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Hrm ppt

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strategic management in hr

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Hrm ppt

  1. 1. Amity Business School Human Resource Management Assignment Ppt On Strategic Management in HR
  2. 2. Check in • Strategy. • Strategic management. • Process. • Corporate level strategies. • SBU level strategies. • Strategic human resource issues. • Organisational & human resource strategies. • Merger & acquisition strategies. • Corporate & HRM strategies. • Change management.
  3. 3. Let's talk strategy ! #1 How a company as a whole can better meet the needs of its staff and, #2 How employees can best utilise their skills to contribute to the success of the Organisation.  Strategy : plan for an outcome.  Glueck defines it as " unified comprehensive & integrated plan designed to ensure that the basic objectives of the enterprise are achieved."  Mintzberg "a pattern in a stream of decisions or actions."
  4. 4. Strategic management  Cross functional process to view the organisation as a single system.  Match the organisation to its environment.  Set of decisions & actions to achieve organisational objectives.  SHRM is an approach to managing human resources that supports long-term business goals and outcomes with a strategic framework.
  5. 5. Purposed to • Attract the best employees. • Retain their best employees. • Continue to develop their employees. • Innovation & engagement. • Whole hearted employee focused plans. What it includes? • Recruiting tactics: How to find and hire the right talent that just so happens to also be a great fit with your organisational culture. • On-boarding and ongoing training programs. • Employee succession planning. • What to do during times of economic downturns and expansions? • Employee relations and retention plans.
  6. 6. STRATEGIC BUSINESS UNIT An organizational unit , small enough to be flexible and large enough to exercise control over most of the factors affecting its long term performance. An SBU may be a business unit within a larger corporation, or it may be a business into itself or a branch.
  8. 8. CORPORATE LEVEL STRATEGY It occupies the highest level of strategic decision-making and covers actions dealing with the objective of the firm, acquisition and allocation of resources and coordination of strategies of various SBU’S for optimal performance.
  9. 9. BUSINESS LEVEL STRATEGY It is applicable in those organizations which have different businesses and each business is treated as strategic business unit.
  10. 10. FUNCTIONAL LEVEL STRATEGY It relates to a single functional operation and the activities involved therein. This strategy deals with relatively restricted plan providing objectives for specific function, allocation of resources among different operations within that functional area and coordination between them.
  11. 11. STRATEGIC HUMAN RESOURCE ISSUES • Train some of the employees in the area of time management, materials handling at work. • Retrenchment of surplus employees caused due to superior speed. • Pay for performance. • Promotion based on efficiency. • High quality work environment at the production place. • Provide resources to supervisors enabling them to do succession planning with the intent of developing career ladders for employees who want to advance. • Provide resources to supervisors to help them with job design to meet the needs of the workforce.
  12. 12. Organisational & Human Resource Strategies Corporate level strategies vis a vis HR Strategies.  Growth strategies.  Internal growth.  Concentration strategies.
  13. 13. Mergers & Acquisitions Strategies Background • Competition has influenced the invention of various business strategies in modern industries. • Objective: help organisations grow and achieve strong presence in markets and industries. • Mergers and acquisitions one such business strategy.
  14. 14. Definitions • Merger: partnership between companies pursuing a common goal. • Acquisition: where one company buys a firm. • Main attraction: cumulative returns realised in the combination. • Involve buying out (acquisition) or partnering with (merger) another firm to acquire a bigger capital or market base for a bigger competitive advantage
  15. 15. Advantages of Mergers • No cash requirements. • Firms avoid most of the expensive and time-consuming elements of asset purchases. • Enjoy economies of scale and scope, hence greater potential for profitability, a stronger capital base, and sustainable operations. • Market and industrial competitiveness advantages.
  16. 16. Advantages of acquisitions • Reduced costs due to economies of scale. • Higher efficiency in production process – higher returns from same or less production activity. • Broader market for products. • Increased competitiveness in industry and market. • Cheaper tax obligations and responsibilities.
  17. 17. Disadvantages of mergers/acquisitions • Risks of diseconomies of scale and scope if business becomes too large. • Risks of inefficiencies if firm becomes too large for effective management. • Risk of culture clash between different types of businesses. • Risk of ineffective integration of the operations of two businesses. • Often necessitates the redundancy of some workers.
  18. 18. Corporate Strategy in HRM •A key mechanism for linking corporate strategy with employee output is an HR management system that builds shared, collective perceptions, attitudes and behaviours among employees. •Says Paauwe, “HR practices can increase the value of an organisation’s human capital pool by directing employees towards corporate goals – if those employees are willing to stay within the organisation.”
  19. 19. Advantages • Enhanced understanding of HR implication of business strategy. • Recruitment of talented people prior to their needs. • Effective planning of assignments and other HR development action including lateral movements to facilitates long-range broadening of managerial perspective.
  20. 20. WHY WHAT HOW The of Change Management
  21. 21. establish leadership alignment; create the desire and will to change; build project team clarity around objectives, roles, scope and processes. Create PROJECT TEAM
  22. 22. Evaluate the impact of the change on stakeholders; identify existing change processes and communication channels; clarify the business case for change. ANALYZE Change Needs
  23. 23. Develop the detailed Change Game Plan; identify resources and assign responsibilities for execution of the plan. Deliver on the Change Game Plan elements. GAME PLAN Design & Execute
  24. 24. 1.0 leadership …its about inspiring
  25. 25. 2.0 involvement …its about engaging
  26. 26. 3.0 communicating …its about sharing information of change
  27. 27. 5.0 measurement …its about defining, quantifying and monitoring