HR
  11. 11. The HR practices to build capabilities are put into 4 categories :  People -everything dealing with the flow of people within an organization  Performance-ensuring accountability through managing performance from individuals and teams including compensation/benefits and rewards.  Work -everything related to the work flow, how work in teams, administrative policies, design of physical facilities and space, how structure company to align with strategy; these practices directly influence talent.  Information -which is particularly the important as it looks like HR's role in communication gets more and more important nowadays.
  12. 12. DRAFTING A POWERFUL HR STRATEGY-HOW?? First defines what “strategic” means -sustainable, long term, adding substantial value... The essence is that you need to define the key desired organizational and cultural capabilities needed to strengthen your key sources of competitive advantage which you have identified before.  Important is to translate these into people behavior, what behavior from employees do we want to see in the future state, what will people be doing more of/less of. Based on this “vision” the appropriate HR practices will be identified and implemented and finally success will be measured.

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