May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.2–2 Chapter Objectives • Summarize the strategic planning process and how it dr
Trang 1PowerPoint Presentation by Charlie Cook
The University of West Alabama
SECTION 1 Environment for Human Resource Management
© 2011 Cengage Learning All rights reserved May not be
scanned, copied or duplicated, or posted to a publicly
accessible Web site, in whole or in part.
CHAPTER 2
Strategic HR Management and Planning
Trang 2© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–2
Chapter Objectives
• Summarize the strategic planning process and how it drives the organizational activities.
• Outline how strategic HR management is linked
to the organizational strategies.
• Discuss how internal and external environmental factors affect HR strategies.
• List HR strategic challenges faced by modern organizations.
• Explain how technology is affecting HR management practices and employees.
• Identify how organizations can measure and assess the effectiveness of HR management practices.
After you have read this chapter, you should be able to:
Trang 3© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–3
Strategy and Strategic Planning
Strategy
The proposition an organization follows for how
to compete successfully and thereby survive and grow.
Strategic Planning
The process of defining organizational strategy and allocating resources toward
its achievement.
Trang 4© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–4
FIGURE 2–1
Strategic Planning Process
Trang 5© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
makes it unique.
Strategic HR Management
The use of employees to gain
or keep a competitive advantage, resulting in greater organizational
effectiveness.
Trang 6© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–6
FIGURE 2–2
Traditional HR versus
Strategic HR
Trang 7© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Recognizes trends, forecasts obstacles to business success, and builds overall strategy
Efficiently and effectively carries out tactical HR
activities
Understands the business value chain, and establishes internal partnerships with line
managers
Trang 8© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–8
Operationalizing HR Management Strategies
Thinking Strategically
Understand the business
Focus on key business goals
Know what
to measure
Prepare for the future
Trang 9© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–9
FIGURE 2–3
Strategic Human Resource Management
Trang 10© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–10
HR As Organizational Contributor
HR Contributions to Organization Effectiveness
Organization productivity
Customer service and quality
Financial contributions
Trang 11© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Trang 12© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Trang 13© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Legislative/Political Influences
Economic Conditions
Geographic and Competitive Concerns Demographic
Changes
Trang 14© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–14
FIGURE 2–4 HR Factors in the SWOT Analysis
Trang 15© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Trang 16© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–16
FIGURE 2–5 Areas of External Environmental Scan
Trang 17© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–17
Global Competitiveness and Strategic HR
Global Framework
Global Legal and Regulatory
Factors
Offshoring Operations
Global Staffing
Trang 18© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–18
FIGURE 2–6 Strategic Approaches to International Staffing
Trang 19© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Trang 20© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–20
FIGURE 2–7 HR Activities during Mergers and Acquisitions
Trang 21© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–21
Key Factors in Cultural Fit
Degree of internal integration
Trang 22© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Provide clear and consistent messages Provide meaningful
incentives
Trang 23© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–23
Managing a Talent Surplus
Reduction in Work Hours
Trang 24© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–24
Legal Considerations for Workforce Reductions
Workforce Adjustments
Severance benefits
COBRA coverage OWBPA
Warn Act
Trang 25© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–25
Managing a Talent Shortage
Use overtime
Implement alternative work arrangements
Outsource work
Bring back recent retirees
Use contingent workers
Reduce turnover
Tactics to Reduce
a Talent Shortage
Trang 26© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–26
FIGURE 2–8 Managing Talent Supply Imbalances
Trang 27© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Effects on Work Processes
Effects on
HR Activities
Technology
Trang 28© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–28
FIGURE 2–9 Factors Involved in Proper Monitoring of Employee E-Mail
Trang 29© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–29
Measuring Effectiveness of HR Initiatives
• HR Metrics
Specific measures tied to HR performance indicators.
Development and use of metrics that can better demonstrate HR’s value and track its performance.
Characteristics of good HR metrics:
Are accurate.
Are linked to strategic and operational objectives.
Have clearly understood calculations.
Meet information needs.
Can be compared internally and externally.
Can be used to drive HR management efforts.
Trang 30© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–30
Trang 31© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
• Common Benchmarks
Total compensation as a percentage of net income before taxes
Percent of management positions filled internally
Dollar sales per employee
Benefits as a percentage of payroll cost
Trang 32© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–32
HR and the Balanced Scorecard
• The Balanced Scorecard
Uses a diverse set of performance measures to align performance efforts with organizational strategy.
Avoids a limited focus on financial measures by focusing on long-term drivers of performance and organizational sustainability.
Requires spending considerable time and effort to identify the appropriate HR measures and how they tie to strategic organizational success.
Address three elements—accountability, validity, and actionable results.
Trang 33© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–33
Trang 34© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–34
Human Capital Effectiveness Measures
• Return on Investment (ROI)
Shows the value of investments in HR activities.
A = Operating costs for a new or enhance system for the time period
B = One-time cost of acquisition and implementation
C = Value of gains from productivity improvements for the time period
B A
C
+
=
ROI
Trang 35© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
2–35
Other Effectiveness Measures
Human capital value added (HCVA)
Human capital return on investment (HCROI)
Human economic value
added (HEVA)
Trang 36© 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.