Strategic Human Resource Management Lecture 6

Lecture 6

Strategic HRM

Final Project Presentations in 13th Week

How HRM Strategies make an Impact

• Achieving Vertical and Horizontal Integration

• Implementation process

• Barriers in implementation

• Strategies in improving business performance

The Bath People and Performance Model

Roles in Strategic HRM

The Strategic Role of Top Management

• Visionary Leadership

• Charismatic Leadership

• Provide continuous support

The Strategic Role of Front line Management

• Main role – Implementation• HR proposes but the line disposes• Bring HR policies to life• Importance of their support• Dealing with people is the most difficult task

• Importance of management skills in Front line managers.

• Participation in the ‘thinking’ as well as the ‘doing’ of strategy.

Technical

Managerial

• Stimulate Change Process

• Balance between Responsibility and Authority

• Participation in Strategic-decision making

How to promote Role of Front-Line Managers as Strategic Partners?

• Cross-functional Project teams

• Training and development Programs

• Broader exposure

Case 2

Quiz

Quiz 1

• Provide SWOT analysis of PIA current resources and their major competencies.

• How can we apply 5-P model in current situation to ensure vertical integration?

• Identify barriers in the process of applying 5-P model.

The Strategic Role of the HR Director

• Envision how HR strategies can be integrated with the business strategy.

• Prepare strategic plans and oversee their implementation.

• Change management process.

• Exert influence on the way in which the enterprise is organized, managed and staffed.

• Involvement according to level of professional skills.

The Strategic Role of HR Specialists

• HR as Strategic partners

• Set clear priorities

• Systematically assess the impact and importance of each one of initiatives.

The answers must be obtained to six questions:

1. Shared Mindset – Right Culture2. Competence - KSA3. Consequence - Measurement 4. Governance - Structure5. Capacity for change - Flexibility6. Leadership - Direction

The New Mandate for HR

1. Become a partner2. Improvement in planning process3. Handling concerns of employees4. Continuous Transformation5. Invest in innovative HR practices

The specific strategic roles of HR

1. Business Partner

2. Innovator

3. Change agent

4. Implementer

A change model used by HR staff at GE in the United States to guide atransformation process in the company.

The model is based on the statement that ‘change begins by asking who, why, what andhow’.

Key success Factors in Change

Leadership

Creating a shared Need

Shaping a vision

Mobilizing commitment

Leading Change

Monitoring Progress

Making it last