Scribd
Upload
20 views12 pages

MSDM 03 Strategic HRM & HR Scorecard

Uploaded by

akos kosasih
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
20 views12 pages

MSDM 03 Strategic HRM & HR Scorecard

Uploaded by

akos kosasih
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
You are on page 1/ 12

Manajemen Sumber

Daya Manusia
03
Modul ke:

STRATEGIC HRM & HR SCORECARD

Fakultas
Ekonomi & Bisnis KOSASIH, SE., MM.

Program Studi
Manajemen
After studying this chapter, you should be able to:

1. Outline the steps in the strategic management


process.
2. Explain and give examples of each type of
companywide and competitive strategy.
3. Explain what a strategy-oriented human resource
management system is and why it is important.
4. Illustrate and explain each of the seven steps in the
HR Scorecard approach to creating human resource
management systems.

3–2
The Strategic Management Process
Strategic Management
– The process of identifying and executing the organization’s mission by matching its capabilities with the demands of its environment.
Strategy
– A chosen course of action.
Strategic Plan
– How an organization intends to balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage over the long-term.

3–3
Business Vision and Mission
Vision
– A general statement of an organization’s intended direction that evokes emotional feelings in organization members.
Mission
– Spells out who the company is, what it does, and where it’s headed.

3–4
Types of Strategies

Corporate-Level
Strategies

Vertical Geographic
Diversification Consolidation
Integration Expansion
Strategy Strategy
Strategy Strategy

3–5
Types of Strategies (cont’d)

Business-Level/
Competitive
Strategies

Cost Leadership Differentiation Focus/Niche

3–6
Achieving Strategic Fit
The “Fit” Point of View (Porter)
– All of the firm’s activities must be tailored to or fit the chosen strategy such that the firm’s functional strategies support its corporate and competitive strategies.
Leveraging (Hamel and Prahalad)
– “Stretch” in leveraging resources—supplementing what you have and doing more with what you have—can be more important than just fitting the strategic plan to current resources.

3–7
Strategic Human Resource Management
Strategic Human Resource Management
– The linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility.
• Involves formulating and executing HR systems—HR policies and activities—that produce the employee competencies and behaviors that the company needs to
achieve its strategic aims.

3–8
Strategic Human Resource Challenges

Basic Strategic
Challenges

Corporate Expanded role of


Increased HR
productivity and employees in the
team involvement
performance organization’s
in design of
improvement performance
strategic plans
efforts efforts

3–9
Human Resource Management’s Strategic Roles

Strategic
Planning
Roles

Strategy Strategy
Execution Formulation
Role Role

3–10
Creating the Strategic Human Resource
Management System

Components of a
Strategic HRM System

Human Resource Employee


Human Resource
Policies and Behaviors and
Professionals
Practices Competencies

3–11
Creating an HR Scorecard

The 10-Step HR Scorecard Process

Identify required HR policies


1 Define the business strategy 6
and activities

2 Outline value chain activities 7 Create HR Scorecard

Choose HR Scorecard
3 Outline a strategy map 8
measures
Identify strategically required Summarize Scorecard
4 9
outcomes measures on digital dashboard
Identify required workforce
5 10 Monitor, predict, evaluate
competencies and behaviors

3–12

You might also like