Strategy management

1. Day One
Laurence Yap
Strategic Management of HR

2. The Significance of Strategy
Management in your organization

3. Objectives
• Understand the Corporate and HR Strategic Management Process
and Components
• Review the Past, Current and Brainstorm the Future Strategy Plan
• Develop the fundamental of the Department : Vision, Mission,
Values and Future Plan
• Apply the Balance Scorecard Method to conduct HR Strategic
Planning
• Establish Communication Methods to inform Your Employees
• Review the Strategy by using the traffic light system and
Appreciative Inquiry
• Apply facilitation skills to manager conversation
• Develop the Annual HR Strategic Plan
3

4. Outline
Day One
A. Introduction to Strategy
Management
B. HR Strategy Intent
C. HR Strategy Situation
Analysis
D. HR Strategy Focus
4
Day 2
E. HR Strategy Formulation
F. HR Strategy Implementation
G. HR Strategy Evaluation
H. Drafting Your Annual HR
Strategic Plan

5. Strategy Management Process
A. Introduction to Strategy Management
A1. Background and Different Ways of Managing Strategies
A2. The Full Cycle of Strategy Management
B. Strategic Intent
B1. Developing Department Fundamental: Vision, Mission, Values
B2. Crafting Future Plan
C. Strategic Insight: Situation Analysis
C1. Review the Past and Current Situation
C2. Brainstorm the Future Scenario
D. Strategic Focus
D1. Link HR Strategies to Corporate Strategies
D2. Develop HR Strategies
D3 Theme of the Year
D4. Four Perspectives
5

6. E. Strategy Execution
F1. Establish Communication Methods to inform Your Employees
F2. Formulate Implementation Plan WWW Plan and A3
F3. Change Management: McKInsey7s, John Kotter Management and
Performance Consulting
F. Strategy Renewal
G1 Review Strategy Plan Regularly by using the traffic light system
and Appreciative Inquiry
G2. Analyse and concluding the Annual HR Strategic Plan
Measure, Report and Celebrate
G. Drafting Your Annual HR Strategic Plan
6
Strategy Management Process

7. Know Your Team
Name Birthplace Hobbies Drinks Foods Sports Best Place
you have
ever been
Laurence
Yap
Tawau Traveling
Reading
Margarita Aglio Olio Swimming New York

8. Questions
1. What is the definition of Strategies?
2. What are the components in strategic management?
3. In a annual cycle, what strategy activities in the
beginning of the year, middle of the year and end of
the year?
8

9. Strategy Planning
Successful business Organizations need a
comprehensive strategy planning to align the
resource, people and energy to achieve business
goals

10. The Pyramid
Strategic
Management
of HR

11. Focus on HR Strategies
HR strategies Align to Corporate Strategies

12. Benefits
Alignment
• There needs to be clear alignment between the: Needs of the
marketplace Organizational strategy Organization system and
structural design Other key human resource processes
Choice and Prioritization.
• There are always more good things to do than resources to do them.
Organization development work includes helping the organization
understand its priorities and what choices follow from those priorities.
Clear Vision/Aspiration.
• Since seeing the past is easier than seeking anidealfuture,organizations
tendtofixateonwhathas been, rather than on what can be. Organization
development work includes helping the organization envision the ideal
and the steps necessary to get there.
12

13. A. Introduction
A1. Background and Different Ways of Managing Strategies
A2. The Full Cycle of Strategy Management
13

15. “THE PATTERN OF ACTIONS MANAGERS EMPLOY TO ACHIEVE
ORGANIZATIONAL OBJECTIVES”’
THOMPSON AND STRICKLAND
THE KEY JOB OF STRATEGY IS TO CREATE AN INTENSE FOCUS
ON THE FEW THINGS THAT MATTER MOST
Definition of Strategies
15

16. Strategic Management Process
16

17. Strategy Management Process
Strategic Intent
Develop Fundamental
Create the Future
Strategic Insight: Situation Analysis
Review the Past and Current Situation
Brainstorm the Future Scenario
Strategic Focus
Link HR Strategies to Corporate Strategies
Develop HR Strategies
Theme of the Year
Four Perspectives
17

18. Strategy Alignment
Establish Communication Methods to inform Your Employees
Team Leaders align to Departmental Strategies
Strategy Execution
Formulate Implementation Plan WWW Plan and A3
Manage Change: McKInsey7s, John Kotter Management
Coaching and Mentoring: One on one Meeting
Strategy Evaluation
Review Strategy Plan Regularly by using the traffic light system
and Appreciative Inquiry
Analyse and concluding the Annual HR Strategic Plan
Measure, Report and Celebrate
18
Strategy Management Process

19. Stages of Strategy Management
Strategic
Insight,
Intent,
Focus
Strategy
Formulation
Strategy
Alignment
Strategy
Evaluation
1-19
Copyright ©2013 Pearson Education, Inc.
publishing as Prentice Hall

20. Strategy Management Process
20
December
Strategy Intent
Strategy Situation Analysis
Strategy Formulation
January
Strategy Communication
Strategy Alignment
Jan-Dec
Strategy Execution
April, July, October, December
Strategy Review
Town Hall Meeting

21. Full Year Cycle – Option 2
21
• July
• Strategy
Evaluation
• September
• Strategy
Evaluation
• Strategy
Review and
Strategy
Formulation
• December
• Strategy
Review
• Strategy
Formulatio
• Strategy
Evaluation Q4 Q1
Q2
Q3

22. Examples

23. B. Strategic Intent
B1. Develop Fundamental: Vision, Mission, Values
B2. Crafting Future Plan
23

25. B1. Develop Fundamental
• Vision
• Mission
• Values
25

26. Vision, Mission and Values
• Vision Statement. A vision statement describes the organization
as it would appear in a future successful state.
• If the organization were to achieve all of its strategic goals, what would
it look like 10 years from now? It creates a mental image of the future
state that the organization wishes to achieve. A vision statement should
challenge and inspire employees.
• Mission Statement. A mission statement explains the company’s
reason for existence.
• The mission statement supports the vision and serves to communicate
purpose and direction to employees, customers, vendors and other
stakeholders.
• Values. A values statement describes what the organization
believes in and how it will behave.
Values create a compass for the company and its employees. A values
statement defines the deeply held beliefs and principles of the
organizational culture. 26

27. HR Vision & Mission
27
To attract the right talents, enhance people capabilities and
employee engagement to cultivate performance driven culture.
To Be A Credible Strategic Business Partner Driving People
Initiative to Achieve Organization Goals.

28. HR Core Values
Definition for each Core Value
# In the Urban dictionary, CRIPT means super cool or awesome
We are committed to knowing our customers’ business,
anticipating their needs and managing their expectation.
C
Customer
Focus
R
Resourceful
We pursue ideas with vigor and persist in finding
solution.
I
Innovative
We are open to possibilities and foster creativity to
support continuous improvement .
P
Passion
We show pride, enthusiasm and dedication in making a
difference for the betterment of the organization.
T
Trustworthy
We commit to provide HR services with fairness,
integrity and respect.
28

29. Vision
▰ To be an organization which primarily
nurtures and carries on profitable and
sustainable businesses in line with the
Group’s diverse business development and
value creation aspirations and interests of all
its stakeholders.
▰ Secondly, the organization is to also be
maximized the value of human capital
through empowerment, growth and a
commitment to excellence.
29

30. Mission
The mission of the organization is strived to generate
profitable returns for our shareholders from investments in
core business activities:
▰ • By providing direction, financial resources and
management support for each operating unit
▰ • Through dynamic and innovative management, teamwork
and a commitment to excellence
▰ • By providing a cross-functional environment and
development and upskilling opportunities for our
employees to develop their full potential for both personal
and professional advancements
30

31. How to Create a Vision Statement
A vision statement describes what you want your company to
become in the future. Keep the following in mind as you create your
vision statement:
• Inspire. It should be aspirational and inspirational.
• Not a How To. Ideally, the statement should be one sentence in length
and should not explain how the vision will be met.
• Ask Yourself. When developing your vision, keep these questions in
mind:
What is unique about doing business with your brand?
How would your customers describe your brand
Where do you want your company to be in five years?
31

32. How to Create a Mission Statement
• A mission statement defines the purpose of the company. Keep
the following in mind as you create your vision statement:
• Ask Yourself. When crafting your mission statement, keep these
tips in mind:
– What are the specific market needs the company exists to address?
– What does the company do to address these needs?
• Purpose. Basically, the mission statement describes the overall
purpose of the organization.
• Wording. When wording the mission statement, consider the
organization's products, services, markets, values, and concern for
public image, and maybe priorities of activities for survival.
• Does it Make You Unique. Does the mission statement include
sufficient description that the statement clearly separates the mission of
the organization from other organizations?
32

33. Developing Values
Core values are what support the vision, shape the culture and reflect
what the company values. They are the essence of the company’s
identity – the principles, beliefs or philosophy of values.
• They Help Decisions. Core values help companies in the decision-
making processes.
• They Set Your Identity in the Market. Core values educate clients and
potential customers about what the company is about and clarify the
identity of the company.
• They Set You Apart with Talent. Core values are becoming primary
recruiting and retention tools.
• They are Timeless. Core values are timeless and do not change; they
are sustainable in the longer term. They don't change in an economic
downturn or in a change of strategy or with a new set of products.
33

34. How
• So how do you discover core values? Here are some questions
that can help:
• Are the core values that you hold to be fundamental regardless of
whether or not they are awarded?
• If you woke up tomorrow morning with enough money to retire for the
rest of your life, would you continue to hold on to these core values?
• Can you envision these values being as valid 100 years from now as
they are today?
• Would you want the organization to continue to hold these values, even
if at some point, they became a competitive disadvantage?
• If you were to start a new organization tomorrow in a different line of
work, would you build the core values into the new organization
regardless of its activities?
34

35. Balance Scorecard
Perspective Objectives Measurement Target Initiative Budget
Financial
Customer and
Stakeholders
Internal Process
Organization
Capability
Strategy Maps & the Balanced Scorecard
35

36. Visioning

37. B2. Create the Future: Aspiration &
Vision
• Create your future
• 1, 3 and 5 year plan
• Collective Inputs
• Review Yearly during offsite meeting
37

38. Aspirations and Vision
Where do we go in the future in year one, year three and year five?
Current 2019 2021 2023
Aspirations
End in Mind

39. Process: Write, Post and Share (Flipchart
and Post-IT)
Finance Customer/
Stakeholders
Process Capability
Year 1
Year 3
Year 5

40. Visualization
40
Strategic Perspectives Areas
1. Financial Profit
Cost Reduction
Training Income
Productivity
2. Customer/Stakeholders Business Units
Employees
Vendors
3. Process Recruitment
Training and Development
Performance Management
Employee Relations
PayRoll
Compensation and Benefits
CSR
4. Capability Learning and Development
IT System
Leadership Development
Continuos Improvement Projects
Expert Knowledge

41. C. Strategic Insight:
Situation Analysis
C1. Find Your Own Realities
C2. External Environment
C3. Pulling All Together: Strategic Choices
41

42. C1. . Review Our Own Realities
Strategic Insights:
PEST
SWOT
SOAR
42

43. SWOT Analysis
43

44. SWOT
44

45. SWOT
A framework that allows managers to synthesize insights
obtained from an internal analysis of the company’s
strengths and weaknesses with those from an analysis of
external opportunities and threats.
Benefits
Simple to do and practical to use;
Clear to understand;
Focuses on the key internal and external factors affecting
the company;
Helps to identify future goals;
Initiates further analysis
45

46. Perform the Analysis
SWOT can be done by one person or a group of members
that are directly responsible for the situation assessment
in the company. Basic swot analysis is done fairly easily
and comprises of only few steps:
Step 1. Listing the firm’s key strengths and weaknesses
Step 2. Identifying opportunities and threats
Step 3. Prioritize the items
46

47. Tips
List between 5-10 items for each category. Prevents
creating too short or endless lists.
Items must be clearly defined and as specific as possible.
For example, firm’s strength is: brand image (vague);
strong brand image (more precise); brand image valued
at $10 billion, which is the most valued brand in the
market (very good).
Rely on facts not opinions. Find some external
information or involve someone who could provide an
unbiased opinion
47

48. Strengths
When you’re looking at your HR’s strengths, you’ll
consider
• How well your hiring strategy fits your branding,
• If your compensation and benefit packages are
well received,
• How low your turnover rates are,
• Whether leadership is supporting HR’s hiring and
employee engagement activities,
• Your HR staff’s knowledge and experience, and
• Anything else you think is a strength.
48

49. Weaknesses
When you’re looking at your weaknesses, consider
• Whether your company has a bad reputation in the
job market,
• Any budget constraints,
• Whether your employees have low morale,
• If you have high turnover rates,
• If you lack training and/or onboarding resources, and
• Anything else you consider a weakness.
Remember, when you’re looking at your company’s
weaknesses, don’t just compare yourself to other
companies. You have your own standards, so make sure
your HR practices are held up to those standards
49

50. Opportunities
When you’re looking at potential opportunities for your
company’s HR department, consider
• Any new technology available,
• Beneficial changes in federal, state, and local
employment laws,
• The possibility of workforce growth due to company
growth,
• The possibility of higher wages due to company growth
(making you a more appealing company to work for),
community growth (allowing you to have a larger talent
pool to choose from).
50

51. Threats
• You need to consider the threats to your company so
you can have action plans in place and be prepared.
When looking into threats, consider
• Stricter federal, state, and local employment laws,
• Whether any other companies in the area are hiring for
similar positions and skills, and
• Any market reduction that could lead to layoffs in the
company.
51

52. Then What?
Use what you learned to select few crucial issues
to create an action plan.
• Figure out how you can use your strengths to
take advantage of opportunities.
• Create contingency plans in case any of your
threats become a reality.
• Figure out how to improve on your weaknesses
to turn them into strengths.
52

53. SOAR
53

54. SOAR
• SOAR stands for Strengths, Opportunities, Aspirations and
Results.
• A strengths, opportunities, aspirations, results (SOAR) analysis is
a strategic planning tool that focuses an organization on its
current strengths and vision of the future for developing its
strategic goals.
• This tool differs from the commonly used SWOT (strengths,
weaknesses, opportunities, and threats) analysis. SOAR engages
all levels and functional areas of an organization, while SWOT is
typically a top-down approach. With SOAR, the focus is on the
organization and enhancing what is currently done well, rather
than concentrating on perceived threats and/or weaknesses.
54

55. 4 Questions
When conducting a SOAR analysis, the basic questions to be
answered are:
• S = Strengths: What an organization is doing really well, including its assets,
capabilities, and greatest accomplishments.
• What are our greatest strengths?
• O= Opportunities: External circumstances that could improve profits, unmet
customer needs, threats or weakness reframed into possibilities.
• What are our best opportunities?
• A= Aspirations: What the organization can be; what the organization desires to
be known for.
• What is our preferred future?
• R=Results: The tangible, measurable items that will indicate when the goals
and aspirations have been achieved.
• What are the measurable results that will tell us we’ve achieved
that vision of the future?
55

56. Benefits
• Engages representatives from every level of the
organization to have shared conversations and input
on strategy and strategic planning. Resistance to
change is minimized and employees are more likely to
commit to goals and objectives they helped create.
• Flexible and scalable, so planning and decision making
can be adjusted to fit an organization’s needs and
culture.
• Building on the organization’s strengths produces
greater results than spending time trying to correct
weaknesses.
56

57. PEST
57

58. PEST
• A PEST analysis is a strategic business tool
used by organizations to discover, evaluate,
organize, and track macro-economic factors
which can impact on their business now and in
the future. The framework examines
opportunities and threats due to Political,
Economic, Social, and Technological forces.
Outputs from the analysis inform strategic
planning processes and contribute to market
research.
58

59. Benefits
• Helps to evaluate how your strategy fits into the
broader environment and encourages strategic
thinking
• Provides an overview of all the crucial external
influences on the organization
• Supports more decisive and knowledgeable decision
making
• Assists planning, marketing, organizational change
initiatives, business and product development, project
management, and research papers
59

60. Steps
It's also important to think about how these changes could
undermine your business. If you understand this early enough, you
may be able to avoid these problems, or minimize their impact.
• Step 1: Brainstorm Factors
• Step 2: Brainstorm Opportunities
• Step 3: Brainstorm Threats
• Step 4: Take Action
60

61. Political Factors to Consider
• When is the country's next local, state, or national election? How
could this change government or regional policy?
• Who are the most likely contenders for power? What are their
views on business policy, and on other policies that affect your
organization?
• Depending on the country, how well developed are property rights
and the rule of law, and how widespread are corruption and
organized crime? How are these situations likely to change, and
how is this likely to affect you?
• How will business regulation, along with any planned changes to
it, affect your business? And is there a trend towards regulation or
deregulation?
• Are there any other political factors that are likely to change?
61

62. Economic Factors to Consider
• How stable is the current economy? Is it growing, stagnating, or
declining?
• Are key exchange rates stable, or do they tend to vary
significantly?
• Are customers' levels of disposable income rising or falling? How
is this likely to change in the next few years?
• What is the unemployment rate? Will it be easy to build a skilled
workforce? Or will it be expensive to hire skilled labor?
• Do consumers and businesses have easy access to credit? If not,
how will this affect your organization?
• How is globalization affecting the economic environment?
• Are there any other economic factors that you should consider?
62

63. Socio-Cultural Factors to Consider
• What is the population's growth rate and age profile? How is this
likely to change?
• Are generational shifts in attitude likely to affect what you're
doing?
• What are your society's levels of health, education, and social
mobility? How are these changing, and what impact does this
have?
• What employment patterns, job market trends, and attitudes
toward work can you observe? Are these different for different age
groups?
• What social attitudes and social taboos could affect your
business? Have there been recent socio-cultural changes that
might affect this?
63

64. Technological Factors to Consider
• Are there any new technologies that you could be using?
• Are there any new technologies on the horizon that could radically
affect your work or your industry?
• Do any of your competitors have access to new technologies that
could redefine their products?
• In which areas do governments and educational institutions focus
their research? Is there anything you can do to take advantage of
this?
• How have infrastructure changes affected work patterns (for
example, levels of remote working)?
• Are there existing technological hubs that you could work with or
learn from?
• Are there any other technological factors that you should
consider?
64

65. Analysis
65

66. Relations to SWOT
66

67. B2C: Linking to Corporate Strategic Plan
(Excel Form: No 3)
67
Object
ive
Measurement Target Initiative Goals Human
Resource
Finance Volume of Sales
Per Year
400 Mil Ritz Carlton RM 400M
Custom
er
Segment of
customers
Approach
customers live in
KL >RM 1 Mil
Per year
Social Media at
Tatler
Malaysia
Embassy
Party
Facebook
4 Ads in 5
months
5 Parties
30
Postings
Process Loan Approval Loan Approval
less than one
month
MayBank
Citibank
2 Banks –
15 days
approval
Capabili
ty
Learning NLP Sales
Social Media Trg
Sales Trg
Sales
Leader Trg
100%
Sales
100%
Sales
leader
Corporate Strategies

68. Pulling Together
• List Opportunities
68

69. Effort Impact Matrix
69

70. Matrix
• An impact effort matrix is a decision-making tool that assists
people to manage their time more efficiently. An organization,
team, or individual assesses activities based on the level of effort
required and the potential impact or benefits they will have.
• The result is a visual representation of where best to assign time
and resources. Activities fall into one of four categories:
• Quick wins – Give the best return based on the effort.
• Major projects – Provide long term returns but may be more
complex to execute.
• Fill ins – Don’t require a lot of effort but neither do they offer many
benefits.
• Time wasters – Time-consuming activities with low impact that
should be avoided.
70

71. Why?
• Rapidly identifies what activities you should focus on, along with
the ones you should ignore.
• Helps optimize limited time and resources.
• Provides time to reflect on a range of strategies and find the most
efficient path to achieve goals and reduce wasted time and effort
71

72. D. Strategic Focus
D1. Theme of the Year
D2. Four Perspectives
72

73. Example of Strategic Focus
73
No Measurement Target Champion
1
1.1 Increase Revenues RM 85 Million Paul Thomas
1.2 Increase Sales RM 85 Million Ali Hussin
1.3 Reduce COGS 5.00% Michelle
1.4 Reduces Overhead 10% Ali Husin
1.5 Variation Order 5% Paul Thomas
2 Customer: Business Expansion
2.1 Government Initiatives 1 Bumiputra partners for JV and Tender 5 Gov Projects Rajah Gopah
2.2 Diversity of Business Enter 1 New Market Osman Saiful
2.3 Secure New Clients Secure 5 New Clients Heng Ming
2.4 Retention of Existing Clients 5 Current Clients Heng Ming
2.5 Secure Tenders Average 9.5M per project Osman Saiful
3 Process: Efficient Business Process
3.1 Material Tracking Streamline Material Tracking Process Kent Oh
3.2 Labour Tracking Review and Improve Labor (40%) Mary Kuan
3.3 ISO 9001 Certification Obtain ISO 9001:2015 Paul Thomas
3.4 Process Improvement Review 40 business processes annually Joe Lee
4 People: Continuous Improvement
4.1 Employee Satisfaction Survey 75% score TH Lee
4.2 Critical Organization Learning: Oil and
Gas, Hospital and Highway
Rating 7 out of 10 TH Lee
Finance: Improve Profitability
XXX Company
Theme of the Year: Expand Customer Base

74. Strategic Focus
Theme of the Year
74

75. B2D. New Projects and Initiatives of HR
1. Coaching culture
2. HR Strategic Planning
3. Buzz
4. EVP
5. e-Staff
6. Flexi Benefits
7. Recruitment & Selection portal
8. Internal public program
9. Incorporate Toastmasters in B.EDP & B.MDP program.
75

76. B2E. Major Routine Works
1. Payroll
2. Performance ScoreCard
3. Disciplinary actions
4. Recruitment
5. Berjaya leadership school (B.ALP, B.MDP & B.EDP)
6. Career Fairs
76

77. E. Strategy Formulation
E1. Link HR Strategies to Corporate Strategies
E2. Develop HR Strategies
77

78. Balanced Scorecard
• BSC is a strategy management framework.
• Objectives are high-level organizational goals.
• Measures help you understand if you’re accomplishing your
objectives strategically.
• Initiatives are key action programs developed to achieve your
objectives.
• Target The results of the action programs
78

79. BSC
79

80. Comparison
80
• Balanced Scorecards for human resources (HR) have a lot
in common with enterprise-level Balanced Scorecards, but
they also have a lot of differences.
• WHAT DO THEY HAVE IN COMMON?
• They both have objectives, measures, initiatives, and action items.
• They both often use strategy maps.
• They both have the four perspectives: financial, customer,
internal, and learning & growth.
• They are used to describe a specific strategy and execute it.

81. Comparison: Differences
• An HR scorecard usually put customers first while for-profit,
organization-wide scorecards traditionally place the financial
perspective at the top of the strategy map
• HR “Customers” are typically internal to the business. HR
customers are both (A) business partners or business units within the
organization and (B) employees of the organization
• The internal perspective themes in an HR scorecard are unique
from traditional scorecards. in a traditional scorecard, business
processes are often divided into three areas: innovation, customer
intimacy, and operational excellence. But a Balanced Scorecard in HR
is more likely to have an internal perspective that revolves around key
strategic areas in which the department operates—like recruiting and
retaining talent or building a high-performance culture.
81

82. Link Between Business Strategy and HR
82

83. Link Between Business Driver and HR
83

84. Linking Corp Strategies to HR
84
NoObjectives Target Initiatives Target Recruitment Training Performance
1 Finance: Improve
Profitability
1.1 Increase
Revenues
RM 105
Million
1.1.1 Achieve Time line
budget
RM 105 Million
1.1.2 Tracks Gross Profit
of VO
Gross Profit 20%
of VO based on
claims
1.1.3 Cert timely
received
Target 90% cert
received on time
1.1.4 Monthly Claim
Target
10.5 Mil Per
Month
1.2 Increase
Sales
RM 90
Million
1.2.1 Provides "A" Leads
of Potential Projects
RM 500 Million Competency-
base Interview
Networking,
Marketing
One on One
Meeting
1.2.2 Prepares and
Submit Tenders
RM 300 Million Tender
1.2.3 Secure Sales RM 70 Million
1.3 Control
COGS
80.00% 1.3.1 Manages Material
Control - Major
Equipment
Project Budgetary,
Procurement List
1.3.2 Monitors Delivery
Order
95% Delivery as
per order/Monthly
Review

85. Exercise: Balanced Scorecard
85
Theme of the Year
HR Strategic Plan 2019
Objectives Measurement Target Initiative Champion Team
Finance:
F1. Cost Medical Cost 10% saving Great Eastern Michelle Lee John, Ali, Mary
F2. Saving Electricity and Aircon 5% TNB Nicholas Chai Hong Chee, Chris
F3. Earning Training Income RM25,000 Berjaya Learning Mariah Kassim Ramesh, Johan
2. Customers
C1. Business Units
C2.Employees
C3 Vendors
3. Internal Process
I1. Recruitment
I2. Training and Development
I3. Performance Management
I4. Employee Relations 12
I6. Compensation and Benefits
I7. CSR
4. Organization Capability
O1. Learning and Development
O2. Leadership Development
O3. HR Technology
O4. Expert Knowledge

86. Exercise: Incorporate Insights
86
Theme of the Year
HR Strategic Plan 2019
Objectives Measurement Target Initiative Champion Team
Finance:
2. Customers
3. Internal Process
4. Organization Capability

87. Steps
• The next step to building a strategy map is to
• begin identifying the most critical objectives in
• each perspective.
• Building a strategy map is a team effort that requires real time and
discussion, especially at the highest levels of leadership.
87

88. Assign roles and responsibilities
1. Senior Leadership Team
 Reaches consensus on final strategic plan
 Strategizes deployment and implementation methods
 Chooses what gets published
2. Group Goals
 Complete development of strategies and objectives
 Share draft plan with mid-level managers
 Accept and incorporate appropriate feedback from mid-level
managers
 Brief senior leadership team on changes
88

89. Assign roles and responsibilities
3. Mid Level Managers
 Share draft plan with employees
 Provide feedback to senior leadership team during facilitated
feedback sessions
4. Facilitator
 Assists the goal groups in their independent work by facilitating
their strategy and objective development meetings
 Assists the senior leadership team by being the central point of
contact for the strategic planning effort
 Handles the logistics associated with senior leadership team
meetings
5. Finance
Plans ways to incorporate strategic plan resource requirements into
the budgeting process
89

90. Exercise: Balanced Scorecard
90
Theme of the Year
HR Strategic Plan 2019
Objectives Measurement Target Initiative Champion Team
Finance:
F1. Cost Medical Cost 10% saving Great Eastern Michelle Lee John, Ali, Mary
F2. Saving Electricity and Aircon 5% TNB Nicholas Chai Hong Chee, Chris
F3. Earning Training Income RM25,000 Berjaya Learning Mariah Kassim Ramesh, Johan
2. Customers
C1. Business Units
C2.Employees
C3 Vendors
3. Internal Process
I1. Recruitment
I2. Training and Development
I3. Performance Management
I4. Employee Relations 12
I6. Compensation and Benefits
I7. CSR
4. Organization Capability
O1. Learning and Development
O2. Leadership Development
O3. HR Technology
O4. Expert Knowledge

91. Quarterly Review
91
HR Strategic Plan
2019
Objectives Measurement Target Initiative Q1 Q2 Q3 Q4
Finance: Plan Actual Plan Actual Plan Actual Plan Actual
F1. Cost Medical Cost 10%
saving
Great
Eastern
10%
10% 10% 10%
F2. Saving Electricity
and Aircon
5% TNB 5%
5% 5% 5%
F3. Earning Training
Income
RM25,000 Berjaya
Learning
RM5,0
00
RM5,
000
####
##
RM5,0
00
2. Customers Plan Actual Plan Actual Plan Actual Plan Actual
C1. Business Units
C2.Employees
C3 Vendors

92. Strategy Mapping
• A Strategy Map is a visual way of representing what the
organisation is trying to achieve at a high level.
• Strategy maps provide a visual framework for describing and
managing corporate strategy so it can be shared, executed and
measured beyond the executive level. Robert S. Kaplan, a
professor at Harvard Business School, and David P. Norton,
president of the Balanced Scorecard Collaborative Inc., introduced
the concept in their book "The Strategy-Focused Organization."
They conceived of strategy maps as a way to create strategy-
driven performance management organizations. Strategy maps
consider four qualitative and quantitative perspectives: financial,
customer, internal business process and learning and growth.
92

93. Strategy Map
93

94. Strategy Map
94

95. Summary
A. Introduction to Strategy Management
A1. Background and Different Ways of Managing Strategies
A2. The Full Cycle of Strategy Management
B. Strategic Intent
B1. Developing Department Fundamental: Vision, Mission, Values
B2. Crafting Future Plan
C. Strategic Insight: Situation Analysis
C1. Review the Past and Current Situation
C2. Brainstorm the Future Scenario
D. Strategic Focus
D1. Link HR Strategies to Corporate Strategies
D2. Develop HR Strategies
D3 Theme of the Year
D4. Four Perspectives
95