CHARLES COTTER26 NOVEMBER 2012

STRATEGIC HUMAN RESOURCES PLANNING AND MANAGEMENT

PRESENTATION OVERVIEWIntroduction

Key presentation topics

Summary

Questions

DEFINITION OF STRATEGIC HUMAN RESOURCES MANAGEMENT

(SHRM)

SHRM is defined as an approach to managing people that deals with how the organization’s goals will be achieved through its human resources by means of integrated HR strategies, policies and practices.

UNPACKING THE CONCEPT OF STRATEGY

Objective is to gain a sustainable competitive advantage

It is future-focused

Includes an environmental analysis

Strategic fit - effective utilizes and employs matches resources, capabilities and distinctive competencies to opportunities to achieve a competitive advantage

Requires integration and alignment

PROPOSITIONS OF SHRMThe HR of an organization play a strategic role in it’s

success

HR strategies and plans should be integrated with business strategies and plans

Human capital is a major source of competitive advantage

It is people who implement business strategy

A systematic approach should be adopted to planning and implementing HR strategies

LEARNING ACTIVITYBased on the 5 propositions of SHRM,

evaluate/rate on a scale of 1-5, the degree of strategic relevance and impact of your current organizational HRM practices

Calculate the % of strategic relevance and impact

Identify the gaps of SHRM

AIMS/OBJECTIVES OF SHRM The fundamental aim of SHRM is to generate strategic

capability by ensuring that the organization has the skilled, committed and well-motivated employees it needs to achieve a sustainable competitive advantage.

SHRM has 2 objectives:

To achieve fit or integration

How? Through vertical alignment with the business strategies and horizontally across all HR practice areas

Provide a sense of direction in an often turbulent business environment so that the business needs and individual/collective needs of the employees are achieved.

How? Through the development and implementation of coherent and practical HR policies and programmes

LEARNING ACTIVITYBased on the aims and objectives of

SHRM, evaluate/rate on a scale of 1-5, the degree of strategic relevance and impact of your current organizational HRM practices

Calculate the % of strategic relevance and impact

Identify the gaps of SHRM

FUNDAMENTAL CONCEPTS OF SHRM

Vertical integration - alignment and horizontal integration – bundling

Best fit vs. Best Practice

STRATEGIC ROLE OF HRMStrategic Business Partner

Employee Champion

Administrative Expert

Change Agent

LEARNING ACTIVITYBased on the strategic roles of HRM,

evaluate/rate on a scale of 1-5, the degree of strategic relevance and impact of your current organizational HRM practices

Calculate the % of strategic relevance and impact

Identify the gaps of SHRM

APPROACHES IN HRM STRATEGY FORMULATION

Inside-out approach

Outside-in approach

Which is more effective?

Which approach does your organization adopt?

SHRM PROCESSStep 1: Strategic Analysis

Step 2: Strategy Options and Choice

Step 3: Strategy Formulation

Step 4: Strategy Implementation

Step 5: Strategy Monitoring and Evaluating

SUMMARYKey points

Questions

Contact details:

Charles Cotter 084 562 9446 charlescot@polka.co.za Linked In