HR plays an important role in mergers and acquisitions by defining the new organizational architecture and identifying parts that need restructuring. The HR department must conduct an audit to assess what needs to change, and identify methods to renovate architectural components. HR also needs to set clear priorities like promoting teamwork and implementing pay-for-performance programs. During strategic evaluations, HR should provide data on its return on investment and be rated by customers to assess how its initiatives support business strategy goals.
This document provides an overview of a training program on Strategic Human Resource Management (SHRM) and Human Resource Business Partnering (HRBP). The program covers fundamental SHRM concepts, applying strategic principles to the HRM value chain, the strategic HRM process, HRM risk management, HRBP best practices, and transforming the HR function into strategic business partners. It includes learning activities such as discussing how organizations can improve their HRM functions and applying HR risk management processes. The goal is to help participants understand how to position HRM as strategic partners that deliver value to the business.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
This document provides an overview of strategic human resource management. It defines SHRM and explains its links to strategic management and the general planning process. The document outlines the SHRM process, including scanning the external and internal environment, identifying sources of competitive advantage, developing HR strategies, implementing those strategies, and monitoring/evaluating performance. It also discusses strategic fit and the relationship between business and HR strategies. Examples of Facebook's performance management and efforts to increase employee convenience are provided.
This document discusses strategic human resource management (SHRM) in small and medium enterprises (SMEs). It outlines factors that enable operating excellence for SMEs, including strong management teams, talent recruitment and retention, enabling strategies, supportive culture, and rewards/incentives. SHRM approaches may differ depending on industry maturity levels - innovative practices are important in growth industries while technical HR is sufficient in mature industries. Institutionalizing SHRM builds core competencies and capabilities, allowing SMEs to better serve corporate partners. Management commitment is also key to SHRM success in SMEs.
Ch2 Human Resource Policies and StrategiesKomal Sahi
Human resource strategies and policies play an important role in organizational success. An effective HR strategy has three key elements: strategic objectives, a plan of action to meet those objectives, and alignment between HR strategies and the overall business strategy. Developing strong HR policies provides guidelines for employee management and ensures consistency. Regular strategic planning allows an organization to assess its mission, vision, external environment, and goals to develop effective strategies and policies over the long term.
Strategic fit expresses the degree to which an organization is matching its resources and capabilities with the opportunities in the external environment.
In addition, strategic fit also examines the resource base of the organization and explores how they can be utilized to achieve maximum benefits.
Human Resource management strategic planningRasik Jani
This document discusses strategic human resource management. It defines strategic management as formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. A strategic plan matches a company's strengths and weaknesses to external opportunities and threats to maintain a competitive advantage. The document also discusses strategic roles of human resource management in areas like strategy formulation, strategic planning, and strategy execution.
This presentation contain the detail about Human resource management & strategy. And the stages of strategic management. Principles of labour legislation. Strategy Formulation Process etc..
Strategic human resource management involves aligning HRM policies and practices with organizational strategy. It involves making HR a top priority, integrating HR with strategic goals, and including HR in strategic planning from the outset. Strategic HRM leads to growth, profits, and survival. Key tools include strategy maps, HR scorecards, and digital dashboards to translate strategic goals into HR activities and monitor results. The strategic role of HR is to develop programs enhancing performance, participate in strategic decision making, and account for financial impact of HR. Traditional HR focused on transactions while strategic HR acts as a business partner leading transformational change.
This document outlines an event on strategic leadership at Annamalai University Training & Development Centre. The event will discuss concepts of strategic leadership, strategic marketing leadership, strategic project leadership, strategic lean leadership, and strategic information leadership. The goal is to discuss how to set goals towards student loyalty and understand key performance indicators from an institution-centric to student-centric perspective in higher education. The event is aimed at top management teams, teaching staff, and advisory members and will include presentations on the historical perspective of strategic leadership and marching towards applying it in higher education.
Strategic human resource management (SHRM) involves using people strategically to achieve organizational goals. There are four main approaches to SHRM: resource-based, high-performance management, high-commitment management, and high-involvement management. SHRM requires understanding the internal and external environment, including trends in technology, organizational structure, employee values and attitudes, management practices, demographics, and international factors. The environment shapes HR strategies around skills, training, compensation, and organizational design.
The document discusses strategic human resource management. It defines SHRM as linking human resource management with strategic business goals to improve performance and develop organizational cultures that foster innovation. The document outlines HR's strategic challenges in supporting productivity, expanding employee roles, and designing strategic plans. It compares SHRM to traditional HRM and discusses features of SHRM like its focus on long-term goals and interrelation with business strategies. Models for SHRM include control-based, resource-based, and integrative approaches. Strategic tools discussed include strategic maps, HR scorecards, and digital dashboards.
This document provides an introduction to strategic human resource management (SHRM). It defines SHRM and discusses its objectives, approaches, models and role in business strategy. SHRM ensures HR practices are aligned with organizational goals and focuses on long-term people issues. It emphasizes developing a skilled workforce, organizational culture and values to achieve competitive advantage. The document contrasts SHRM with traditional HRM and HR strategies, and discusses how SHRM integrates HR with overall business strategy.
Strategic management deals with major initiatives taken by general managers to enhance firm performance. It involves specifying objectives, developing policies/plans to achieve objectives, and allocating resources for implementation. There are various approaches to strategic management, including industrial/organizational and sociological. Strategies are evaluated based on suitability, feasibility, and acceptability. Strategic management occurs at multiple levels within organizations and provides long-term direction.
This document discusses strategic human resource management (HRM). It defines strategic HRM as using an organization's people to help form and execute its business strategy. The document outlines forces driving a need for strategic HRM and how HRM can use metrics to design and evaluate its processes. It provides examples of how standardization processes like ISO and HACCP impact HRM practices and discusses measuring HRM's impact using a balanced scorecard.
This document outlines the course details for a Strategic Management course at Gujarat Technological University. The course aims to provide students with an integrated understanding of strategic management. It covers key topics like strategic analysis, formulation, implementation, and control. The course uses lectures, case studies, assignments and presentations across 36 sessions. Students will be evaluated based on internal and external assessments, including a mid-semester exam, end-semester exam, projects and class participation.
Strategic human resource management (SHRM) involves aligning human resource policies and practices with a company's strategic goals. It is part of the strategic planning process where a company determines its long term goals and how to achieve them given internal/external factors. SHRM means developing employee competencies through practices like training to help the company execute its strategies. The strategic management process involves analyzing strengths/weaknesses, opportunities/threats, setting goals and strategies, implementing plans, and evaluating performance.
Chapter 2 of Jackson HRM, These slides will cover completely the meaning and definition of strategic HRM and parallel processes.
i.e. What is Strategic HRM? How strategic HRM can become a competitive advantage for an organization? What is planning process of Strategic HRM and what are the techniques to manage human resources , make competitive advantage sustainable, managing shortage or surplus of human resources?
Strategic human resource management and strategic management processVARUN SHARMA
This document discusses strategic human resource management and the strategic management process. It defines strategic human resource management as organizational systems designed to achieve competitive advantage through people. The strategic management process focuses on developing organizational strategies and involves environmental scanning, strategy formulation, implementation, and evaluation/control. Environmental scanning monitors internal/external factors. Strategy formulation develops long-term plans. Implementation executes selected strategies. Evaluation assesses performance and controls the process. The document provides details on each step and importance/limitations of strategic management.
The document discusses several aspects of strategic management including activating strategies, measurement, reporting, implementation, barriers, and structural considerations. Activating strategies involves institutionalizing the strategy and translating objectives. Measurement and reporting are challenges due to objectively assessing concepts like opinions. Implementation requires developing an organization to carry out the strategy, allocating resources, and using strategic leadership. Barriers to evaluation include needing corrective action if standards are not met and lack of cooperation. There are three models of strategy: linear which focuses on planning, adaptive which changes in response to the environment, and interpretive which emphasizes interpretation and responses. Structural considerations for implementation include structuring work, aligning functions, establishing authority, developing partnerships, and fostering cooperation.
The document discusses several aspects of strategic management including activating strategies, measurement, reporting, implementation, barriers, and structural considerations. Activating strategies involves institutionalizing the strategy and translating objectives. Measurement and reporting are challenges due to objectivity and presenting results. Implementation requires developing an organization, allocating resources, and linking rewards to goals. Barriers prevent strategic evaluation. Structural considerations for implementation include configuring hierarchies, identifying core competencies, establishing processes, authority levels, and developing partnerships.
This document summarizes Units 8 and 9 from an HRM course. Unit 8 discusses organizational change management, including its meaning and importance. It outlines the steps of organizational change management such as having clear objectives, planning for change, implementing the plan, communication, addressing obstacles, using KPIs, and adjusting the process. Unit 9 covers HRD strategies for long-term planning and growth. It defines HRD and outlines steps for strategic HRD, including understanding company objectives, evaluating HR capabilities, analyzing capacity, estimating future needs, determining employee tools, implementing the strategy, and evaluating progress. The document concludes with benefits of HRD such as developing competencies, commitment, trust, acceptance of change, and overall employee growth.
Strategic human resource management aligns an organization's human resource strategies and policies with its overall business strategies and objectives. It involves attracting, retaining, and developing employees while considering organizational strategies like growth, concentration, mergers and acquisitions. Effective strategic HRM ensures employees' skills are utilized to contribute to the organization's success. It also considers managing change, developing strategies at the corporate, business unit, and functional levels, and linking human resource practices to the organization's goals.
1. Strategy implementation involves both macro and micro-organizational issues that can affect success. At the macro level, elements like technology, rewards systems, decision processes, and organizational structure must be coordinated. At the micro level, organizational culture and resistance to change among employees must be considered.
2. Resource allocation is the process of assigning limited resources, like people and funding, to achieve strategic goals. It involves deciding which initiatives or business units receive resources and at what level, as well as contingency plans for adjusting resources up or down.
3. When determining organizational structure to support a strategy, factors to examine include changes in strategic intent, required capabilities, dominant industry forces, leadership style, and culture. Common
Human Resource Development Audit is a systematic assessment of the strengths, limitations and developmental needs of its existing human resources in the context of organizational performance. This presentation describes how one can strategize a HR Audit for an organization.
The document discusses the roles and responsibilities of strategic leaders and middle managers in organizational strategy. It outlines several key roles:
1. Strategic leaders such as the CEO are responsible for determining strategic direction, managing resources, sustaining organizational culture, emphasizing ethics, and establishing controls.
2. Middle managers play important roles in strategy formation through idea generation, championing new initiatives, and developing capabilities.
3. Both strategic leaders and middle managers are involved in strategy implementation through roles like leadership, organization, resource management, and performance monitoring. Effective strategy implementation requires alignment across all organizational elements.
Success And Failures In Organizational design Shivashankari24
Organizational design aims to improve workflow, structures, and systems to better achieve business goals like customer service, profitability, and efficiency. Successful design builds on strengths, considers employee roles beyond titles, and supports learning. Failures result from unclear performance goals, overreliance on structure over behavior change, and leaders unwilling to change.
This document discusses strategic management and business policy. It begins by defining strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It then discusses the nature, characteristics, and features of strategic management, including that it involves a long time perspective, is an intellectual process, has wide ramifications, and is a continuing dynamic social process. The document goes on to discuss the importance and relevance of strategic management, including its financial and non-financial benefits. It closes by emphasizing the importance of effective strategic management for business success.
The role of strategic direction in organization designRajamani5373
The document discusses organizational design, which is a methodology that identifies dysfunctional aspects of workflows, procedures, structures and systems within an organization. It then realigns these aspects to fit current business goals and develops plans to implement new changes. The process focuses on improving both technical and human aspects of the business. It consists of chartering the design process, assessing the current state, and designing the new organization.
P.MADHUMITHA SUCCESS AND FAILURE IN ORGANIZATION DESIGNMadhumithaPrakash2
Organizational design aims to improve workflow, procedures, structures and systems by identifying dysfunctional aspects. Success requires a clear link between changes and business results, a winning strategy aligned with operations, and a compelling need for urgent change based on specific criteria. It also requires distinguishing decision-driven from behavior-dependent changes, appropriate structure/systems, skills/resources, and leadership willing to change. Failure can result from flawed systems, poor financial management, weak customer understanding, or bad decisions by upper management lacking a strategic outlook.
Organizational design is a step-by-step methodology which identifies dysfunctional aspects of work flow, procedures, structures and systems, realigns them to fit current business realities/goals and then develops plans to implement the new changes. The process focuses on improving both the technical and people side of the business.
Strategy involves determining long-term goals and objectives and adopting plans to achieve them. There are three levels of strategy: corporate, business unit, and functional. Corporate strategy focuses on selecting business portfolios and coordinating them. Business unit strategy develops competitive advantages for specific goods/services. Functional strategy coordinates resources to efficiently execute higher-level strategies. Strategic management is the process of formulating, implementing, and evaluating cross-functional decisions to achieve objectives. It involves environmental scanning, strategy formulation, implementation through programs and budgets, and feedback.
Role of strategy in organization design wps officeDjKaesh
Strategic direction plays an important role in organizational design. When an organization changes its strategy, it often requires changes to organizational design. For example, when Facebook added revenue generating activities like ads and online games, it needed to revamp its website and organizational structure to support these new strategic goals. Setting strategic direction involves analyzing strengths, weaknesses, opportunities, and threats. It also considers the organization's design as either a learning or efficiency-focused structure. The new strategic goals and direction then determine how the organization will be designed, including elements like departmentalization, work specialization, and centralization of authority. While design supports strategy, unexpected issues may require strategy or design adjustments. Consultants can help organizations navigate strategic and design changes
The document discusses strategic human resource management (HRM). It defines strategic HRM as ensuring the organization has skilled, engaged employees to achieve competitive advantage. The three key propositions of strategic HRM are that human capital plays a strategic role, HR strategies should integrate with business plans, and individual HR strategies should cohere. The roles of HR managers include translating vision into meaningful formats, acting as change agents and strategic partners. Strategic HRM involves environmental scanning, strategy formulation, implementation, evaluation and control. The goals are to enhance organizational performance and have HR proactively participate in strategic decision making.
Effective Talent Management Strategy: Selecting Areas of FocusWowledge
Practice 1 of an Effective Talent Management Strategy illustrates how to select areas of focus aligned with business and talent management drivers.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
1 - Selecting areas of focus aligned with business and talent management drivers.
2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
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In this lesson you learned about the three fundamental areas of executing strategy. You learned that reviewing Value chain activities, Marshalling resources and Managing change are the main components to effectively put Strategy Into Action.
2 Business Policy And Strategic Management BASIC CONCEPTSAmy Isleb
This document discusses key concepts in strategic management including:
1. Strategic management involves developing a strategic vision, objectives, and strategy to create competitive advantages and guide a company through environmental changes.
2. There are three levels of management - corporate, business, and functional. Corporate management oversees company strategies, business management focuses on business unit strategies, and functional management handles operational functions.
3. Other concepts discussed include a company's mission, the difference between proactive and reactive strategies, and how strategic management helps companies be proactive and ensure long term success.
With the advent of dynamic business environment challenges triggers rigorous changes in the present context. Unless organizations unleash substantial resources,finds tough to survive. Among the resource, human resources are the critical and valuable asset of the organization and to face the intensified competition with your rivalries, manpower have to craft with tools and techniques. Business Etiquettes plays a vital role not only enhancing the employees morale at the workplace but also project them as brand advocates.
The major motto of this ppt is to ignite entrepreneurship skills and manifestation of corporate skills among the students lacking in entrepreneurial skills.
Importance of rural entrepreneurship in rural areas and how to overcome the curb of migration from rural to urban areas. opportunities for village people in transforming village citizens into corporate nation citizens.
The World Trade Organization (WTO) came into being on January 1, 1995 replacing the General Agreement on Tariffs and Trade (GATT). The WTO oversees international trade and resolves trade disputes between member nations. It aims to ensure free and fair trade globally through agreements covering trade in goods, services and intellectual property. The WTO currently has 153 member countries and works to lower trade barriers through negotiations while providing a framework for implementing trade agreements and monitoring national trade policies.
The document discusses entrepreneurial strategy for new market entry. It defines new entry as offering a new product, offering an existing product in a new market, or creating a new organization. Entrepreneurial strategy involves both generating and exploiting new entry opportunities in a way that maximizes the benefits of newness while minimizing costs. The key aspects of entrepreneurial strategy discussed are assessing new entry opportunities, developing an entry strategy, and managing newness through the creation of a new organization.
Entrepreneurship Development PPT IntroductionMadhusudhanGoud
Entrepreneur is the person who can change the fate of the environment and also society at large. in this PPT i explained the introduction of entrepreneurship and its importance.
Human Resource is the unique and valuable assets of the organization. But selecting the right person right time and right place plays a vital role for the organization.But before going for choosing the right number of people, we need to decide how to plan what number of people is required for the organization. in this present PPT i have highlighted the the role of HRP and its importance.
The 1991 Industrial Policy in India aimed to liberalize and globalize the Indian economy. Key objectives included removing restrictions on foreign direct investment and domestic entrepreneurs. Major reforms included relaxing industrial licensing, allowing more foreign investment and technology, revising public sector policy, and reducing monopolistic restrictions. The policy reduced the number of industries requiring licenses from 25 to 6, and allowed up to 51% foreign equity in priority sectors. It also aimed to increase efficiency and competitiveness of public sector firms through portfolio reviews and greater autonomy. The reforms integrated India's economy with global markets and increased private participation.
This document discusses foreign direct investment (FDI) in India. It defines FDI and other related terms like foreign institutional investors, depository receipts, and foreign currency convertible bonds. It outlines different forms of FDI like joint ventures, acquisitions, and wholly owned subsidiaries. The document also discusses factors that influence FDI, reasons for companies to invest abroad, and costs and benefits of FDI to both home and host countries. It provides examples of sectors where FDI is prohibited in India and explains the process for an Indian company to receive FDI.
The document discusses the business environment and its key components. It states that each business operates within a unique environment that influences and is influenced by the business. It also notes that facets of business are changing more rapidly in the new economy compared to earlier years. The document outlines the micro and macro environment, including factors such as consumers, competition, and technological, economic, cultural, social, and political conditions that comprise the overall business environment.
This document defines key terms and characteristics related to entrepreneurship. It discusses that an entrepreneur is someone who starts a business by taking on risk and uncertainty. The document outlines characteristics of successful entrepreneurs like passion for their business, customer focus, perseverance, and a tolerance for risk. It also provides examples of entrepreneurs like Bill Gates, Michael Dell, and Larry Ellison. The functions of an entrepreneur are identified as generating ideas, conducting market research, raising funds, recruiting employees, and taking on business operations and risk. Qualities like hard work, leadership, analytical skills, innovation, and self-confidence are described.
This document discusses the need for employee training and different training methods. It begins by outlining reasons for training like improving performance, updating skills, and meeting organizational goals. It then describes different types of on-the-job and off-the-job training methods. On-the-job methods include job instruction, apprenticeships, job rotation, and committee assignments. Off-the-job methods include lectures, simulations, case studies, and role playing. The document concludes by noting training needs to be assessed and tailored to organizational objectives.
The document discusses the selection process in organizations. It defines selection as the process of choosing the most suitable candidate for a job from available applicants. The key steps in the selection process discussed are job analysis, developing job specifications, recruitment, preliminary screening interviews, tests and evaluations, core interviews, reference and background checks, and making a final job offer. The document also discusses different types of interviews like preliminary, selection and decision-making interviews conducted during this process.
1. By: Madhusudhan Goud Vemula,
Assistant Professor,
Department of Management Studies,
G.Pullaiah College of Engineering &Technology,
Kurnool
2. HRs role in SHRM is different from normal role, especially
in mergers & acquisition.
Role in M&A is as follows-------------
HR need to define an organization architecture
regarding structure, systems, rewards, processes, people,
styles, skills, shared values.
HR needs to be accountable for conducting
organizational audit, regarding which components need
to be changed.
HR need to identify methods for renovating the parts of
the architecture that need it.
HR need to stock of its own work & set clear priorities
like team work, pay for performance, action learning etc.
3. Task Traditional HRM Strategic HRM
Responsibility for
HRM
Staff specialists Line Managers
Focus Employee relations Partnerships with external
& Internal customers
Role of HR Transactional, change follower Transformational, change
leader & Initiator.
Initiatives Slow, reactive fragmented Fast, proactive, integrated
Time horizon Short term Short, medium ,long term
Control Bureaucratic-roles, policies Organic-flexible based on
need
Job design Tight division of labour,
specialization
Broad, flexible, cross –
training, teams.
Key investments Capital, products People, knowledge
Accountability Cost Center Investment center
4. Environmental Strategy Formulation
Scanning Strategy Implementation
Evaluation & control
External
Internal
Corporate
Strategy
Business unit
Strategy
Formulation
Functional
Strategy
Formulation
Programmes
Budgets
Procedures
Strategic
Control
process &
performance
6. Formulated at 3 levels------
1.Corporate Level
2. Business Level
3. Operational Level
7. Formulated by top management of an organization.
While formulating corporate level strategies, the
company need to decide---
1.What kind of business should the company be engaged
in?
2.What are the goals & objectives for each business?
3.How should the resources be allocated to reach these
goals?
4.Company also need to decide where it wants to be in ----in
10 or 15 years?
8. A. Growth Strategies:
1. Internal growth 2.Horizontal Integration
3. Horizontal related diversification 4. Conglomerate diversification
5. Vertical Integration of related 6. Vertical Integration of unrelated
businesses business.
7. Mergers 8. Strategic alliances
B. Stability Strategy
C. Retrenchment Strategies:
1. Turnaround 2. Divestment
3. Liquidation
9. Here the basic question finds is
“How should we compete in the chosen
industry?”
SBU: A business unit is an organizational sub system that
has a market, a set of competitors and a goal distinct
from those of the other subsystem in the group.
12. . Motorola HR leadership came out with a powerful strategy.
Goals are as follows-----------
1.Link HR practices to customer & share holder
requirements.
2.Help drive business unit strategy while promoting
coordination to have effect on Motorola’s overall revenue.
3.Position Motorola as a more effective competitor.
4.Make Motorola's cultural capabilities consistent with its
desired market place identity.
Engage enthusiasm & support of management & employees.
13. 1.Be clear whether HR strategy is meant for corporate, unit, or
functional level strategy.
2.Identify the trends in the environment through environmental
scanning.
3.Then go for SWOT analysis of the firm.
4.Identification of key HR practices-----------
a. Flow of people: hiring, transfers, out placement, T&D.
b. Flow of performance management: rewards & follow-up.
c. Flow of information: transferring information internally
& externally.
d. Flow of work: Organization structure, design, process.
14. “Implementation is often more difficult
than formulation”.
Implementation strategies requires actions as
1.altering sales territories,
2.adding new departments,
3.closing facilities,
4.hiring new employees,
5.changing an organization’s pricing strategies,
6.formulating new employee benefits,
7.establishing cost-control procedures.
15. Strategy formulation Strategy Implementation
Strategy formulation is
positioning forces before the
action
Strategy implementation is
managing forces during the
action.
It focuses on effectiveness It focuses on efficiency
It is primarily an intellectual
process
Operational process
requires good initiative &
analytical skills
requires special motivation
leadership skills
requires co-ordination among
a few individuals
requires co-ordination among
many persons.
16. Strategy formulation concepts & tolls do not differ
vastly for small, large or non profit organization.
However it differs mainly on different types & size of
the organization.
HR function can contribute to strategic plans & actions
of the firm in the following ways---------
1.Encouragement of pro-active rather than reactive
behaviour.
2.Explicit communication of goals: clear information
3.Stimulation of critical thinking: cross checking their
assumptions
4.Productivity as an HR based strategy: T&D, appraisal
system
17. 5. Quality & service as HR based strategies: Value added
services
Service
Excellence
Physical
facilities &
Equipment
Confidence in
Employee
Knowledge
Care
&
Concern
Dependable
&
Accurate
performance
Timely
Assistance
Customer Service Dimensions
18. 6.Proficient Strategic Management:
Depends heavily on competent personnel with competent
abilities & effective internal organization.
Building a capable organization is always a top priority in
strategy execution .
Organization building are crucial for the
implementation.
19. Components of Building a Capable Organization
Staffing the Organization
.Putting together a strong management team
.Hiring & retaining talented people
Building core competencies & competitive
capabilities
.Developing a competence /capability
portfolio suited to current strategy
.updating & reshaping the portfolio as
external conditions & strategy change
Structuring the organization & work effort
.organizing business functions & process,
value chain activities & decision making
An
organization
capable of good
strategy
execution
20. A well designed strategy can fail if sufficient attention is
not paid to the HR dimension.
Causes for failure are---------
1.Disruption of social & political structures.
2.Failure to match individuals' aptitudes with
implementation tasks
3.Inadequate top management support for implementation
activities.
Note: Strategy Implementation poses a threat to may
managers & employees in an organization because of
changes in policies (or) roles, power etc.
21. It helps to determine the extent to which the company’s
strategies are successful in attaining its objectives.
Strategic process yields best results if it is performed
properly or else it yields big blunders.
Basic activities involved in strategy evaluation are:
1.Establishing performance targets, standards & limits for
the objectives, strategies & implementation plans.
2.Measuring the performance in relation to the targets at a
given time.
3.Analyse deviations from acceptable tolerance limits.
4.Execute modifications where necessary & are feasible.
22. Strategic HR perspective, evaluation demands answers for
the following questions:
1.Are HR professionals present at M&A’s planning &
implementation?
2.Does HR provide an annual report on its ROI?
3.Is HR rated by firm’s customers?
4.Is there an ROI process to evaluate HR initiatives
connected to business strategy?
5.Is HR role leveraged in change initiatives such as system
implementations & reorganizations?
6.Do HR go beyond & enter marketing, finance, &
production domains?