kenz SHRM.pptx

8/14/2019 kenz SHRM.pptx

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Definition

HR strategies set out what the organization intends to do

about its human resource management policies and

practices, and how they should be integrated with the

business strategy and each other.


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Purpose :

The purpose of HR strategies is to guide development and

implementation programmes.

They provide a means of communicating to all concernedthe intentions of the organization about how its human

resources will be managed.

They enable the organization to measure progress and

evaluate outcomes against objectives.


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Barriers to HR Strategy Though strategic HRM looks convincing and essential,

several barriers operate in the way of organizations taking

to strategic orientation of their HR functions.


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Continue The first barrier is that most organizations

adopt a short-term mentality and focus on

current performance.

The second barrier relates to the inability

of HR executives to think strategically.

They are unable to go beyond their area of

operation.

The third barrier is that most senior

managers lack appreciation for the valueof HR and its ability to contribute to the

organization from strategic perspective.


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A fourth barrier is that some functional managers as well and is

concerned more with technical aspects of their areas of

responsibility than the human aspects.

A fifth barrier to strategic HR is the problem of quantifying many

of the outcomes and benefits if HR programs. It is believed thatmany of the outcomes of HR function are abstractfelt but not

seen.

Finally, strategic HR may be resisted because of the incentives forchange that might arise. Taking a strategic approach to HR may

mean making drastic changes in the firms architecture. Not many

executives are prepared to accept such drastic changes.


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Example:

As in 1980s the competitive environment around the world, it would

have to develop a more transnationals orientation.

Transnational requires developing an international cadre of executiveswho are as compatible working in one culture as in another, and who

have the ability to rise above their ethnic perspectives.


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As a first step towards building such a

team, Colgate began recruiting collegegraduates in 1987 and putting them

through intensive international Training

programmes.

The typical recruit holds an MBA from

a US university, speaks at least one

foreign language, has lived outside the

US, and has strong computer skills andbusiness experience. Over one quarter

of the participants are foreign nationals.


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Colgate does not send foreign-born trainees to their native countries for

their initial jobs. Instead, it is more likely that a French national will

remain in the US, a US national will be send to Germany and British

national will go to Spain.

The foreigners receive the same generous expatriate compensation

packages as the American do, even if they are assigned to their Home

countries.


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kenz SHRM.pptx