1.
What
is
?

2.
It is a plan of actions designed to achieve a long-term
or overall aim of an organization.
 Kurkure’s strategy was not only advertising.
 Consumer’s trial.
 Kurkure’s first launch market was Chandigarh, where
the sales team launched an orange parade. All the
three-wheelers carrying the product were painted
orange. Almost the entire sales team had assembled in
Chandigarh to ensure 100 per cent coverage of outlets
in 10 days!!!
 Its success led to it being repeated in other regions
too.

3.
• A strategy should be :-
• Unified :- Ties all enterprise together.
• Comprehensive :- Covers all major aspects of
enterprise.
• Integrated :- All parts of the plan are
compatible with each other and fit together.

4.
7 STEPS OF STRATEGIC PLANNING
Define the
current
business
Perform
external
and
internal
audits
Formulate
a new
direction
Translate a
mission into a
strategic goals
Formulate
strategies to
achieve the
strategic goals
Implement
strategies
Evaluate the
performance
Strategic
Planning
Strategic
Execution
Strategic
Evaluation

5.
• A strategic plan is the company s plan for how it will match its internal
strengths and weaknesses with external opportunities and threats in order
to maintain a competitive advantage. The essence of strategic planning is
to ask, Where are we now as a business where do we want to be, and how
should we get there?
• Strategic management is the process of identifying and executing the
organization s strategic plan, by matching the company s capabilities with
the demands of its environment.

6.
Generic Types of Strategy

7.
Corporate-level Strategy
“What business should we be in?”
 Concentration (Single Business)
 Diversification
 Vertical Integration
 Geographic Expansion
 Consolidation

8.
Competitive Strategy
“How will we compete ?”
 Cost Leadership
 Differentiation
 Focuser

9.
Functional Strategy
 Functional strategies identify the broad
guidelines that each
department will follow in order to help the
business accomplish its competitive goals.
 Each department’s functional strategy should
make sense in terms of the business/
competitive strategy.

10.
HR
as a
Competitive
Advantage

11.
• A competitive advantage enables a company to differentiate
its product or service from those of its competitors.
• For GE, the workers skills and dedication are competitive
advantages; they produce the quality and productivity that
make GE an aerospace leader.
• Apple’s reputation for innovation reflects its competitive
advantage in creative and brilliant engineers. Thus, the best
competitive advantage is often human capital knowledgeable,
skilled, engaged employees working hard and with self-discipline.

12.
“You may not realize it when you’re managing, but
your company’s strategic plan is giving much of
what you do.”

13.
STRATEGIC HUMAN RESOURSCE MANAGEMENT
Policies Practices
Employee Competencies Behavior of Employees
Mold according to
the origination's
objectives.

14.
In SHRM the policies are related to :-
• What sorts of people you hire?
• What you train them to do?
• How you appraise and reward
them?

15.
How HRM can be
supportive to the
firm’s strategic
planning ?

16.
Company Strategy HR Strategy
Company’s
Competitive
Environment
Company’s Strategic
Situation
Company’s
Internal
Environment
Company’s Strategic Plan
 Should we expand Geographically?
 Cut cost ?
 Diversify?
Company s HR (and other functional)
strategies
What are the basic policies
HR will pursue to ensure that the recruiting,
selecting, training, appraising, and
compensation systems support the
company s strategic plan?
Organizational
Performance

17.
How can we achieve cost
leadership through
SHRM ?

18.
LOW-COST LEADER

19.
Aim:-
• To deliver convenient services on it’s route.
• Limited passenger services (such as meals).
• Short-Haul
• Point-to-Point service between mostly mid-size
cities.
• High aircraft utilization.
• Lean highly productive ground crews.

20.
ACTIONS THEY NEED TO TAKE
• Southwest s ground crew department must
get fast 15-minute turnarounds at the gate.
• Its purchasing and marketing departments
shun frills like meals and premium classes of
service.

21.
Practices
• High Compensation
• Flexible Union Contracts
• Employee Stock Ownership
High Pay Highly Productive Ground Crews Frequent Departures Low Cost

22.
The first company of the group, TVS & Sons, set up in 1911, has a strike-free record.
 Treat employees like family.
 Put employees' interests ahead of the company's.
 Constantly communicate with employees to build trust.
 Always honor assurances given to employees.
 Involve employees while taking major decisions.
 Empower employees at work.
 Condone errors of judgment but punish dishonesty.
 Extend relationships with employees beyond work.
 Adopt an open-door policy.
 Do not pressure employees to engage in unethical acts.

23.
Examples of the Company’s Strong
HR Department
• Global Financial Crisis of 2008, the management at TVS & Sons sought to
temporarily reduce workers' wages, but left it to them to decide how much they
would forgo. Far from protesting, employees agreed; while the management had
expected a 5 per cent reduction proposal, the employees sprang a surprise by
suggesting a 15 per cent cut. "The company has always stood by us. We saw this
as an opportunity to help it tide over a temporary crisis," says S Ramasamy,
manager, IT Systems, TVS & Sons.
• "I make it a point to directly interact with workers across all our factories at least
three times a year. A frank interaction helps build enormous trust," says Suresh
Krishna, Chairman and Managing Director at Sundram Fasteners.
• It started a provident fund scheme in the early 1940s, before it became mandatory
for private companies, after the Provident Fund Act was passed in 1952.

24.
SHRM TOOLS
• STRATEGY MAP
• THE HR SCORECARD
• DIGITAL DASHBOARDS

25.
STRATEGY MAP
• How each department’s performance
contributes to achieving the company s overall
strategic goals?
• The strategy map helps each department
(including HR) visualize what it needs to do to
support organization's strategy.
• Managers can access their companies strategy
maps while on the go.

26.
DIGITAL DASHBOARD

27.
• A digital dashboard presents the manager
with desktop graphs and charts, showing a
computerized picture of how he company is
doing on all the metrics from the HR Scorecard
process.
• Manager’s dashboard might display real-time
trends for various strategy map activities.

28.
HR SCORECARD
 It refers to a process for assigning financial and nonfinancial goals or metrics
to the human resource management related chain of activities required for achieving
the company’s strategic aims.
 The computerized scorecard process helps the manager quantify the relationships
between:-
HR activities
Resulting employee behaviors
Resulting firm-wide strategic outcomes and performance

29.
HUMAN RESOURCE METRICS
• Benchmarking in Action
• Strategy and Strategy-Based Metrics
• Data Mining
• HR Audits

30.
Significance
• Only provides one way to look at how your company’s human resource
management system is performing.
• Employers increasingly use workforce analytics (or talent analytics )
software applications to analyze their human resources data and to draw
conclusions from it.
• The logical solution is to assess recruitment effectiveness, using measures
or metrics. Metrics here might include quality of new hires and which
recruitment sources produce the most new hires.
• In conducting the HR audit, managers often benchmark compare their
results to those of comparable companies.

31.
HIGH PERFORMANCE HUMAN
RESOURCE POLICIES AND
PRACTICES

32.
• Human Resource Metrics
• Hire based on validated selection tests
• Aspire to help workers to manage themselves.
• Measurable Differences

33.
THANK
YOU
