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.
HUMAN CAPITAL ALIGNMENT
To be strategic, talent
management principles,
practices and processes need
to be aligned and consistent
with the business strategy of
the organization and the
human capital context
Organization Strategy:
What we do, how we
compete, what we value
/ \
|
Talent Management
Strategy:
Talent approach and
workforce management
activities
/ \
|
TM Practices:
Hiring, on-boarding,
belonging, learning,
performance management,
development, rewards,
promotions, retention,
succession
COMPETITIVE POSITIONING
low cost, focused/niche, differentiation
(Venn diagrams, 3 circles linked)
What sorts of talent and HR practices, programs, decisions flow from a specific strategy type?
LINKING TALENT STRATEGY TO BUSINESS STRATEGY
Talent management encompasses a set of interrelated workforce management
activities to identify, attract, integrate, develop, motivate, and retain people
-Diagram
HC CONTEXT: ENVIRONMENTAL SCANNING
Gather information about the world in which the organization operates:
* Economy
* Government
* Laws
* Demographics
* Technology
* Socio-cultural factors
Consider competitive landscape
* Trends
* Opportunities
* Threats
* Industry competition
* Labour market realities
Scan internally
* Strengths and weaknesses
* Tangible and intangible assets
* Capabilities
Respond to the information gathered
* Develop/change strategies and plans accordingly
EXERCISE
The Government of Canada has committed to achieve
100% zero-emission vehicle sales by 2035 for all new light-
duty vehicles. The Canadian government has further
announced a 100% tariff on imported electric vehicles from
China. This was done to reduce “unfair competition” and
protect the Canadian automotive industry.
You are a human capital consultant who has been
approached for guidance on how to prepare for the
workforce shift to electric vehicles. Advise one of 5 the major
foreign automakers in Canada (Ford, General Motors,
Honda, Stellantis, Toyota) on how to plan a talent strategy to
be able to produce, sell, and service these EVs in Canada.
Use the Heinen & O’Neill approach to guide your talent
strategy thinking. Make any assumptions about the business
strategy and the current workforce to complete the exercise.
WHAT TYPES OF HR DECISIONS FLOW FROM STRATEGY?
Job analysis -> Recruitment ->
& design
Selection -> Onboarding ->
Development -> Performance ->
management
Compensation -> Succession
AI USE IN HR FUNCTIONS & Generative AI HRM Strategic Framework
See slide
