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Strategic Human Resource Management

The document discusses strategic human resource management and strategies. It defines strategy and explains the strategic management process which consists of three stages: strategy formulation, strategy implementation, and strategy evaluation. It then discusses concepts of strategy, human resource management, and strategic human resource management. The document outlines considerations for human resource investments including management values, risk and return on investment, economic rationale for training investment, and outsourcing. It provides examples of investments in training and development, retention practices, job security, and non-traditional approaches.

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Gangadhar Mamadapur
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162 views17 pages

Strategic Human Resource Management

The document discusses strategic human resource management and strategies. It defines strategy and explains the strategic management process which consists of three stages: strategy formulation, strategy implementation, and strategy evaluation. It then discusses concepts of strategy, human resource management, and strategic human resource management. The document outlines considerations for human resource investments including management values, risk and return on investment, economic rationale for training investment, and outsourcing. It provides examples of investments in training and development, retention practices, job security, and non-traditional approaches.

Uploaded by

Gangadhar Mamadapur
Copyright
© © All Rights Reserved
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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Strategic

Human Resource Management


Strategy

 What is meant by strategy?


 Impacts of strategies on objectives??
 Reasons for success or failure of strategies.
 Examples of organizational strategies???
 Real life examples???
WHY
Without strategy
an organization is
like a ship without rudder,
going around in circles,
it’s like a tramp
it has no place to go.
Joel Ross and Michael kami
THE STRATEGIC MANAGEMENT
 The strategic management process consist of
three stages:
 STRATEGY FORMULATION- Developing business
mission, identifying opportunities and threats,
determining strengths and weaknesses, establishing
long term objectives, generating alternative strategies
and choosing particular strategies to pursue.
 STRATEGY IMPLEMENTATION- Action stage--
mobilizing employees and managers to put strategies
into actions.
 STRATEGY EVALUATION— Information about results
vs. Targets.
STRATEGY

 STRATEGY IS :
 PLAN,
 POLICY,
 APPROACH,
 TACTIC,
 LINE OF ACTION,
 SCHEME
CONCEPT OF STRATEGY

 Strategy drives as a military term- The art of


projecting & directing the larger military
movements and operations of a compaign.
 It involves the use of formal & systematic design
techniques, is quantified and extrernally focused
, concentrate on long term plans, without being
much concerned with implementation and more
or less ignore the human element.
CONCEPT OF HUMAN
RESOURCES
 A strategic & coherent approach to the
management of an organization’s most
valued assets-the people , who contribute
to the achievement of organizational
objectives.
Human Resource Management

 Human Resource Management (HRM)


 Activities that managers engage in to attract and
retain employees and to ensure that they perform
at a high level and contribute to the
accomplishment of organizational goals.
 HRM activities
 Recruitment and selection
 Training and development
 Performance appraisal and feedback
 Pay and benefits
 Labor relations
Strategic Human Resource
Management
 Strategic Human Resource Management
 The process by which managers design the
components of a human resource system to be
consistent with each other, with other elements of
organizational structure, and with the
organization’s strategy and goals.
 The objective of strategic HRM is the
development of an HRM system that enhances
the organization’s efficiency, quality, innovation,
and responsiveness to customers.
HUMAN RESOURCES
INVESTMENT CONSIDERATIONS
 Management values.
 Risk and return on HR investment.
 Economic rationale for investment in
training.
 Utility theory.
 Outsourcing.
An Investment Prospective of Human
Resource Management
 HRM practitioners & Scholars have long advocated that HR
should be viewed from investment prospective.
 Current practices indicate employees as valuable
investment but still some organizations view employees as
variable cost and their is little recognition about employees
training & development, recruitment & replacement cost.
 Investment only in physical resources does not give
organizations a competitive edge as systems, processes
can be duplicated, cloned or reversed engineered.
 Maintainable edge / advantage drives from the level of skills
of employees, their knowledge and capabilities.
An Investment Prospective of Human
Resource Management
 Management scholar Edward Lawler described
investment in Human Resources as:
 “To be competitive , organizations in many industries must have
highly skilled and knowledgeable workforce. They must also
have a relatively stable labour force since employee turnover
works directly against obtaining the kind of coordination and
organizational learning that leads to fast response and high
quality products and services.”
 Due to forecast of shifts in skills need from manual to cerebral
(intellectual) , investment for enhancing employees knowledge
& skills become more important.
INVESTMENT IN TRAINING &
DEVELOPMENT
 Investment in employability.
 (training, internship, higher level exposure,
learning environment, multi- skilling & growth
opportunities etc. which makes employees more
employable.
 Investment in training.
 For future strategies and competitive advantage
investment in employees training and
development to enhance skills to face rapid
technological changes.
INVESTMENT IN TRAINING &
DEVELOPMENT
 On job training..
 Investment in management development.
 Prevention of skills obsolescence.
 Reduction in career plateauing.
(stagnation)
Investment practices for improved
retention
 Organizational culture emphasizing
interpersonal relationship values.
 Effective selection procedures.
 Compensation and benefits.
 Job enrichment and job satisfaction.
 Practices providing work life balance.
 Organizational direction creating confidence in the
future.
 Retention of technical employees.
 Other practices in facilitating retention.
Investment in job secure workforce
 Employment security/ job guarantee.
 Recognition of the cost of downsizing and lay-offs.
 Avoiding business cycle-based lay-offs.
 Alternatives to lay offs.
 Redeployment.

 Curtailment of sub contracts.

 Reassignment of work to company employees.

 Pay cuts.

 Paid / unpaid leaves.

 Ethical implications of employment practices


 Non traditional investment approaches.
 Investment in disabled employees.

 Investment in employee health.

 Countercyclical hiring .-keeping highly technical / skilled for future


use when company will have normal operations– bhatta
business.
THANK YOU

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