dessler ch 03-strategic hrm and the hr scorecard
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© 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved.All rights reserved.
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama
1
Human Resource Human Resource ManagementManagement
ELEVENTH EDITIONELEVENTH EDITION
G A R Y D E S S L E RG A R Y D E S S L E R
Strategic Human Resource Management Strategic Human Resource Management and the HR Scorecardand the HR Scorecard
Chapter 3Chapter 3
Part 1 | IntroductionPart 1 | Introduction
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After studying this chapter, you should be able to:After studying this chapter, you should be able to:
1.1. Outline the steps in the strategic management process.Outline the steps in the strategic management process.
2.2. Explain and give examples of each type of Explain and give examples of each type of companywide and competitive strategy.companywide and competitive strategy.
3.3. Explain what a strategy-oriented human resource Explain what a strategy-oriented human resource management system is and why it is important.management system is and why it is important.
4.4. Illustrate and explain each of the seven steps in the HR Illustrate and explain each of the seven steps in the HR Scorecard approach to creating human resource Scorecard approach to creating human resource management systems.management systems.
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The Strategic Management ProcessThe Strategic Management Process
• Strategic ManagementStrategic Management The process of identifying and executing the The process of identifying and executing the
organization’s mission by matching its capabilities organization’s mission by matching its capabilities with the demands of its environment.with the demands of its environment.
• StrategyStrategy A chosen course of action.A chosen course of action.
• Strategic PlanStrategic Plan How an organization intends to balance its internal How an organization intends to balance its internal
strengths and weaknesses with its external strengths and weaknesses with its external opportunities and threats to maintain a competitive opportunities and threats to maintain a competitive advantage over the long-term.advantage over the long-term.
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Business Vision and MissionBusiness Vision and Mission
• VisionVision A general statement of an organization’s intended A general statement of an organization’s intended
direction that evokes emotional feelings in direction that evokes emotional feelings in organization members.organization members.
• MissionMission Spells out who the company is, what it does, and Spells out who the company is, what it does, and
where it’s headed.where it’s headed.
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Types of StrategiesTypes of Strategies
Diversification Strategy
Geographic Expansion Strategy
Vertical Integration Strategy
Corporate-Level Strategies
ConsolidationStrategy
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Types of Strategies (cont’d)Types of Strategies (cont’d)
Cost Leadership Focus/Niche
Business-Level/Competitive Strategies
Differentiation
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Achieving Strategic FitAchieving Strategic Fit
• The “Fit” Point of View (Porter)The “Fit” Point of View (Porter) All of the firm’s activities must be tailored to or fit All of the firm’s activities must be tailored to or fit
the chosen strategy such that the firm’s functional the chosen strategy such that the firm’s functional strategies support its corporate and competitive strategies support its corporate and competitive strategies.strategies.
• Leveraging (Hamel and Prahalad) Leveraging (Hamel and Prahalad) ““Stretch” in leveraging resources—supplementing Stretch” in leveraging resources—supplementing
what you have and doing more with what you have—what you have and doing more with what you have—can be more important than just fitting the strategic can be more important than just fitting the strategic plan to current resources.plan to current resources.
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Strategic Human Resource ManagementStrategic Human Resource Management
• Strategic Human Resource ManagementStrategic Human Resource Management The linking of HRM with strategic goals and The linking of HRM with strategic goals and
objectives in order to improve business performance objectives in order to improve business performance and develop organizational cultures that foster and develop organizational cultures that foster innovation and flexibility.innovation and flexibility. Involves formulating and executing HR systems—HR Involves formulating and executing HR systems—HR
policies and activities—that produce the employee policies and activities—that produce the employee competencies and behaviors that the company needs competencies and behaviors that the company needs to achieve its strategic aims.to achieve its strategic aims.
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Strategic Human Resource ChallengesStrategic Human Resource Challenges
Corporate productivity and
performance improvement
efforts
Increased HR team involvement
in design of strategic plans
Basic Strategic Challenges
Expanded role of employees in the
organization’s performance
efforts
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Human Resource Management’s Human Resource Management’s Strategic RolesStrategic Roles
Strategy Execution
Role
Strategic Planning
Roles
Strategy Formulation
Role
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Creating the Strategic Human ResourceCreating the Strategic Human ResourceManagement SystemManagement System
Human Resource Professionals
Employee Behaviors and Competencies
Components of a Strategic HRM System
Human Resource Policies and
Practices
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K E Y T E R M SK E Y T E R M S
strategic planstrategic plan
strategic managementstrategic management
visionvision
missionmission
SWOT analysisSWOT analysis
strategystrategy
strategic controlstrategic control
competitive advantagecompetitive advantage
leveragingleveraging
strategic human resource managementstrategic human resource management
HR ScorecardHR Scorecard
metricsmetrics
value chain analysisvalue chain analysis
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Creating an HR ScorecardCreating an HR Scorecard
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2
3
4
5
Outline value chain activities
Define the business strategy
Outline a strategy map
Identify strategically required outcomes
Identify required workforce competencies and behaviors
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9
10
Create HR Scorecard
Identify required HR policies and activities
Choose HR Scorecard measures
Summarize Scorecard measures on digital dashboard
Monitor, predict, evaluate
The 10-Step HR Scorecard Process