Class 3: HC AND ORGANIZATION STRATEGY Flashcards
HC AND ORGANIZATION STRATEGY
APPLICATION: HR APPROACHES- Exclusive (“best people”) view vs Inclusive (“all people”) view
Recruitment and selection
Exclusive (“best people”) view:
Tap internally; target passive
candidates; search firm
Inclusive (“all people”) view:
Advertise broadly internally, then
externally
APPLICATION: HR APPROACHES- Exclusive (“best people”) view vs Inclusive (“all people”) view
Onboarding
Exclusive (“best people”) view:
Establish special relationships;
individualized planning
Inclusive (“all people”) view:
General programming and
planning
APPLICATION: HR APPROACHES- Exclusive (“best people”) view vs Inclusive (“all people”) view
Training and development
Exclusive (“best people”) view: Heavy investment in some; minimal
in others
Inclusive (“all people”) view: Relatively equal investments/
opportunities
APPLICATION: HR APPROACHES- Exclusive (“best people”) view vs Inclusive (“all people”) view
Performance management
Exclusive (“best people”) view: Individualized; coaching;
mentorship; special projects
Inclusive (“all people”) view: Systematic approach; challenging
assignments
APPLICATION: HR APPROACHES- Exclusive (“best people”) view vs Inclusive (“all people”) view
Rewards and recognition
Exclusive (“best people”) view: Additional/greater incentives for
stars
Inclusive (“all people”) view: Clear, consistent, equal
APPLICATION: HR APPROACHES- Exclusive (“best people”) view vs Inclusive (“all people”) view
Succession planning
Exclusive (“best people”) view: Identify specific people; invest; tap; groom
Inclusive (“all people”) view: Transparent path for promotion; develop bench strength broadly
HUMAN RESOURCES MANAGEMENT
An integrated set of processes, programs, and systems in an organization that focuses on the effective deployment and development of employees in support of the organization’s strategy and objectives
HR RESPONSIBILITIES BY LEVEL
Strategic: HR Professional
- Align HR strategy with business strategy;
some internal consulting; talent & workforce
planning; develop systems & policies;
manage change; deliver some services;
succession planning; measure & evaluate
HR RESPONSIBILITIES BY LEVEL
Tactical: HR Generalist
(& Line Manager)
- Job analysis & design; hiring & firing
decisions; coach, train, manage, develop,
discipline employees; some compensation
decisions; some planning
HR RESPONSIBILITIES BY LEVEL
Transactional: HR Clerk
- Maintain employee records and
information; process payroll & related
expenses; process contracts; scheduling;
compliance monitoring & reporting
THE EVOLUTION OF HUMAN RESOURCES MANAGEMENT
- Purchasing
- Labour Relations
- Personnel
- Human Resources (HR)
- Strategic HR
- ?
TRADITIONAL POSITIONING OF HR IN THE VALUE CHAIN
Support - Firm Infrastructure
Activities- Human Resource Management
- Technology Development
- Procurement
Inbound Ops Outbound Mark. Servi
Logistics Logistics & Sales
|
Primary Activities
THE SERVICE-PROFIT CHAIN CONCEPT
See Slide
STRATEGIC HUMAN RESOURCES MANAGEMENT
HC experts/HR department can contribute to organization strategy formulation
An HC strategy must align with and support business strategy
Management of talent and talent practices to support organization strategy
Human capital as competitive advantage
Human Resources function as competitive advantage
Talent-driven strategies
TALENT WINS : TALENT-DRIVEN STRATEGY
Charon, Barton, Carey (2018):
Strategy-driven organizations designed to put product/portfolio first and for
control and stability
Organizations that put customers first (N=1) need to be agile and responsive to
customers’ needs and expectations
Agility and responsiveness need to be at employee (team) level to develop
solutions and products and to identify opportunities. Strategy is thus determined by those working closest with customers.
