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Strategic Planning Process and Human
Resource Management
Presented by
JC Guiyab, RN
Part One
Learning Objectives
1. Explain why strategic planning is important to all
managers.
2. Explain with examples each of the s...
Learning Objectives
4. Briefly describe three important strategic
human resource management tools.
5. Explain with example...
1. Explain why strategic planning is
important to all managers.
The Strategic Management Process
The Shanghai Portman Hotel
• Strategically they set the goal of making their
hotel outsta...
The Strategic Management Process
The Shanghai Portman Hotel
• To produce this employee skills and behaviors,
the managemen...
Goal Setting and the Planning Process
• Setting objectives
• Basic planning forecasts
• Reviewing alternative courses of a...
The Hierarchy of Goal
Strategic Planning
Strategy
A course of action the company can pursue to
achieve its strategic aims.
Strategic Plans
The c...
Strategic Planning
Strategic Management
The process of identifying and executing the
organization’s strategic plan by matc...
2. Explain with examples each of
the seven steps in the strategic
planning process.
Strategic Planning
Example of SWOT Analysis
3. List with examples the main
generic types of corporate
strategies and competitive
strategies.
Types of Strategies
Corporate Strategy
• Concentration
• Diversification
• Vertical Integration
• Consolidation
• Geographical Expansion
Competitive Strategy/
Business Unit
• Competitive Strategy
– A strategy the identifies how to build and
strengthen the bus...
Competitive Strategy
Business Strategy
Human Resource as Competitive
Advantage?
Functional Strategy
• A strategy that identifies the broad activities
that each department will pursue in order to
help th...
Functional Strategy
Top Management’s Role in StratMAn
• Devise strategic plan
• Determines the direction of the business.
• Responsible for ac...
Departmental Managers’ Role
• They help devise the strategic plan.
• They formulate supporting,
functional/departmental st...
4. Define the Strategic Human
Resource Management and give an
example of Human Resource
Management in Practice.
Strategic Human Resource
Management
• Formulating and executing human resource
policies and practices that produce employe...
Strategic Human Resource
Management
The Practices Behaviors Strategy
Pyramid
5. Briefly describe three important
strategic human resource
management tools.
Strategy Map
• A graphical tool that summarizes the chain of
activities that contribute to a company’s
success and so show...
Strategy Map
HR Scorecard
• A process for managing employee
performance and for alignment of all
employees with key objectives of assig...
HR Scorecard
HR Scorecard
Digital Dashboard
• Presents the manager with desktop graphs
and charts so he gets a picture of where the
company is ad wh...
Digital Dashboard
HR Metrics and Benchmarking
• Measuring performance is an integral part of
Strategic HRM.
• Management translates workforc...
Types of Metrics
Benchmarking
• Comparing the practices of high performing
companies to your own, in order to
understand what they do that ...
6. Explain with examples why
metrics are important for
managing human resources.
Strategy and Strategy Based Metrics
• Strategy-based metrics
– Metrics that focus on measuring activities that
contribute ...
Workforce/Talent Data Mining and
Analytics
• The use of applications to analyze human
resources data and draw conclusion f...
Workforce/Talent Data Mining and
Analytics
HR Audit
• An analysis by which an organization measures
where it currently stands and determines what is
has to accomplis...
Evidenced Based HR and Scientific
Approach
• Be objective in gathering and interpreting
data.
• Use of experimentation.
• ...
High Performance Work System
• A set of human resource management policies
and practices that promote organization or
supe...
Egalitarianism and Engagement
• Sense of being members, not just workers, in an
organization
• Egalitarian work environmen...
Shared Information
• The principal of shared information is critical to the
success of employee empowerment and
involvemen...
Knowledge and Talent Development
• Knowledge development: the twin sister of information
sharing
• “The only thing you get...
Performance-Reward Linkage
• People may intentionally or unintentionally
pursue outcomes that are beneficial to
them but n...
You are now able to:
1. Explain why strategic planning is important to all
managers.
2. Explain with examples each of the ...
You are now able to:
4. Briefly describe three important strategic
human resource management tools.
5. Explain with exampl...
End of Part One.
The Strategic Human Resource
Manager: Roles and Competencies
Presented by
JC Guiyab, RN
Part Two
Yesterday and Today
• Managers are focused on transactional HR
activities like payroll, hiring, compensation and
benefits....
The Role and Competencies of the
Strategic HR Manager
They focus more on STRATEGIC, Big
Picture Issues
The use new ways to provide
transactional services
They Take an Integrated, Talent
Management Approach
to Managing Human Resources
• Talent management is the goal-oriented a...
They Take an Integrated, Talent Management
Approach
to Managing Human Resources
They Manage Ethics
They Manage Employee Engagement
• The Institute for Corporate Productivity
defines engaged employees as those who are
ment...
They Manage Employee Engagement
They Manage Employee Engagement
They Measure HR Performance and
Results
They Use Evidence-Based Human
Resource Management
They Add Value
• Adding value means helping the firm and its
employees gain in a measurable way from the
human resource ma...
They Have New Competencies
1. Talent Managers/Organization Designers, with a
mastery of traditional human resource managem...
They Have New Competencies
4. Operational Executors, able to anticipate, draft,
and implement the human resource practices...
They Have New Competencies
6. Credible Activists, with the leadership and
other competencies that make them both
credible ...
They Have New Competencies
HR Certification
• Society of Human Resource Management
(USA)
End of Part Two.
Strategic planning process and human resource management
Strategic planning process and human resource management
Strategic planning process and human resource management
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Strategic planning process and human resource management

  1. 1. Strategic Planning Process and Human Resource Management Presented by JC Guiyab, RN Part One
  2. 2. Learning Objectives 1. Explain why strategic planning is important to all managers. 2. Explain with examples each of the seven steps in the strategic planning process. 3. List with examples the main generic types of corporate strategies and competitive strategies. 4. Define strategic human resource management and give an example of strategic human resource management in practice.
  3. 3. Learning Objectives 4. Briefly describe three important strategic human resource management tools. 5. Explain with examples why metrics are important for managing human resources.
  4. 4. 1. Explain why strategic planning is important to all managers.
  5. 5. The Strategic Management Process The Shanghai Portman Hotel • Strategically they set the goal of making their hotel outstanding by offering superior customer service. • To achieve this, the hotel employees would have to exhibit new skills and behavior, for instance, in terms of how they treated and responded to guests.
  6. 6. The Strategic Management Process The Shanghai Portman Hotel • To produce this employee skills and behaviors, the management formulated new human resources management plans and policies.
  7. 7. Goal Setting and the Planning Process • Setting objectives • Basic planning forecasts • Reviewing alternative courses of action • Evaluation of options • Choosing and implementation of plan. *A plan shows getting from where you are to where you want to go.
  8. 8. The Hierarchy of Goal
  9. 9. Strategic Planning Strategy A course of action the company can pursue to achieve its strategic aims. Strategic Plans The company’s plan for how it will match its internal strengths and weaknesses with the external opportunities and threats in order to maintain a competitive advantage.
  10. 10. Strategic Planning Strategic Management The process of identifying and executing the organization’s strategic plan by matching the company’s capabilities with the demands of its environment.
  11. 11. 2. Explain with examples each of the seven steps in the strategic planning process.
  12. 12. Strategic Planning
  13. 13. Example of SWOT Analysis
  14. 14. 3. List with examples the main generic types of corporate strategies and competitive strategies.
  15. 15. Types of Strategies
  16. 16. Corporate Strategy • Concentration • Diversification • Vertical Integration • Consolidation • Geographical Expansion
  17. 17. Competitive Strategy/ Business Unit • Competitive Strategy – A strategy the identifies how to build and strengthen the business long term competitive position in the market place. • Competitive advantage – Any factors that allow an organization to differentiate its products or service from those of its competitors to increase market share.
  18. 18. Competitive Strategy Business Strategy
  19. 19. Human Resource as Competitive Advantage?
  20. 20. Functional Strategy • A strategy that identifies the broad activities that each department will pursue in order to help the business accomplish its competitive goals. • Strategic Fit – Porter said that each departments functional strategy must fit and support the company’s aim.
  21. 21. Functional Strategy
  22. 22. Top Management’s Role in StratMAn • Devise strategic plan • Determines the direction of the business. • Responsible for achievement of company aims.
  23. 23. Departmental Managers’ Role • They help devise the strategic plan. • They formulate supporting, functional/departmental strategies. • They execute the plans.
  24. 24. 4. Define the Strategic Human Resource Management and give an example of Human Resource Management in Practice.
  25. 25. Strategic Human Resource Management • Formulating and executing human resource policies and practices that produce employee competencies and behaviors the company needs to achieve its strategic aims.
  26. 26. Strategic Human Resource Management
  27. 27. The Practices Behaviors Strategy Pyramid
  28. 28. 5. Briefly describe three important strategic human resource management tools.
  29. 29. Strategy Map • A graphical tool that summarizes the chain of activities that contribute to a company’s success and so shows employees the “big picture” of how each employee and department’s performance contributes to achieving the company’s overall strategic goals.
  30. 30. Strategy Map
  31. 31. HR Scorecard • A process for managing employee performance and for alignment of all employees with key objectives of assigning financial and non financial goals or metrics to the human resource management related chain of activities required for achieving the company’s strategic aims and for monitoring the results.
  32. 32. HR Scorecard
  33. 33. HR Scorecard
  34. 34. Digital Dashboard • Presents the manager with desktop graphs and charts so he gets a picture of where the company is ad where it is going tin terms of each activity in the strategy map.
  35. 35. Digital Dashboard
  36. 36. HR Metrics and Benchmarking • Measuring performance is an integral part of Strategic HRM. • Management translates workforce requirement to measurable worker competencies and behavior. • Formulation of supportive HR strategies, policies, and practices to produce intended workforce competencies.
  37. 37. Types of Metrics
  38. 38. Benchmarking • Comparing the practices of high performing companies to your own, in order to understand what they do that makes them better.
  39. 39. 6. Explain with examples why metrics are important for managing human resources.
  40. 40. Strategy and Strategy Based Metrics • Strategy-based metrics – Metrics that focus on measuring activities that contribute to achieving a company’s strategic aim. • Examples: – Measuring customer service quality, customer engagement, sales pitch success, employee process knowledge. – Action plans to improve performance of workforce.
  41. 41. Workforce/Talent Data Mining and Analytics • The use of applications to analyze human resources data and draw conclusion from it. • Data mining is the technique used to search for relevant data (new, hidden, unexpected patterns).
  42. 42. Workforce/Talent Data Mining and Analytics
  43. 43. HR Audit • An analysis by which an organization measures where it currently stands and determines what is has to accomplish to improve its hr function. – Roles, head count, legal issues, recruitment, compensation, employee relations, benefits, payroll, documentation and record keeping, training and development, employee communications, internal communications, termination and transition policies and practices.
  44. 44. Evidenced Based HR and Scientific Approach • Be objective in gathering and interpreting data. • Use of experimentation. • This approach will allow managers to have better decision making.
  45. 45. High Performance Work System • A set of human resource management policies and practices that promote organization or superior employee effectiveness. • 4 Principles – Egalitarianism and engagement – Shared information – Knowledge and talent development – Performance-reward linkage
  46. 46. Egalitarianism and Engagement • Sense of being members, not just workers, in an organization • Egalitarian work environments eliminate status and power differences • Increase collaboration and teamwork • Productivity improves through working together • Employee engagement: Involving employees in decision-making and giving them the power • Engaged employees: performing at high levels, are enthusiastic about what they do, and look for better, more efficient ways of doing things
  47. 47. Shared Information • The principal of shared information is critical to the success of employee empowerment and involvement initiatives in organizations • In the past employees traditionally were not given and did not ask information about the organizations • Information helps employees make good suggestions for improving the business and to cooperate in major organizational changes • The principal of shared information typifies a shift in the relationship between employer and employee in organizations
  48. 48. Knowledge and Talent Development • Knowledge development: the twin sister of information sharing • “The only thing you get when you empower dummies, is bad decisions faster.” • The number of jobs requiring little knowledge and skill is declining • The number of jobs requiring greater knowledge and skill is growing • High-performance work systems depend on the shift from touch labor to knowledge work • Employees today need a broad range of skills • Knowledge and skill requirements must also change rapidly
  49. 49. Performance-Reward Linkage • People may intentionally or unintentionally pursue outcomes that are beneficial to them but not necessarily to the organization as a whole • When companies reward their employees based on their performance, workers naturally pursue outcomes that are mutually beneficial to themselves and the organization
  50. 50. You are now able to: 1. Explain why strategic planning is important to all managers. 2. Explain with examples each of the seven steps in the strategic planning process. 3. List with examples the main generic types of corporate strategies and competitive strategies. 4. Define strategic human resource management and give an example of strategic human resource management in practice.
  51. 51. You are now able to: 4. Briefly describe three important strategic human resource management tools. 5. Explain with examples why metrics are important for managing human resources.
  52. 52. End of Part One.
  53. 53. The Strategic Human Resource Manager: Roles and Competencies Presented by JC Guiyab, RN Part Two
  54. 54. Yesterday and Today • Managers are focused on transactional HR activities like payroll, hiring, compensation and benefits. • Role expanded to testing and training and dealing with unions that began in the 1930s. • 60s began the role of helping the company avoid and manage discrimination claims. • Today HR managers are dealing with globalization, increased demand of profit from operations, and technology.
  55. 55. The Role and Competencies of the Strategic HR Manager
  56. 56. They focus more on STRATEGIC, Big Picture Issues
  57. 57. The use new ways to provide transactional services
  58. 58. They Take an Integrated, Talent Management Approach to Managing Human Resources • Talent management is the goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees. It involves instituting a coordinated process for identifying, recruiting, hiring, and developing high-potential employees.
  59. 59. They Take an Integrated, Talent Management Approach to Managing Human Resources
  60. 60. They Manage Ethics
  61. 61. They Manage Employee Engagement • The Institute for Corporate Productivity defines engaged employees as those who are mentally and emotionally invested in their work and in contributing to an employer s success.
  62. 62. They Manage Employee Engagement
  63. 63. They Manage Employee Engagement
  64. 64. They Measure HR Performance and Results
  65. 65. They Use Evidence-Based Human Resource Management
  66. 66. They Add Value • Adding value means helping the firm and its employees gain in a measurable way from the human resource manager’s actions. • Putting in place a high-performance work system is one way to add value.
  67. 67. They Have New Competencies 1. Talent Managers/Organization Designers, with a mastery of traditional human resource management tasks such as acquiring, training, and compensating employees 2. Culture and Change Stewards, able to create human resource practices that support the firms cultural values. 3. Strategy Architects, with the skills to help establish the company s overall strategic plan, and to put in place the human resource practices required to support accomplishing that plan
  68. 68. They Have New Competencies 4. Operational Executors, able to anticipate, draft, and implement the human resource practices (for instance in testing and appraising) the company needs to implement its strategy 5. Business Allies, competent to apply business knowledge (for instance in finance, sales, and production) that enable them to help functional and general managers to achieve their departmental goals
  69. 69. They Have New Competencies 6. Credible Activists, with the leadership and other competencies that make them both credible (respected, admired, listened to) and active (offers a point of view, takes a position, challenges assumptions.)
  70. 70. They Have New Competencies
  71. 71. HR Certification • Society of Human Resource Management (USA)
  72. 72. End of Part Two.

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