Can anybody help me out by giving a clear picture of the domain Strategic Role in Human Resource Management..? Kindly share presentations or informations in any kind..!
From India, New Delhi
From India, New Delhi
Dear Albert,
Strategic human resource management is a complex process which is constantly evolving and being studied and discussed by academics and commentators. Its definition and relationships with other aspects of business planning and strategy is not absolute and opinion varies between writers. The definitions below are from the CIPD book Strategic HRM: the key to improved business performance
1 within which there is comprehensive coverage of the various definitions and approaches to HRM, strategy and strategic HRM.
Strategic HRM can be regarded as a general approach to the strategic management of human resources in accordance with the intentions of the organisation on the future direction it wants to take. It is concerned with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment and matching resources to future need. It has been defined as:
All those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of business.
2 The pattern of planned human resource deployments and activities intended to enable the forms to achieve its goals.
3 Strategic HRM can encompass a number of HR strategies. There may be strategies to deliver fair and equitable reward, to improve performance or to streamline structure. However, in themselves these strategies are not strategic HRM. Strategic HRM is the overall framework which determines the shape and delivery of the individual strategies.
Hope this was of some use.
Cheers
Prof.Lakshman
From Sri Lanka, Kolonnawa
32Strategic human resource management is a complex process which is constantly evolving and being studied and discussed by academics and commentators. Its definition and relationships with other aspects of business planning and strategy is not absolute and opinion varies between writers. The definitions below are from the CIPD book Strategic HRM: the key to improved business performance
1 within which there is comprehensive coverage of the various definitions and approaches to HRM, strategy and strategic HRM.
Strategic HRM can be regarded as a general approach to the strategic management of human resources in accordance with the intentions of the organisation on the future direction it wants to take. It is concerned with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment and matching resources to future need. It has been defined as:
All those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of business.
2 The pattern of planned human resource deployments and activities intended to enable the forms to achieve its goals.
3 Strategic HRM can encompass a number of HR strategies. There may be strategies to deliver fair and equitable reward, to improve performance or to streamline structure. However, in themselves these strategies are not strategic HRM. Strategic HRM is the overall framework which determines the shape and delivery of the individual strategies.
Hope this was of some use.
Cheers
Prof.Lakshman
From Sri Lanka, Kolonnawa
Dear Prof.,
Thanks for the input. Am having experience in recruitment (pre/post) as well as in generalist HR, i want to develope my competence in strategic HR, what are the areas i need to concentrate on..? Kindly let me know organisations following strategic HR practices.
Regards
Albert Johnson J.
From India, New Delhi
Thanks for the input. Am having experience in recruitment (pre/post) as well as in generalist HR, i want to develope my competence in strategic HR, what are the areas i need to concentrate on..? Kindly let me know organisations following strategic HR practices.
Regards
Albert Johnson J.
From India, New Delhi
Strategic HR and Employees
Strategy has to become an integral part of organisations aiming to transform into high performing organisations. "Strategic alignment" is the only solitary recourse for this. It is HR that aligns everyone in the organisation with the strategy. So HR's job begins once the strategies are formulated and implemented.
Steps that ensure strategic alignment of employees:
# Strategic thinking:
Strategic alignment works only if employees have the tools for strategic thinking. Employees, essentially, need to be capable of making decisions that have a strategic impact. The tools include examples, role models and training.
# Employees need to understand the basics of business.
This will help them envision how the strategy works, increases their job security, and likelihood of promotions, pay increases and understand how their work contributes to the organisation's success. These conceptual tools get the buy-in and intelligent support of the strategy from employees.
Understanding strategy
This can happen if employees have the conceptual tools to understand the strategy. Good strategy requires focus. There are three ways to satisfy customers: price, quality and service. A strategically focused organisation excels in all three. "Front line" employees having contact with customers often want to please customers by offering satisfaction in each of these. However, to fit with the organisation's focus they should be willing to leave some customers dissatisfied. This is not possible without a clear understanding of the strategy, especially when "front line" employees are far removed from the strategic planning process.
Organisational structure
This can either help or hinder strategic alignment. For instance, many large organisations exhibit a "silo effect", which is very effective within a department, but lacks efficiency and flexibility in cross-departmental activities and co-operation. Such silo effects are right for areas that become separate strategic business units. However, in a team-based organisation, they can prove disastrous. Successful organisations create "matrix" organisations to break down the silos.
Job structure
Hire, train, compensate and retain right employees in key strategic areas. Hiring high-quality people who keep the costs down with their quality and productivity and inexpensive people who do the same because they cost less to pay makes a difference.
Buy-in
Strategic alignment is achievable only if employees are convinced about the strategy. Right tools and communication ensure buy-ins. However, smart employees sometimes refuse to buy into some strategies. Checking out if this lack of buy-in stems from a valid objection to the strategy is worth the try. Despite an organisation's best efforts employees often fail to see eye-to-eye, in which results in strategic conflicts. Parting ways is the only solution in such circumstances.
Management should be willing to spend money to make employees contented and provide them with better working conditions. An ideal way of aligning employees to strategy is to make it part their organisational strategy.
Hope this will be of help.
Cheers
Archna
From India, Delhi
Strategy has to become an integral part of organisations aiming to transform into high performing organisations. "Strategic alignment" is the only solitary recourse for this. It is HR that aligns everyone in the organisation with the strategy. So HR's job begins once the strategies are formulated and implemented.
Steps that ensure strategic alignment of employees:
# Strategic thinking:
Strategic alignment works only if employees have the tools for strategic thinking. Employees, essentially, need to be capable of making decisions that have a strategic impact. The tools include examples, role models and training.
# Employees need to understand the basics of business.
This will help them envision how the strategy works, increases their job security, and likelihood of promotions, pay increases and understand how their work contributes to the organisation's success. These conceptual tools get the buy-in and intelligent support of the strategy from employees.
Understanding strategy
This can happen if employees have the conceptual tools to understand the strategy. Good strategy requires focus. There are three ways to satisfy customers: price, quality and service. A strategically focused organisation excels in all three. "Front line" employees having contact with customers often want to please customers by offering satisfaction in each of these. However, to fit with the organisation's focus they should be willing to leave some customers dissatisfied. This is not possible without a clear understanding of the strategy, especially when "front line" employees are far removed from the strategic planning process.
Organisational structure
This can either help or hinder strategic alignment. For instance, many large organisations exhibit a "silo effect", which is very effective within a department, but lacks efficiency and flexibility in cross-departmental activities and co-operation. Such silo effects are right for areas that become separate strategic business units. However, in a team-based organisation, they can prove disastrous. Successful organisations create "matrix" organisations to break down the silos.
Job structure
Hire, train, compensate and retain right employees in key strategic areas. Hiring high-quality people who keep the costs down with their quality and productivity and inexpensive people who do the same because they cost less to pay makes a difference.
Buy-in
Strategic alignment is achievable only if employees are convinced about the strategy. Right tools and communication ensure buy-ins. However, smart employees sometimes refuse to buy into some strategies. Checking out if this lack of buy-in stems from a valid objection to the strategy is worth the try. Despite an organisation's best efforts employees often fail to see eye-to-eye, in which results in strategic conflicts. Parting ways is the only solution in such circumstances.
Management should be willing to spend money to make employees contented and provide them with better working conditions. An ideal way of aligning employees to strategy is to make it part their organisational strategy.
Hope this will be of help.
Cheers
Archna
From India, Delhi
Thanks Archna for your posting. Here are the International standards sepcified by CIPD-Lond on Strategic HR:
STRATEGIC PERSONNEL AND DEVELOPMENT
Purpose
People and development issues belong at the top of an organisation's strategic agenda. Strategic personnel and development approaches have the potential to put personnel and development at the centre of the core business and the operational processes that drive organisations.
Strategic personnel and development aims to develop, deliver and manage high-quality personnel and development policies and practices which, when they are effectively undertaken:
• contribute to the organisation's strategic intent
• help to produce and mark out high-performing organisations.
The strategic approach focuses clearly on the importance of personnel and development to organisational success. Instead of personnel and development being seen as support functions or add-ons to the core business they are seen as key factors in developing and maintaining organisational success and a competitive edge.
The aim of this Standard is to provide an analytical and multi-perspective framework, to enable the student to recognise, identify and evaluate key personnel and development issues which critically impact on organisational performance and strategic direction.
Among these issues are:
• the identification of key business or organisational goals
• the integration of human resources into the strategic thinking, direction setting, planning and operation of the organisation
• the development of employees' knowledge, capabilities and skills, to enable improved organisational performance and responsiveness and facilitate organisational learning.
Performance indicators
Operational indicatorsPractitioners must be able to:
1. Diagnose the strategic capability and degree of sophistication of the strategic personnel and development effort in a given organisation.
2. Establish whether, and why, personnel and development is seen as adding value; develop value-adding strategies.
3. Identify and apply the key organisational roles and responsibilities needed to develop and sustain the strategic personnel and development effort.
4. Carry out a strategic appraisal of an organisation's strengths and weaknesses, paying particular attention to its human resources.
5. Conduct an environmental analysis, including key external personnel and development factors, and identify issues that influence organisational policy.
6. Demonstrate the interpersonal skills needed to generate commitment among key stakeholders and business partners, for a changing strategic personnel and development agenda.
7. Develop personnel and development structures and processes that enhance the organisation's ability to respond to strategic issues/problems.
8. Adopt a 'multiple lens' perspective for orchestrating and evaluating strategic personnel and development.
9. Evaluate the case for and against introducing so-called high-performance personnel and development practices in a given organisation.
10. Benchmark the organisation's strategic personnel and development practices against a 'best practice' example.
11. Formulate an approach to strategic personnel and development which:
o reflects a full understanding of business imperatives and internal and external contextual forces
o meets the needs of key stakeholders.
12. Develop an appropriate personnel and development strategy to deal with mergers, acquisitions, strategic alliances and joint ventures.
Knowledge indicators
Practitioners must understand and be able to explain:
1 The connection to business strategy
1. The relationship between personnel and development activities and the strategic imperatives facing the organisation.
2. The contribution that strategic personnel and development can make to achieving the organisation's strategic intent.
2 Personnel and development constructs and frameworks
1. The difference between deliberate and emergent approaches to strategic personnel and development and the strengths and limitations of the sequential/rational approach (ie strategy analysis, formulation and implementation).
2. The rationale behind differing approaches to strategic personnel and development, in a range of practical organisational case examples.
3. Arguments for and against differentiating strategic human resource management from strategic human resource development.
4. The relationship and interplay between personnel and development considerations at operational and strategic levels.
5. Contingency and normative models of strategic personnel and development.
3 The contribution of the personnel and development function to strategic personnel and development issues and thinking
1. The difference between 'strategic personnel and development' and 'managing the personnel and development functional areas strategically'.
2. The place of the personnel and development function in the organisation's value chain.
3. The implications of the insourcing/outsourcing debate, for strategic personnel and development.
4 Strategic personnel and development themes
1. Whether and how 'bundling' personnel and development practices can add to the overall strategic personnel and development contribution for a given organisation.
2. Research into the relationship between business results and so-called high-performance personnel and development practices.
3. The significance of, and responses to, emergent PESTLE forces and their impact on strategic personnel and development (including, virtual working, new contractual forms, changing career expectations, global shortage of `talent', new industrial relations climate).
4. The significance for the strategic personnel and development effort of intellectual capital, knowledge management, learning organisations, corporate universities, and top management's growing interest in all aspects of learning and learning-related issues
5. The identification and development of strategic management competencies (skills and behaviours).
Indicative content
1 The connection to business strategy
1. Competitive positioning and personnel and development
o value-adding / value-sapping personnel and development
o quality enhancement and personnel and development
o distinctive competence and personnel and development
o contributing to the organisation's strategic intent.
2. Operational and strategic considerations; the contribution of a coherent set of personnel and development strategies to an overall strategic intent.
3. Business performance, 'fit' and coherence and the strategic links between personnel and development and competitive outcomes.
4. The involvement of personnel and development in major culture change programmes
o how to articulate cultural matters in personnel and development strategy
o the case for embedding personnel and development issues in corporate core values; ethical considerations.
5. The contribution of strategic personnel and development in creating synergy across business units
o horizontal strategy
o 'fit' versus 'split' issues
o the 'everything but' rule.
6. The impact of globalisation on personnel and development and the role of international personnel and development as a transmission belt for personnel and development practice; global versus local orientations.
7. The strategic implications for personnel and development of mergers, acquisitions, strategic alliances and joint ventures.
2 Strategic personnel and development constructs and frameworks
1. Models of strategic personnel and development, including:
o normative models
o the classic Harvard model
o contingency perspectives for matching employment practices to business strategy.
2. The use of strategic planning models in the contemporary business context.
3. The relationship between structural forms and strategic personnel and development; the impact of virtual and network organisations; location independent working.
4. Alternative frames of reference for evaluating strategic personnel and development, specifically:
o structural versus cultural versus political versus symbolic lenses
o unitary versus pluralistic mind sets
o command and control versus reward-driven versus commitment versus developmental perspectives
o balancing contractual compliance/performance versus learning oriented/people development orientations.
5. Choosing and formulating strategies; `fix and maintain' versus `build and develop' versus `move and relocate' versus `liberate and recreate' approaches.
3 The contribution of the personnel and development function to strategic personnel and development
1. The contribution of the personnel and development function to the strategic personnel and development effort; arguments for and against having a dedicated personnel and development function and viewing personnel and development as a single functional area in strategic terms.
2. A business focus on personnel and development and:
o running personnel and development as a strategic business unit
o marketing the personnel and development function
o anticipating and responding to pressures for changes to products and services.
3. The organisation's value chain; primary versus support value chain; vertical integration (backward and forward); the insourcing versus outsourcing continuum.
4. The relationship between the personnel and development practitioner and the strategic management process; the 'business partner' in context.
5. The relationship between the personnel and development practitioner and functional management: the development of the internal 'consultant' role.
6. Evaluating the strategic personnel and development effort; the balanced scorecard; best practice and competitor benchmarking.
4 Strategic personnel and development themes
1. Bundling personnel and development practices to achieve strategic coherence and consistency; soft versus hard contracting and strategic choice.
2. Teams, team-based work and high-performance work systems.
3. Talent and:
o the search for talent
o the concept and implications of a talent war
o whether the 'employer of choice' is rhetoric or reality
o career development as a means of attracting and retaining talent
o market-driven approaches to retaining talent
o implications of strategies for core workers (talent) versus peripheral workers.
4. The role of individual competence within the organisation; 'employability', 'performance' and 'performance management'; relationship to other personnel and development issues - reward management, career development, retention strategy and employee relations.
5. Corporate learning philosophies, including:
o intellectual capital
o knowledge management
o learning organisations
o corporate universities
o learning as a distinctive source of competitive advantage.
6. The identification and development of strategic management competencies, especially:
o responsiveness
o innovation
o emotional intelligence.
Trust this gives you a fairly comprehensive guideline to follow in your area of need.
Cheers
Prof.Lakshman
From Sri Lanka, Kolonnawa
STRATEGIC PERSONNEL AND DEVELOPMENT
Purpose
People and development issues belong at the top of an organisation's strategic agenda. Strategic personnel and development approaches have the potential to put personnel and development at the centre of the core business and the operational processes that drive organisations.
Strategic personnel and development aims to develop, deliver and manage high-quality personnel and development policies and practices which, when they are effectively undertaken:
• contribute to the organisation's strategic intent
• help to produce and mark out high-performing organisations.
The strategic approach focuses clearly on the importance of personnel and development to organisational success. Instead of personnel and development being seen as support functions or add-ons to the core business they are seen as key factors in developing and maintaining organisational success and a competitive edge.
The aim of this Standard is to provide an analytical and multi-perspective framework, to enable the student to recognise, identify and evaluate key personnel and development issues which critically impact on organisational performance and strategic direction.
Among these issues are:
• the identification of key business or organisational goals
• the integration of human resources into the strategic thinking, direction setting, planning and operation of the organisation
• the development of employees' knowledge, capabilities and skills, to enable improved organisational performance and responsiveness and facilitate organisational learning.
Performance indicators
Operational indicatorsPractitioners must be able to:
1. Diagnose the strategic capability and degree of sophistication of the strategic personnel and development effort in a given organisation.
2. Establish whether, and why, personnel and development is seen as adding value; develop value-adding strategies.
3. Identify and apply the key organisational roles and responsibilities needed to develop and sustain the strategic personnel and development effort.
4. Carry out a strategic appraisal of an organisation's strengths and weaknesses, paying particular attention to its human resources.
5. Conduct an environmental analysis, including key external personnel and development factors, and identify issues that influence organisational policy.
6. Demonstrate the interpersonal skills needed to generate commitment among key stakeholders and business partners, for a changing strategic personnel and development agenda.
7. Develop personnel and development structures and processes that enhance the organisation's ability to respond to strategic issues/problems.
8. Adopt a 'multiple lens' perspective for orchestrating and evaluating strategic personnel and development.
9. Evaluate the case for and against introducing so-called high-performance personnel and development practices in a given organisation.
10. Benchmark the organisation's strategic personnel and development practices against a 'best practice' example.
11. Formulate an approach to strategic personnel and development which:
o reflects a full understanding of business imperatives and internal and external contextual forces
o meets the needs of key stakeholders.
12. Develop an appropriate personnel and development strategy to deal with mergers, acquisitions, strategic alliances and joint ventures.
Knowledge indicators
Practitioners must understand and be able to explain:
1 The connection to business strategy
1. The relationship between personnel and development activities and the strategic imperatives facing the organisation.
2. The contribution that strategic personnel and development can make to achieving the organisation's strategic intent.
2 Personnel and development constructs and frameworks
1. The difference between deliberate and emergent approaches to strategic personnel and development and the strengths and limitations of the sequential/rational approach (ie strategy analysis, formulation and implementation).
2. The rationale behind differing approaches to strategic personnel and development, in a range of practical organisational case examples.
3. Arguments for and against differentiating strategic human resource management from strategic human resource development.
4. The relationship and interplay between personnel and development considerations at operational and strategic levels.
5. Contingency and normative models of strategic personnel and development.
3 The contribution of the personnel and development function to strategic personnel and development issues and thinking
1. The difference between 'strategic personnel and development' and 'managing the personnel and development functional areas strategically'.
2. The place of the personnel and development function in the organisation's value chain.
3. The implications of the insourcing/outsourcing debate, for strategic personnel and development.
4 Strategic personnel and development themes
1. Whether and how 'bundling' personnel and development practices can add to the overall strategic personnel and development contribution for a given organisation.
2. Research into the relationship between business results and so-called high-performance personnel and development practices.
3. The significance of, and responses to, emergent PESTLE forces and their impact on strategic personnel and development (including, virtual working, new contractual forms, changing career expectations, global shortage of `talent', new industrial relations climate).
4. The significance for the strategic personnel and development effort of intellectual capital, knowledge management, learning organisations, corporate universities, and top management's growing interest in all aspects of learning and learning-related issues
5. The identification and development of strategic management competencies (skills and behaviours).
Indicative content
1 The connection to business strategy
1. Competitive positioning and personnel and development
o value-adding / value-sapping personnel and development
o quality enhancement and personnel and development
o distinctive competence and personnel and development
o contributing to the organisation's strategic intent.
2. Operational and strategic considerations; the contribution of a coherent set of personnel and development strategies to an overall strategic intent.
3. Business performance, 'fit' and coherence and the strategic links between personnel and development and competitive outcomes.
4. The involvement of personnel and development in major culture change programmes
o how to articulate cultural matters in personnel and development strategy
o the case for embedding personnel and development issues in corporate core values; ethical considerations.
5. The contribution of strategic personnel and development in creating synergy across business units
o horizontal strategy
o 'fit' versus 'split' issues
o the 'everything but' rule.
6. The impact of globalisation on personnel and development and the role of international personnel and development as a transmission belt for personnel and development practice; global versus local orientations.
7. The strategic implications for personnel and development of mergers, acquisitions, strategic alliances and joint ventures.
2 Strategic personnel and development constructs and frameworks
1. Models of strategic personnel and development, including:
o normative models
o the classic Harvard model
o contingency perspectives for matching employment practices to business strategy.
2. The use of strategic planning models in the contemporary business context.
3. The relationship between structural forms and strategic personnel and development; the impact of virtual and network organisations; location independent working.
4. Alternative frames of reference for evaluating strategic personnel and development, specifically:
o structural versus cultural versus political versus symbolic lenses
o unitary versus pluralistic mind sets
o command and control versus reward-driven versus commitment versus developmental perspectives
o balancing contractual compliance/performance versus learning oriented/people development orientations.
5. Choosing and formulating strategies; `fix and maintain' versus `build and develop' versus `move and relocate' versus `liberate and recreate' approaches.
3 The contribution of the personnel and development function to strategic personnel and development
1. The contribution of the personnel and development function to the strategic personnel and development effort; arguments for and against having a dedicated personnel and development function and viewing personnel and development as a single functional area in strategic terms.
2. A business focus on personnel and development and:
o running personnel and development as a strategic business unit
o marketing the personnel and development function
o anticipating and responding to pressures for changes to products and services.
3. The organisation's value chain; primary versus support value chain; vertical integration (backward and forward); the insourcing versus outsourcing continuum.
4. The relationship between the personnel and development practitioner and the strategic management process; the 'business partner' in context.
5. The relationship between the personnel and development practitioner and functional management: the development of the internal 'consultant' role.
6. Evaluating the strategic personnel and development effort; the balanced scorecard; best practice and competitor benchmarking.
4 Strategic personnel and development themes
1. Bundling personnel and development practices to achieve strategic coherence and consistency; soft versus hard contracting and strategic choice.
2. Teams, team-based work and high-performance work systems.
3. Talent and:
o the search for talent
o the concept and implications of a talent war
o whether the 'employer of choice' is rhetoric or reality
o career development as a means of attracting and retaining talent
o market-driven approaches to retaining talent
o implications of strategies for core workers (talent) versus peripheral workers.
4. The role of individual competence within the organisation; 'employability', 'performance' and 'performance management'; relationship to other personnel and development issues - reward management, career development, retention strategy and employee relations.
5. Corporate learning philosophies, including:
o intellectual capital
o knowledge management
o learning organisations
o corporate universities
o learning as a distinctive source of competitive advantage.
6. The identification and development of strategic management competencies, especially:
o responsiveness
o innovation
o emotional intelligence.
Trust this gives you a fairly comprehensive guideline to follow in your area of need.
Cheers
Prof.Lakshman
From Sri Lanka, Kolonnawa
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