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Human Resource Management
Strategy and Analysis
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The Strategic
Management
Process
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What is
planning
The Management Planning
Process
• The Hierarchy of
Goals
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• Policies and
Procedures
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Strategic Planning
Step 1. Ask, Where Are We Now
Step 2. Size Up The Situation: Perform
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External and Internal
Audits
Step 3. Create Strategic Options
Step 4. Review Strategic Options
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Strategic Planning
Step 5. Make a Strategic Choice
Step 6. Translate into Goals
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Step 7. Implement the Strategies
Step 8. Evaluate Performance
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Review
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Explain with examples
each of the eight steps
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in the strategic
management process.
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Types of Strategies
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Types of Strategies
• Corporate Strategy
• Competitive Strategy
• Functional Strategy
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• Managers’ Roles in
Strategic Planning
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Improving Mergers and Acquisitions
• Critical human resource M&A tasks
include:
o Choosing top management
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o Communicating changes to
employees
o Merging the firms’ cultures
o Retaining key talent
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Review
• Types of strategies
o Corporate
o Competitive
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o Functional
o Strategic fit
• Managerial roles in strategic planning
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List with examples the
main types of strategies.
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Strategic Human Resource
Management
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Strategic Human Resource
Management
• What Is Strategic Human Resource
Management?
• Human Resource Strategies in Action
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• Translating Strategy into
Human Resource
Policies and Practices
• Strategic Human Resource Management
Tools
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IMPROVING PERFORMANCE: HR
Practices Around the Globe
• Ritz-Carlton Company had to improve level
of service
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o This meant new HR plans for:
o Hiring
o Training
o Rewarding hotel employees
• Profits soared
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Strategic Human Resource
Management Tools
• Strategy map
• The HR scorecard3
• Digital dashboards
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Define strategic human resource
management and give an example
of strategic human resource
management3 in practice.
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HR Metrics and
Benchmarking
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HR Metrics and Benchmarking
•
HR metrics
o Which hiring source proive
best candidates
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o How to measure the quality
of employees
1. Benchmarking
2. Strategy based Metrics
3. Evidence-Based HR (The
scientific method)
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Strategy and Strategy-Based
Metrics
• Workforce/Talent Analytics
• Analytics improves performance
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• Analytics answers six types of
talent management questions
1.
2.
3.
4.
5.
6.
Human capital facts.
Analytical HR.
Human capital investment analysis.
Workforce forecasts.
Talent value model.
Talent supply chain.
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IMPROVING PERFORMANCE:
HR Tools for Line Managers and
Entrepreneurs
• Scientific evidence-based approach
o Employee analysis
shows
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productivity
o Company instituted health
programs linked to increased
productivity
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Give at least five examples
of HR metrics.
1. How much is the company spending on HR?
Example: HR cost 3per employee was $590.
2. Hours of training per employee
3. Productivity per employee
4. Customer Satisfaction
5. Annual Turnover rate
6. HR expenses
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High-Performance Work
3
Systems
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High-Performance Work
Systems
•
High-Performance Human
Resource Policies and
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Practices that together
produce superior employee
performance
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Give five examples of what
employers can do to have
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high-performance
systems.
1.
2.
3.
4.
They paid more
Trained more
Sophisticated recruitment and hiring practices
Self managing work teams
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Review
• What exactly are these high-performance
work practices?
• For example, in terms of HR practices, highperforming companies recruit more job
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candidates, use more
selection tests, and
spend many more hours training
employees.
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Improving Performance at
the Hotel Paris
Hotel Paris International
As a corporate strategy, the Hotel Paris’s management and owners want
to continue to expand geographically. They believe doing so will let them
capitalize on their reputation for 3good service, by providing multicity
alternatives for their satisfied guests. The problem is, their reputation for
good service has been deteriorating. If they cannot improve service, it
would be unwise for them to expand, since their guests might prefer other
hotels after trying the Hotel Paris.
1.
What are the strategically required organizational outcomes?
2.
What are the strategically relevant workforce competencies and
behaviors?
3.
What can be some strategically relevant HR policies and activities?
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