hr strategy and analysis
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Copyright © 2013 Pearson Education
Human Resource Management Strategy and Analysis
3
Chapter 3-1
Copyright © 2013 Pearson Education
Learning Objectives
1. Explain why strategic planning is important to all managers.
2. Explain with examples each of the seven steps in the strategic planning process.
3. List with examples the main generic types of corporate strategies and competitive strategies.
Chapter 3-2
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Learning Objectives4. Define strategic human resource
management and give an example of strategic human resource management in practice.
5. Briefly describe three important strategic human resource management tools.
6. Explain with examples why metrics are essential for managing human resources.
Chapter 3-3
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Why Strategic Planning is Important to all Managers
Chapter 3-4
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Goal-Setting and the Planning Process
• The hierarchy of goals
• Strategic planning
Chapter 3-5
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Review
Chapter 3-6
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The Seven Steps in the Strategic Planning Process
Chapter 3-7
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Seven Steps
1. Define current business
2. Audits
3. New directions
4. Strategic goals
5. Formulate strategies
6. Implement
7. Evaluate Chapter 3-8
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Review
• Importance of strategic planning
• Goal setting• Steps
Chapter 3-9
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The Main Generic Types of Corporate Strategies and
Competitive Strategies
Chapter 3-10
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Types of Strategies
• Corporate strategy• Competitive strategy• Functional strategyoHuman resources as a competitive
advantage
• Strategic fit
Chapter 3-11
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Corporate Strategies
• Concentration• Diversification• Vertical integration• Consolidation• Geographic
Chapter 3-12
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Competitive Strategies
• Cost leadership • Differentiation• Focus
Chapter 3-13
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Management Roles in Strategic Planning
• Top Managers’ Role in Strategic Planning
• Departmental Managers’ Strategic Planning RolesoDeviseoSupportoExecution
Chapter 3-14
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Review
• Types of strategiesoCorporateoCompetitive oFunctionaloStrategic fit
• Managerial roles in strategic planning
Chapter 3-15
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Defining Strategic Human Resource Management with
an Example of Strategic Human Resource
Management in Practice.
Chapter 3-16
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Strategic Human Resource Management
• Defining strategic human resource management
• Human resource strategies and policies
Chapter 3-17
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Example• Shanghai PortmanoService orientation
• Ritz CarltonoHuman Resource
system
Chapter 3-18
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Mergers and Acquisitions • Due Diligence StageoCultureoCompensation & benefitsoLabor relations, etc.
• Integration Stage oTop management and leadershipoCommunicationoKey talent
Chapter 3-19
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Review• Definition• Strategies• Policies• Service-oriented
example• Mergers &
acquisitions
Chapter 3-20
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Three Important Strategic Human Resource
Management Tools
Chapter 3-21
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Strategic Human Resource Management Tools
• Strategy map• The HR scorecard• Digital dashboards
Chapter 3-22
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HR Metrics and Benchmarking
• HR metricsoTypes of metrics
• Benchmarking
Chapter 3-23
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Review
• Strategy map• HR Scorecard• Digital dashboards
Chapter 3-24
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Why Metrics are Essential for Managing Human Resources
Chapter 3-25
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Strategy and Strategy-Based Metrics
• Workforce/talent analytics• Data mining• HR audits• Evidence-based HR oThe scientific method
• Why should a manager be scientific?
Chapter 3-26
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High-performance Work Systems
• High-performance human resource policies and practices
Chapter 3-27
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Review• Strategy and strategy-based metrics• Talent analytics• Data mining• Audits• Evidence-based HR • The scientific method• High-performance work systems
Chapter 3-28
Copyright © 2013 Pearson Education
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Chapter 3-29
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