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Theoretical TheoreticalFoundationsFoundations

Concept & definition Strategy & Strat

egic Planning Planning & SBU HR Planning

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MissionMission

ENV

ENV

AnalyzeAnalyze

SWOTSWOT

Obj.

Obj.

Strategic1

Strategic2

Strategic3

Choose

Choose

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Functions of St Functions of St rategic Plannin rategic Plannin

gg Periodic forward scanning Analysis based on longer time

frame Communication about goals and

resource allocation Framework for short-term plan

evolution and integration Institutionalization of longer-term

time horizons necessary for investments such as in research and development

Decisional criteria framework for short-term decision making

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InternationaInternationa l Strategy l Strategy

Multinational Strategies Global Strategies Transnational

strategies:Strategic Alliances

Sustainable Global Competitive advantage

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HR Contributions HR Contributions to Strategy to Strategy

เป็�นส่�วนหน�งของกระบวนการก�าหนดกลยุ�ทธ์�

เป็�น Driving Force

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STRATEGY-STRATEGY-DRIVEN ROLE DRIVEN ROLE BEHAVIORS BEHAVIORS AND PRATICESAND PRATICES

Competitive strategies require different human resource practices and different role behaviors

Successful implementation of employee probably need to be cooperative

Different sets of strategies and role behaviors different human resource practices and required

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Ex.innovation strategies Group-oriented,long-

term appraisal system generalizes skill

development and board career paths

compensation packages include stock ownership

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Employment securit y guarantees

extensive training programs

participate decisionmaking

Ex.quality enhance ment strategies

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Ex.cost reduction strategies Performance appraisal syste

ms emphasizing result in shor-t term

virtually no training programs very specialized jobs narrow and specialized career

paths procedures for continual trac

king of wage rates in the labo r market

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STRATEGIC HUMA STRATEGIC HUMA N RESOURCE ACTI N RESOURCE ACTI

VITY TYPOLOGY VITY TYPOLOGY

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Alan Speaker.senior vice president at synhrgy HR technology Alan Speaker.senior vice president at synhrgy HR technology Staffing Planning (pipeline development) Benefits Planning Retirement Planning Compliance

Performance Enhancement Consulting Employee Relations Labor Negotiations Executive Compensation Employee Development Management Development Recruitment Interviewing IMPORTANT TO EXECUTIVES

Payroll Benefits Administration Retirement administration Employee records Relocation Administration Recruitment Information Processing IMPORTANT TO EMPLOYEES

Recruitment Information Processing Employee Assistance Programs

RelationshipTransactional Type of HR Activity

High

StrategicValue

of Activity

Low

FIGUREFIGURE -42 -42 Strategic Typology of Human Resource Activities Strategic Typology of Human Resource Activities

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CLASSIFYING HUMAN RESOURCE TYPES CLASSIFYING HUMAN RESOURCE TYPES

FORTRESSHR Strategy: retrenchmentEntry: Passive recruitmentDevelopment: retention of core talentExit: frequent layoffs

BASEBALL TEAMHR Strategy: recruitmentEntry: recruit and career stagesDevelopment: on-the-job, little formaltrainingExit: high turnover, cross employer careerpaths

CLUBHR Strategy: retentionEntry: early careerDevelopment: as generalists, show pathsExit: low turnover, retirement

ACADEMYHR Strategy: developmentEntry: early careerDevelopment: extensive training forspecific jobs, elaborate career paths/jobladdersExit: low turnover, retirement, dismissal forpoor performance

FIGUREFIGURE -43 -43 Strategic Staffing Policies Strategic Staffing Policies

GroupContribution

Assignment and PromotionCriteria

IndividualContribution

External

Source ofLabor

Internal

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NETWORK ORGA NETWORK ORGA NIZATIONS AND NIZATIONS AND

STRATEGYSTRATEGYEx.

General

MotorsLewis Galoob ToysTexas Instruments

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ORGANIZATIONAORGANIZATIONALL LEARNINGLEARNING

Competitive Advantage

Intellectual capital

Organizational Learning

Change in HR Practices

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OrganizationalOrganizational LearniLearni ng in International All ng in International All

iancesiances Several human resource Several human resource

management practices a management practices a nd facilitate organization nd facilitate organization

al learning al learning Communicating the strategic goals of alliance widely Forcing the focus of decisions to long-range consequence Rewarding organizational learning through career progressions Not allowing the alliance partner to control human resource function Maintaining some slack in staffing on site Providing managers and staff member who have language skills Making longer alliance assignments Monitoring the human resource assignments of alliance partner

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INTERGRATION OF S INTERGRATION OF S TRATEGY AND HUM TRATEGY AND HUM

AN RESOURCE PLAN AN RESOURCE PLANNINGNING

Administrative linkage - One way linkage - Two way linkage Integrative linkage

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DeterminantsDeterminants ofof IntegrationIntegration

Intense competition technological change employee skill several workforce level of diversification

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Benefits of Benefits of Integrating Human Integrating Human Resource Planning Resource Planning with Strategic with Strategic PlanningPlanningGenerates more diverse solutions to complex organizational problemEnsures consideration of human resources in organizational goal-setting processesEnsures consideration of human resources in assessment of organization's abilities to accomplish goals and implement strategiesReciprocal integration prevents strategy formulation based on personnel rigidities/preferencesFacilitates concurrent consideration of strategic plans and managerial succession

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Condition Under Condition Under Which Integration Which Integration

May Not Be Appro May Not Be Appropriatepriate

The five Stages of organizational development are follows:Initiation Functional growth Controlled growth Functional integration Strategic integration

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THE HUMAN RES THE HUMAN RES OURCE MANAGE OURCE MANAGE

R AND STRATEGI R AND STRATEGI C PLANNING C PLANNING

Management Awareness Management of the Function Portfolio of Programs Personnel Skills Information Technology Awareness of the Environment

Strategic Components of Strategic Components of HR Management HR Management Relevant to internal FitRelevant to internal Fit

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Planning Planning ProblemProblem

Many manager do not like to plan often results in reallocations of resources that determine power and status mismatch between the tasks of planning and individual managers’ skill - lack of top level executive commitment to strategic planning process

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Requirements fo Requirements fo r Strategic Huma r Strategic Huma n Resource mana n Resource mana

gersgers Information management skills Planning skills Management skills Integration skills Change management skills

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SummarySummary