Hr With Business Strategy 1

Md. Mominul Ahsan Linking HR with Business Strategy

HR Vision ,[object Object],[object Object]

Human Resource Management ,[object Object],[object Object]

Analogies ,[object Object],[object Object],[object Object],[object Object],[object Object]

The Role of People in Organisations ,[object Object],[object Object],[object Object],[object Object]

A New Mindset: HR as an Investment, Rather than an Expense ,[object Object],[object Object]

HR as an administrative function vs. HR as a strategic partner capable of enhancing the organization’s performance WHAT DOES HR STRATEGIC ALIGNMENT MEAN?

Strategy ,[object Object],[object Object]

Strategic HR (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

How to define the HR Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object]

Strategic vs traditional HRM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Traditional HRM Strategic HRM Dimensions

Strategic vs traditional HRM (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Traditional HRM Strategic HRM Dimensions

HR Strategic Priorities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Outcome Strategic HRM

Economic Benefits of Strategic Human Capital Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],http://www.darinphillips.com

Aligning Business Strategy & Talent Strategy Implementing an organization’s business strategy requires people who consistently demonstrate the talents that embody the knowledge, skills and traits required to achieve high performance. Business Strategy Talent Strategy How will our organization be positioned in the marketplace? Who are our core customers and our competitors? What is our unique value proposition? How will we create value for our customers, employees and owners? What will drive organizational performance and create exceptional results? What talents are required in our people to deliver our critical capabilities and achieve our performance goals? How will we define success? How will we know when performance meets customer, employee and owner expectations? What resources are required to develop the talent necessary to achieve our business strategy? Critical Capabilities Performance Competencies Performance Measures

To give our best performance at work we need to check 9 key enablers: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],I know what I’m expected to do I want to do it I have the ability to do it Someone will notice if I do it I know how well I’m doing it Processes help me to do it I have the resources to do it The environment is right I can do it better next time

[object Object],(and why it needs to be done) Everyone has many different roles in life: We need to know what’s expected of us ~ and by whom ~ in each of our roles. (1) Project team member Subordinate Quiz team organiser Mentor Brother Father Cousin Neighbour Member of … Patient Husband Son Social contact Boss Friend Someone who knows about Excel Head of Sales Son-in-law Colleague

[object Object],(and why it needs to be done) Having a goal , or target, helps us focus on what’s important. (2)

[object Object],There are basically two reasons why people do things: Because they want to or Because they have to. It’s a popular myth that money are effective ways to motivate people at work. or fear But there are more productive bases for performance, such as good job design, which makes the job worth doing for its own sake.

[object Object],The ability to do something comes from two sources: potential + acquired skills and knowledge First looks at selecting people who have the potential to do a good job ~ and then goes on to explore: ,[object Object],[object Object]

[object Object],There’s little satisfaction from doing a good job if no-one notices. You can show your people that their efforts are appreciated ~ or that they aren’t quite coming up to scratch ~ and you can even make the most of the dreaded annual appraisal. The popular theme of leadership is treated with a healthy dose of realism, who matters to me

First we have to decide what the standard should be: (But why should we believe what they say?) then get feedback on how we did, from our own observations, and objective measures, Satisfaction in a job well done is a good feeling but for real satisfaction we have to compare for ourselves what we actually did against our own “quality standards”. and from others. ,[object Object],Olympic Gold School sports cup

[object Object],A process is a series of activities linked together: Processes call for strong but light-touch management ~ ensuring the inputs and outputs are right but freeing people to do the transformations their own way. (1) Most work activities involve: inputs from someone or somewhere else transformation which changes or adds value outputs to someone or somewhere else Pour glass of wine Hang wallpaper Gloss Emulsion Undercoat Sand woodwork Strip old wallpaper

[object Object],Teams are made up of people each bringing their own skills, talents and experience to a common task. (this doesn’t necessarily make them easy to manage.) (2) Teams have a character ~ and a life-cycle ~ of their own which managers can use to achieve the best results. FORMING STORMING NORMING PERFORMING MOURNING (adjourning)

[object Object],The way people make decisions ~ and the many things that can go wrong ~ have been studied for decades. (3) We often use mental models ~ to decide what to do, but these can be misleading and cause us to make mistakes. No Yes Yes/perhaps No Yes Do the skills/ knowledge/ understanding of relevant employees meet the requirements? No Don’t know Yes No Define the training requirement Yes Yes Are there difficulties in achieving objectives, implementing strategy, getting work done? No Is the problem attributable to lack of skills/ knowledge/ understanding? Can the required skills/ knowledge/ understanding be defined? Can the situation be improved through training? Perhaps you should try something more challenging. Further research/ analysis required, but not a training-related issue. Further research/ analysis required. Further research/ analysis required. Further research/ analysis required, but not a training-related issue? No Would training be beneficial for other reasons? Not a training-related issue.

[object Object],Work activities have 3 stages: Inputs are the resources needed to get the job done. There are 5 kinds: people & skills raw materials part-completed work tools & equipment information Managers have to see that necessary resources are there when they’re needed inputs transformation outputs

[object Object],(1) An organisation’s culture is like an individual’s personality. It begins with the characteristics that were put in place when it was first established: ~ and develops and changes in response to experiences throughout the organisation’s lifetime. Because of this it’s very hard to change (despite what you might have heard). The key to success is to understand the culture you’ve got ~ and learn to work with it.

[object Object],(2) An organisation’s climate can be summed up as “what it feels like to work here.” It has a big effect on performance and unlike organisational culture it responds quickly to management action. Favourable climate High performance work satisfaction participation freedom for ideas freedom for concerns freedom to question freedom to try new things purposive threat environmental threat

[object Object],(3) Everyone experiences stress from time to time. BUT ~ we aren’t designed to work in crisis mode for very long. If it carries on ~ or if we’re vulnerable for any reason ~ it can lead to ill health, depression and accidents, and to poor performance! Stress is nature’s way of keeping us alive ~ it prepared our ancestors for “fight or flight” when faced with a crisis.

[object Object],The characteristics of a “learning organisation” ~ and how to encourage organisational learning and growth. Learning almost inevitably leads to change. People can be frightened of change, usually because they don’t know ~ and can’t control ~ what it will mean for them. This shows various ways of finding out where you are now, where you’d rather be, and how to get from here to there without destroying morale or losing your people’s support.

[object Object],“ How People Work” begins with the pieces of a jigsaw. On its own, none of these is enough to bring about the best performance you or your people can give ~ but together they can lead to real improvements. It shows how organisations are systems where every part interacts with all the others. People are the most important parts of the system. Helping them to work more effectively is the key to organisational success. I know what I’m expected to do I have the ability to do it I know how well I’m doing it I want to do it The environment is right Someone will notice if I do it Processes help me to do it I have the resources to do it I can do it better next time

HR Architecture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Challenges facing Human Resources De-motivated Workforce Damage to Company Image Loss of Business Low Customer Satisfaction High Employee Turnover Low Productivity

[object Object],[object Object],[object Object],[object Object],[object Object]

HR MODELS & THEIR AIMS IN BUSINESS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],I : Administrative Free up the line to focus on the business

HR MODELS & THEIR FOCUS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

HR MODELS & THEIR FOCUS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Hr With Business Strategy 1

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