Strategy Of Hr

Front 1

EXTERNAL FRAMEWORK IMPACTING ORGANIZATIONS

Back 1

1. Economic positive:(growth, more jobs, pay increases)

Negative: (layoffs, wage freeze)

2. Societal (demographic changes, crime rate..)

3. Technological ( employee self serve, managerial self serve)

4. Political (federal,provincial laws/regulations)

5. Demographics

6. Labour market stats and trends

Front 2

HR

Back 2

department/function and the acts performed by that group

Front 3

Human resources management

Back 3

Management of HR resources by managers within the framework set out by HR

Front 4

Human capital management

Back 4

Strategy of attracting, retaining, and leveraging the skills and knowledge of the workforce

Front 5

Operational effectiveness

Back 5

Perform similar activities better than competitors

-short term

-reactive HR

-fire fighting

Front 6

Strategic planning

Back 6

Perform different activities than competitors

-long term

-proactive value driven

-actively integrate HR into corporate strategy

Front 7

Strategic HRM

Back 7

A set of distinct but interrelated practices, policies and philosophies whose goal is to enable the achievement of the organizational strategy

Front 8

HR professionals must fill the roles of?

Back 8

1. Strategic partner (Strategic HRM)

2. Change agent (Management of transformation and change)

3. Manage employee contribution

4. Admin expert (Management of administration)

Front 9

Governance

Back 9

Internal system encompassing:

Policies, processess and people which serves the needs of shareholders and stakeholders.

Directs and controls management activities.

Relies on external marketplace commitment and legislation plus a health board culture which safe guards policies and processess

Front 10

Flow of governance

Back 10

Owner/stakeholder - board of governors - CEO - executive managers - managers - workers

(Each level should inherit values and direction from the level above it)

Front 11

Vision

Back 11

Goals and aspirations. Stays the same even when strategy changes.

Front 12

Mission

Back 12

Purpose and objectives. Explains why you exist as a business.

Front 13

Values

Back 13

Describes how the organization will value it's customers, suppliers and internal community.

Front 14

Goals

Back 14

Purpose toward which an endeavour is directed.

Front 15

Objectives

Back 15

Something that one's efforts or actions are intended to attain or accomplish. (Must be S.M.A.R.T (specific, measurable, attainable, realistic and timely)).

Front 16

Organizations must do this using the governance principles as a foundation

Back 16

1. Create strategic plan

2. Create tactical plan to activate the strategy

3. Develop measurable goals to tactical plan

4. Create a budget that supports tactical plan

5. Periodically measure results

6. Revise tactical plan as needed

7. Adjust strategic plan as needed

Front 17

Management rights

Back 17

Core rights - (determine the organization's mission, budget, strategy)

Operational rights (direct, hire and fire).

Front 18

HR role in supporting governance

Back 18

The role of HR is to establish a framework within which managers manage - the HRM framework

We have job and position descriptions, policies and procedures based on governance and legislation. Begin by establishing a framework for managing HR and then extends to monitoring and coaching.

Front 19

Human resources plan

Back 19

Describes the number of individuals required and the skills and experience needed for an organization to function properly

-ensures hrm issues are being addressed

-creates accountabilities, resource requirements and time frames for the various initiatives that hr and the org will be undertaking

-framework for the org to reach strategic objectives

Front 20

Competencies

Back 20

Categories that are defined by a mix of knowledge, skills and abilities (influencing others, problem solving, strategic thinking)

Front 21

Skills

Back 21

Are learned mental or physical activities that can be measured in terms of performance (typing, interviewing, driving)

Front 22

General core competency model

Back 22

All employees should have the following:

1. Flexibility

2. Ability to cope with stress

3. Customer focus

4. Ability to work in teams/cooperative

5. Open-mindedness/ creativity

Front 23

Tacit knowledge

Back 23

Knowledge that is difficult to be transferred to another person by means of writing it down or verbalizing it. It is gained by experience.

Front 24

Explicit knowledge

Back 24

Knowledge that can be articulated, codified, and stored in certain media. It can be readily transferred to others. Example: encyclopedia

Front 25

5 HR core competencies

Back 25

1. Strategic contribution (50%) culture management, fast change, involvement in business decision making, leveraging customer information to create unified and customer focused organizations.

2. Personal credibility - have good relationships with people inside and outside the org.

3. HR delivery - staffing, development, org structure, hrm measurement, legal compliance, performance management.

4. Business knowledge

5. HRM technology

Front 26

Model of excellence

Back 26

Based on HRM competencies

Must be aligned with corporate culture, strategy, and employees

Front 27

4 elements of hrm

Back 27

1. Use of planning

2. Design and management of personnel systems based on on employment policy and manpower strategy

3. Matching hrm activities and policies to business strategy

4. Seeing employees as a strategic resource for achieving competitive advantage

Front 28

The 4 HRM programs that link process to strategy and focus on long term goals

Back 28

1. Talent management

2. Leadership development

3. Organizational performance

4. Succession planning

Front 29

4 ways HR practices can affect corporate strategy

Back 29

1. Vertical linkage: individual performance contributes to strategic objectives. Policies and strategy-individual behaviour-team performance-company performance

2. Horizontal linkage: process and practices create an environment and culture that is conducive of success. HR processes-creative and cohesive environment and culture-impacts all employees

3. Temporal linkage: maintain a long term strategic perspective that focuses on broader issues regarding the direction of the company. Organizations core competencies-future state.

Front 30

HR GOALS

Back 30

Short term:

Set objectives linked to business strategy.

Create performance metrics

Review performance aligned with business goals.

Provide short-term training to support delivery of short term goals.

Long term goals:

Develop leadership team that can deliver strategy over the next decade.

Transform skills of workforce to prepare for the long term.

Create organizational structure and value set that will underpin long term success.