HR strategy and analysis

Copyright © 2013 Pearson Education

Human Resource Management Strategy and Analysis

3

Chapter 3-1


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.

Chapter 3-2


Learning Objectives4. Define strategic human resource

management and give an example of strategic human resource management in practice.

5. Briefly describe three important strategic human resource management tools.

6. Explain with examples why metrics are essential for managing human resources.

Chapter 3-3


Why Strategic Planning is Important to all Managers

Chapter 3-4


Goal-Setting and the Planning Process

• The hierarchy of goals

• Strategic planning

Chapter 3-5


Review

Chapter 3-6


The Seven Steps in the Strategic Planning Process

Chapter 3-7


Seven Steps

1. Define current business

2. Audits

3. New directions

4. Strategic goals

5. Formulate strategies

6. Implement

7. Evaluate Chapter 3-8


Review

• Importance of strategic planning

• Goal setting• Steps

Chapter 3-9


The Main Generic Types of Corporate Strategies and

Competitive Strategies

Chapter 3-10


Types of Strategies

• Corporate strategy• Competitive strategy• Functional strategyoHuman resources as a competitive

advantage

• Strategic fit

Chapter 3-11


Corporate Strategies

• Concentration• Diversification• Vertical integration• Consolidation• Geographic

Chapter 3-12


Competitive Strategies

• Cost leadership • Differentiation• Focus

Chapter 3-13


Management Roles in Strategic Planning

• Top Managers’ Role in Strategic Planning

• Departmental Managers’ Strategic Planning RolesoDeviseoSupportoExecution

Chapter 3-14


Review

• Types of strategiesoCorporateoCompetitive oFunctionaloStrategic fit

• Managerial roles in strategic planning

Chapter 3-15


Defining Strategic Human Resource Management with

an Example of Strategic Human Resource

Management in Practice.

Chapter 3-16


Strategic Human Resource Management

• Defining strategic human resource management

• Human resource strategies and policies

Chapter 3-17


Example• Shanghai PortmanoService orientation

• Ritz CarltonoHuman Resource

system

Chapter 3-18


Mergers and Acquisitions • Due Diligence StageoCultureoCompensation & benefitsoLabor relations, etc.

• Integration Stage oTop management and leadershipoCommunicationoKey talent

Chapter 3-19


Review• Definition• Strategies• Policies• Service-oriented

example• Mergers &

acquisitions

Chapter 3-20


Three Important Strategic Human Resource

Management Tools

Chapter 3-21


Strategic Human Resource Management Tools

• Strategy map• The HR scorecard• Digital dashboards

Chapter 3-22


HR Metrics and Benchmarking

• HR metricsoTypes of metrics

• Benchmarking

Chapter 3-23


Review

• Strategy map• HR Scorecard• Digital dashboards

Chapter 3-24


Why Metrics are Essential for Managing Human Resources

Chapter 3-25


Strategy and Strategy-Based Metrics

• Workforce/talent analytics• Data mining• HR audits• Evidence-based HR oThe scientific method

• Why should a manager be scientific?

Chapter 3-26


High-performance Work Systems

• High-performance human resource policies and practices

Chapter 3-27


Review• Strategy and strategy-based metrics• Talent analytics• Data mining• Audits• Evidence-based HR • The scientific method• High-performance work systems

Chapter 3-28


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Chapter 3-29

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