The Multiple Roles of the HR

Manager in SHRM
 4 Multiple roles

key roles for HR managers

• Strategic Partner
• Administrative Expert
• Employee Champion
• Change Agent
 Strategic partner

• Ability to translate business strategy into

action
• HRM part of the business team
• Know the business: The Bottom-Line
• Add value
• Measure performance
• Provide Professional advise
• Make the line managers job easier
 Administrative expert

• Efficiency of HRM (Cost)

• Effective management
of HR Activities
(Quality)
– Re-engineer HR processes
using technology and
innovation
– Create value
– Measure HR activity results in
terms above
 Employee advocate
• Meet the needs of employees
– Being fair and principled
– Assuring employees their voice is being heard
– Assist employees find new resources so that they
can perform their jobs better
 Agent for change & cultural
transformation
• Change agent - Catalyst for change
• Leading Change (Including in HR)
– Problem Solving
– Communication
– Influencing and convincing skills
• Cultural transformation
– Culture of excellence
– Excellent leadership, planning, processes, people,
customer satisfaction, measurement and analysis
 Other related tasks

• Legal Expert
• HR functional expert
• Talent manager
• Organisation ambassador
• Board & senior executive resource
 HR as a Strategic Business
Partner
• HR professionals must understand the company’s business
• HR professionals must use this knowledge to support
competitive advantage
– Recruit and select the most highly qualified
individuals
– Manage performance and compensate based on
performance that supports competitive advantage
– HR development such as training to ensure that
employees are as knowledgeable as possible
about their jobs
What is Strategic HRM?
Traditional HR versus Strategic HR
 Strategic HRM

An approach that defines how the

organization’s goals will be achieved
through people by means of HR strategies
and integrated HR policies and practices.”
It provide information for organizations to
decide:
Who they are
What they do
 Strategic human resource
management
• Strategic human resource management –
means formulating and executing human
resource policies and practices that produce
the employee competencies and behaviours
that the company needs to achieve its
strategic aims.
 Ten Characteristics of Good SHRM
Objectives
1. Specific and Clear
2. Challenging
3. Agreed Upon
4. Significant
5. Prioritized
 Cont..

6. Bound by Time
7. Achievable
8. Fully Communicated
9. Flexible
10. Limited in Number
 Strategic Planning: Purposes

 Help define the organization’s identity

 Help the organization prepare for the
future
 Enhance the ability to adapt to
environmental change
 Provide focus and allow for better
allocation of resources
 Strategic planning overview

1. Environmental Analysis
2. Mission
3. Vision
4. Goals
5. Strategies
 Environmental Analysis

Identifies external and internal trends

• To understand broad industry issues
• To make decisions using “big picture” context
Gap analysis
External environment
(opportunities and threats)
vis-à-vis
Internal environment
(strengths and weaknesses)
 Mission

A good mission statement answers:

Why does the organization exist?
What is the scope of the organization’s
activities?
Who are the customers served?
What are the products or services offered?
 Mission statement entails
Information on an organization’s
 Basic product/service to be offered
 Primary market/customer groups
 Unique benefits and advantages of
product/services
 Technology to be used
 Concern for survival through growth and
profitability
 Vision

• Statement of future aspirations

• Focuses attention on what is important
• Provides context for evaluating
– Opportunities
– Threats
 A Good Vision Statement:
Eight Characteristics
1. Brief
2. Verifiable
3. Bound by a Timeline
4. Current
5. Focused
6. Understandable
7. Inspiring
8. A stretch
The HR Strategy Model
 Three Important Strategic HR
Tools
• Strategy Map
– Graphical tool that summarizes the chain of activities that contribute
to a company’s success, and so shows employees the “big picture” of
how their performance contributes to achieving the company’s overall
strategic goals.
• HR Scorecard
– A process for assigning financial and nonfinancial goals or metrics to
the human resource management–related chain of activities required
for achieving the company’s strategic aims and for monitoring results.
• Digital Dashboard
– Presents the manager with desktop graphs and charts, so he or she
gets a picture of where the company has been and where it’s going, in
terms of each activity in the strategy map.
 The Management Planning
Process
• The Management Process – The basic
management planning process consists of five
steps: setting objectives, making basic
planning forecasts, reviewing alternative
courses of action, evaluating which options
are best, and then choosing and implementing
your plan.
 Policies and Procedures

• Recap of MGT 100

• WHAT ARE POLICIES AND PROCEDURES.

 POLICIES

• Policies are broad guidelines to be followed in

making decisions i.e. human resources policies
addresses issues like employee hiring,
termination, performance appraisals, pay
increase and discipline.
 Cont…

• Policies provide day-to-day guidance

employees need to do their jobs in a manner
that is consistent with the company’s plans
and goals. For example, “It is the policy of this
company to comply with all laws, regulations,
and principles of ethical conduct.”
 Procedures

• Procedures specify how to proceed in specific

situations that routinely arise.
• For example, before refunding money to the
customer in case of defective product or good
certain procedures should be followed i.e.
inspection of the product.
 strategic management
process.

• The Strategic Management Process – is

defined as the process of identifying and
executing the organization's strategic plan by
matching the company’s capabilities with the
demands of the environment.
• Explain with examples each of the seven
steps in the strategic management process.
 The Strategic
Management Process
 List with examples the main types of
strategies

• Corporate Strategy
• Competitive Strategy
• Functional Strategy
 Corporate Strategy

• Identifies the portfolio of businesses that, in

total, comprise the company and how these
businesses relate to each other
• For any business, the corporate strategy
answers the question, “What businesses will
we be in?” A company’s corporate-level
strategy identifies the portfolio of businesses
that, in total, comprise the company and how
these businesses relate to each other.
 Corporate-level Strategies

• Concentration
• Diversification
• Vertical Integration
• Consolidation
• Geographic expansion
 1. Concentration

• Concentration – (single-business) corporate

strategy, this is where the company offers one
product or product line, usually in one market.
• WD-40 Company is one example. With one
spray lubricant, its product scope is narrow.
 Diversification

• corporate strategy means the firm will expand

by adding new product lines.
• PepsiCo is diversified. Thus, PepsiCo added
Frito-Lay chips and Quaker Oats to its drinks
businesses. Here product scope is wider.
 Vertical integration

• corporate strategy means the firm expands

by, perhaps, producing its own raw materials,
or selling its products directly.
 Consolidation

• is the corporate strategy in which the

company reduces its size.
 Geographic expansion

• is the corporate strategy in which the

company grows by entering new territorial
markets, for instance, by taking the business
abroad.
 Competitive Strategy

• A strategy that identifies how to

build and strengthen the business’s
long-term competitive position in
the marketplace, which is also known as
business-level competitive strategy.
 Competitive strategies

• Cost Leadership
• Differentiation
• Focus
 Cost Leadership

• Lowest-cost strategy focuses on gaining competitive

advantage by being the lowest-cost producer of a
product or service within the marketplace
• Lowest-cost strategies require aggressive
construction of efficient-scale facilities and vigorous
pursuit of cost minimization in such areas as
operations, marketing, and HR
• Walmart is an example.
• Give 2 other examples (local and international)
 Differentiation

• this competitive strategy, the firm seeks to be

unique in its industry along the dimensions
that are widely valued by buyers.
• Differentiation strategy can take many forms,
including design or brand image, technology,
features, customer service, and price
• Volvo and Papa John’s are examples. Volvo stresses
the safety of its cars, and Papa John’s stresses fresh
ingredients. (give 2 examples, local and international)
 Focus

• for this competitive strategy, the company

carves out a market niche.
• Bugatti cars is an example. They offer a
product or service that their customers cannot
get from generalist competitors, such as
Toyota.
 Functional Strategy

• A strategy that identifies the broad

activities that each department will pursue in
order to help the business accomplish its
competitive goals.
 cont

• Each department should operate within the

framework of its business’s strategic plan.
Functional strategies identify what each
department must do to help the business
accomplish its strategic competitive goals.