Chapter 2: Strategic Hr

Front 1

Effective HRM practices support _____. That is, effective HRM practices are _____!

Back 1

Business Goals and objectives...they are strategic

Front 2

Effective HRM enhances performance by contributing to employee and customer what?

Back 2

1 Satisfaction
2 innovation
3 productivity
4 reputation in firm's community

Front 3

Why HR @ the table

Back 3

Strategic Planning
Strategic HR Choices
(link between strategies & HR strategies)

Front 4

Strategic HRM Defined (1)

Back 4

1) Use of employees to gain a competitive advantage resulting in greater organizational effectiveness

Front 5

Strategic HRM Defined (2)

Back 5

2) The pattern of planned HR deployments & activities intended to enable an org to achive its goals

Front 6

Strategy/HR Sustainability

Back 6

HR is key to competitiveness, survival, effectiveness of the company

Front 7

HR involvement Design HR strategy to:

Back 7

flow from business strategy

Front 8

HR Should have input into the strategic process

Back 8

1) people related issues
2) ability to implement strategic alternatives with HR pool

Front 9

HR Should have knowledge

Back 9

and strategic goals

Front 10

HR involvment should know what types of skills...

Back 10

behavior & attitudes are needed to support strategy

Front 11

HR should develop programs to ensure that EE's have these

Back 11

skills, behaviors, attitudes.

Front 12

Designing a strategy, questions to ask

Back 12

1) With what will we compete
2) What measures demonstrate workforce success
3) Is our strategy sustainable (externally & internally)

Front 13

Designing Strategy Direct line of site from top to bottom

Back 13

1) Each employee sees exactly how he/she contributes to org
e.g. janitor at Nasa "my job is to put man on the moon"

Front 14

Strategic Planning Steps

Back 14

1. Vision
2. Mission
3. Goals/Objectives
4.SWOTanalysis (Int SW ExOT)
5. Strat Forumulation
6. Strat implementation
7. Eval and feedback loop

Front 15

Home depot Vision/Mission

Back 15

is committed to maximizing long term shareholder value while supporting mngmt in the biz & operations of the Company, observing the highest ethical standards adhering to the laws of the jurisdictions within which the Co operates.

Front 16

Job Analysis and Design

Back 16

Few tasks . Many tasks Simple tasks . Complex tasks Few skills required . Many skills required Specific job descriptions . General job descriptions

Front 17

Recruitment & Selection

Back 17

External sources . Internal sources Limited socialization . Extensive socialization Assessment of specific skills . Assessment of general skills Narrow career paths . Broad career paths

Front 18

Training and Development

Back 18

Focus on current job skills . Focus on future job skills Individual orientation . Group orientation Train few employees . Train all employees Spontaneous, unplanned . Planned, systematic

Front 19

Performance Mnagment

Back 19

Behavioral criteria . Results criteria Developmental orientation . Administrative orientation Short- term criteria . Long- term criteria Individual orientation . Group orientation

Front 20

Pay Structure, Incentives, and Benefits

Back 20

Pay weighted toward salary and benefits . Pay weighted toward incentives Short- term incentives . Long- term incentives Emphasis on internal equity . Emphasis on external equity Individual incentives . Group incentives

Front 21

Labor and Employee Relations

Back 21

Collective bargaining . Individual bargaining Top- down decision making . Participation in decision making Formal due process . No due process View employees as expense . View employees as assets

Front 22

Generic Strategies: Biz level Main two strats

Back 22

Overall cost leadership
Differentiation

Front 23

Functional level Strategies eg, HR, sales

Back 23

Must be determined in relation to local, envornment, culture.

Front 24

Different strategies require

Back 24

different types of employees

Front 25

Building an HR strategy

Back 25

Scan External Enviro
Identify Strag buienss issues
Identify people issues
(How will what's going on affect our employees)

Front 26

Develop HR Strategy

Back 26

Initiatives, Policies, programs, practices

Front 27

How should we do things differently

Back 27

1) For the workforce we currently have
2) For the workforce we will need to have
3) Communicate the HR Strategy
4) Involve line Execs as champions

Front 28

IBM Case: What is IBM Bus strategy
What is IBM HR Strat and what did they do?
How do strategies align.

Back 28

(Put people in foregin places to help and assimilate. Could use tad more here if time or can handle from here.)

Front 29

Sustainability refers to company's ability to

Back 29

to make a profit without sacrificing the resources of its employees, the community, or the envi-ronment.

Front 30

on page 17

Back 30

strat page 17 where finished Wed night