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Human Resource Development & Management: - Alignment With The Strategy

Businesses are learning that satisfying employees is key to satisfying customers. High-performing companies integrate human resource plans with business strategies to develop employees' full potential through a high-performance culture. This includes empowering employees, extensive training, recognizing performance, and maintaining a supportive work environment. Successful teams have clear goals and roles, effective communication, and use a scientific problem-solving approach.

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Upasna Tyagi
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35 views

Human Resource Development & Management: - Alignment With The Strategy

Businesses are learning that satisfying employees is key to satisfying customers. High-performing companies integrate human resource plans with business strategies to develop employees' full potential through a high-performance culture. This includes empowering employees, extensive training, recognizing performance, and maintaining a supportive work environment. Successful teams have clear goals and roles, effective communication, and use a scientific problem-solving approach.

Uploaded by

Upasna Tyagi
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Amity Business School

Human Resource Development & Management

• Alignment with the Strategy


‘The competition can copy everything, but for the edge that your people can create. It is only them who can make
2+2 more than Four’

– Satisfaction, loyalty and commitment of customer possible only through satisfied,


loyal & committed employees
– Only Loyal employees can create Loyal customers

• Change of Paradigm
– Human Resource Management from Personnel Admin & Management
– From watch dog to strategic leadership through
developing, coaching, training, teamwork, motivation & recognition

• Exercise Traditional versus Total Quality Human Resource Paradigm (table)


Amity Business School

Toyota Georgetown

• “We’ve got nothing, technology-wise, that


anyone else can’t have. There’s no secret
Toyota Quality Machine out there. The
quality machine is the workforce -- the team
members on the paint line, the suppliers, the
engineers -- everybody who has a hand in
production here takes the attitude that we’re
making world-class vehicles.”
Amity Business School

Key Idea

Businesses are learning that to satisfy


customers, they must first satisfy
employees.
Amity Business School

Objectives of HRM

• To build a high-performance workplace


and maintain an environment for quality
excellence to enable employees and the
organization to achieve strategic
objectives and adapt to change.
Amity Business School

Key Activities in HRM

• Determine organization’s HR needs to


build a high-performance workplace
• Assist in design of work systems
• Recruit, select, train & develop, counsel,
motivate, and reward employees
• Act as liaison with unions & government
• Handle other matters of employee
well-being
5
Amity Business School

Leading Practices (1 of 2)
• Promote cooperation and skill sharing across
work units and locations
• Design work and jobs to promote cooperation,
initiative, empowerment, innovation, and
organizational culture
• Empower individuals and teams to make
decisions that affect quality and customer
satisfaction
• Develop effective performance management
systems, compensation, and reward and
recognition approaches
6
Amity Business School

Leading Practices (2 of 2)
• Effective processes for hiring and career progression
• Make extensive investments in training and
education
• Motivate employees to develop and use their full
potential
• Maintain a work environment conducive to the well-
being and growth of all employees
• Monitor extent and effectiveness of HR practices
and measure employee satisfaction

7
Amity Business School

Human Resource Development & Management


(Linking HR Plans to Business Strategy)

How do the Leading Company’s do it;

• Integrate human resources plans with strategic objectives and action plans to
fully address the needs and development of entire workforce
• Design work and jobs to promote organizational learning, innovation and
flexibility for ever changing business needs.
• Develop effective performance management plans, compensation, reward and
recognition approaches to support high performance and motivate employees.
• Promote cooperation and collaboration through teamwork
• Empower individuals and teams to make decisions that impact quality and
customer satisfaction
• Make extensive investment in training, education and development
• Maintain work environment conducive to well-being & growth of all employees
• Monitor the extent and effectiveness of human resources practices & measure
employee satisfaction as a means to continuous improvement.
Amity Business School

Human Resource Development & Management


(Linking HR Plans to Business Strategy)
Roadmap
Corporate operating principles to provide full opportunity to Human Resource impacting
employees to reach their full potential by developing a high Business Strategy
performance culture to support its vision, mission & goals

Attract, develop, challenge & retain a diverse workforce to Staffing & Development
have skills in the organization to build business

Involve & empower employees to improve processes & Involved Employee


participation in decisions that impact business

Recognize & reward performance that contribute to the


Recognition & Reward business strategy and goals

Continuous Improvement Continuously improve those elements of the work environment


That enhance employees well-being, satisfaction and productivity
Amity Business School

Teams
• Team - a small number of people with
complementary skills who are committed to a
common purpose, set of performance goals,
and approach for which they hold themselves
mutually accountable

10
Amity Business School

Types of Teams
• Management teams
• Natural work teams
• Self managed teams
• Virtual teams
• Quality circles
• Problem solving teams
• Project teams
11
Amity Business School

Key Idea

The three basic functions of quality


circles and problem-solving teams are to
identify, analyze, and solve quality and
productivity problems.
Amity Business School

Functions of Teams

Identify
Implement problems Select
solutions problem
Identify
Develop Collect
follow-up Solve data
plan
Analyze
Focus
Pick best attention
solution Find
Develop causes
solutions 13
Amity Business School

Key Idea

The key stages of a team’s life cycle are


called forming, storming, norming,
performing, and adjourning.
Amity Business School

Ingredients for Successful


Teams (1 of 2 )
• Clarity in team goals
• Improvement plan
• Clearly defined roles
• Clear communication
• Beneficial team behaviors

15
Amity Business School

Ingredients for Successful


Teams (2 of 2)

• Well-defined decision procedures


• Balanced participation
• Established ground rules
• Awareness of group process
• Use of scientific approach
16
Amity Business School

Six Sigma Project Teams


• Champions – senior managers who promote Six
Sigma
• Master Black Belts – highly trained experts
responsible for strategy, training, mentoring,
deployment, and results.
• Black Belts – Experts who perform technical
analyses
• Green Belts – functional employees trained in
introductory Six Sigma tools
• Team Members – Employees who support
specific projects
Amity Business School

High Performance Work Systems

Work and Job Flexibility Compensation


Design and
Innovation recognition
Health and Knowledge and skill
safety sharing
Organizational Empowerment
Suggestion alignment
systems Customer focus
Employee
Training and Rapid response Involvement
Education
Teamwork and Cooperation
Amity Business School

Designing High Performance


Work Systems

• Work design - how employees are


organized in formal and informal units
(departments, teams, etc.)
• Job design - responsibilities and tasks
assigned to individuals

19
Amity Business School

Key Idea

The design of work should provide


individuals with both the intrinsic and
extrinsic motivation to achieve quality
and operational performance objectives.
Amity Business School

Hackman / Oldham Model


Core job Critical
characteristics psychological Outcomes
states

Skill variety Experienced


High motivation
Task identity meaningfulness
Task significance of work
High satisfaction
Experienced
Autonomy responsibility High work
effectiveness
Feedback Knowledge of
from job actual results
Moderators 21
Amity Business School

Enhancing Work Design

• Job enlargement – expanding workers’


jobs
• Job rotation – having workers learn
several tasks and rotate among them
• Job enrichment – granting more authority,
responsibility, and autonomy

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