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strategic human resource management
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human resource management dessler chapter 03
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Human Resource Management
Human Resource Management
introduction of strategic management
introduction of strategic management
Strategic HRM Steps
1.
Mergers, Acquisitions, and
Strategic Human Resource Management Chapter 3 Copyright © 2009 Pearson Education, Inc. 3-1 publishing as Prentice Hall
2.
What is strategic
HRM? Strategic HRM is developed through three steps: 1. Decide on the strategic goals 2. Identify employee skills and behaviors necessary for success 3. Formulate HR management policies and practices that will produce these required skills Copyright © 2009 Pearson Education, Inc. 3-2 publishing as Prentice Hall
3.
The Strategic Management
Process The process begins by developing a strategic plan that describes how internal strengths and weaknesses will be matched with external opportunities and threats Copyright © 2009 Pearson Education, Inc. 3-3 publishing as Prentice Hall
4.
Steps in Strategic
Management Copyright © 2009 Pearson Education, Inc. 3-4 publishing as Prentice Hall
5.
Step 1: Define
the current business Begin by asking these questions: – What products do we sell? – Where do we sell these products? – How do our products or services differ from our competitors? Copyright © 2009 Pearson Education, Inc. 3-5 publishing as Prentice Hall
6.
Step 2: Perform
External and Internal Situational Audits • The key to success is adaptation • Situational audits require SWOT (strengths, weaknesses, opportunities, and threats) analysis Copyright © 2009 Pearson Education, Inc. 3-6 publishing as Prentice Hall
7.
Step 3: Formulate
a New Business Direction • What should our new business be in terms of product, placement and competitive advantage? • The vision statement describes the following: What do we want to become? • The mission statement explains the following: Where are we now? Copyright © 2009 Pearson Education, Inc. 3-7 publishing as Prentice Hall
8.
Step 4: Translate
the Mission into Strategic Goals • Operationalize the mission for managers • What does the mission mean to each department? • What goals follow implementation? Copyright © 2009 Pearson Education, Inc. 3-8 publishing as Prentice Hall
9.
Step 5: Formulate
Strategies to Achieve the Strategic Goals • What is the game plan? • Decide on a course of action – Best strategies are concise – Easily communicated Copyright © 2009 Pearson Education, Inc. 3-9 publishing as Prentice Hall
10.
Step 6: Implement
the Strategies • Get the game plan going • Do what needs to be done – Hire or fire people – Build or close plants – Adding or eliminating products and product lines Copyright © 2009 Pearson Education, Inc. 3-10 publishing as Prentice Hall
11.
Step 7: Evaluate
Performance • Evaluate, evaluate, evaluate • Ongoing process vis-à-vis strategic control • Addresses the following questions: – Are resources being utilized as planned? – Are discrepancies explained? – Do changes in our situation suggest change? Copyright © 2009 Pearson Education, Inc. 3-11 publishing as Prentice Hall
12.
Types of Strategies
Copyright © 2009 Pearson Education, Inc. 3-12 publishing as Prentice Hall
13.
Corporate Strategy • Top-level,
company-wide • Identifies the portfolio of existing business segments • Strategic possibilities include the following: – Diversification or vertical integration – Consolidation – Geographic expansion Copyright © 2009 Pearson Education, Inc. 3-13 publishing as Prentice Hall
14.
Competitive Strategy • Identifies
how to build upon and strengthen the business’s long-term marketplace position • Identifies and develops competitive advantage Copyright © 2009 Pearson Education, Inc. 3-14 publishing as Prentice Hall
15.
Competitive Advantage • Cost
leadership indicates that the enterprise intends to become the low-cost leader in the industry • Differentiation strategies seek to be unique in its industry along dimensions valued by buyers • Focusers carve out niche markets and compete by providing a product/service that customers can get through no other means Copyright © 2009 Pearson Education, Inc. 3-15 publishing as Prentice Hall
16.
Functional Strategies • Identifies
basic courses of action that each department will pursue to achieve strategic goals – consider Southwest Airlines Copyright © 2009 Pearson Education, Inc. 3-16 publishing as Prentice Hall
17.
The Importance of
Leverage • Leverage means supplementing what you have and doing more with what you’ve got! • Human resources can be a crucial competitive advantage! Copyright © 2009 Pearson Education, Inc. 3-17 publishing as Prentice Hall
18.
HRM Creates Competitive
Advantage Copyright © 2009 Pearson Education, Inc. 3-18 publishing as Prentice Hall
19.
Four Important Strategic
HR Issues 1. HR must understand that employees play a key role in employers’ performance improvement efforts 2. HR teams should support corporate productivity and performance improvement efforts Copyright © 2009 Pearson Education, Inc. 3-19 publishing as Prentice Hall
20.
Four Important Strategic
HR Issues, cont. 3. HR units must be more involved in designing – not just executing – the strategic plan 4. HR managers must understand how to create value Copyright © 2009 Pearson Education, Inc. 3-20 publishing as Prentice Hall
21.
How Involved Is
HR in Strategic Management? Copyright © 2009 Pearson Education, Inc. 3-21 publishing as Prentice Hall
22.
What Roles Does
HR Play? • Strategy execution • Strategy formulation • SWOT analysis Copyright © 2009 Pearson Education, Inc. 3-22 publishing as Prentice Hall
23.
Translating Strategy into
HR Policy and Practice Copyright © 2009 Pearson Education, Inc. 3-23 publishing as Prentice Hall
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