Ch03strategic Hr

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Strategic Human Resource Management and the HR Scorecard:

Strategic Human Resource Management and the HR Scorecard

HR’s Strategic Challenges:

© 2005 Prentice Hall Inc. All rights reserved. 3– 2 HR’s Strategic Challenges Strategic plan A company’s plan for how it will match its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage. Three basic challenges The need to support corporate productivity and performance improvement efforts. That employees play an expanded role in employers’ performance improvement efforts. HR must be more involved in designing—not just executing—the company’s strategic plan.

The Strategic Management Process:

© 2005 Prentice Hall Inc. All rights reserved. 3– 3 The Strategic Management Process Strategic management The process of identifying and executing the organization’s mission by matching its capabilities with the demands of its environment. Strategy A strategy is a course of action. The company’s long-term plan for how it will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage.

Business Mission and Its Vision:

© 2005 Prentice Hall Inc. All rights reserved. 3– 4 Business Mission and Its Vision Vision A general statement of its intended direction that evokes emotional feelings in organization members. “Toastmasters International empowers people to achieve their full potential and realize their dreams. Through our member clubs, people throughout the world can improve their communication and leadership skills, and find the courage to change.” Mission Spells out who the company is, what it does, and where it’s headed. “Toastmasters International is the leading movement devoted to making effective oral communication a worldwide reality. Through its member Clubs, Toastmasters International helps men and women learn the arts of speaking, listening and thinking – vital skills that promote self-actualization, enhance leadership, foster human understanding, and contribute to the betterment of mankind.”

Strategic Management Process (cont’d):

© 2005 Prentice Hall Inc. All rights reserved. 3– 5 Strategic Management Process (cont’d) Strategic management tasks Step 1: Define the Business and Its Mission Step 2: Perform External and Internal Audits Step 3: Translate the Mission into Strategic Goals Step 4: Formulate a Strategy to Achieve the Strategic Goals Step 5: Implement the Strategy Step 6: Evaluate Performance

Overview of Strategic Management:

© 2005 Prentice Hall Inc. All rights reserved. 3– 6 Overview of Strategic Management Figure 3 –1

A SWOT Chart:

© 2005 Prentice Hall Inc. All rights reserved. 3– 7 A SWOT Chart Figure 3 –2 SWOT Analysis The use of a SWOT chart to compile and organize the process of identifying company S trengths, W eaknesses, O pportunities, and T hreats.

Strategies in Brief:

© 2005 Prentice Hall Inc. All rights reserved. 3– 8 Strategies in Brief Figure 3 –3 Company Strategic Principle Dell Be direct eBay Focus on trading communities General Electric Be number one or number two in every industry in which we compete, or get out Southwest Airlines Meet customers’ short-haul travel needs at fares competitive with the cost of automobile travel Vanguard Unmatchable value for the investor-owner Wal-Mart Low prices, every day Source: Arit Gadiesh and James Gilbert, “Frontline Action,” Harvard Business Review , May 2001, p. 74.

Types of Strategic Planning:

© 2005 Prentice Hall Inc. All rights reserved. 3– 9 Types of Strategic Planning Corporate-level strategy Identifies the portfolio of businesses that, in total, comprise the company and the ways in which these businesses relate to each other. Diversification strategy implies that the firm will expand by adding new product lines. Vertical integration strategy means the firm expands by, perhaps, producing its own raw materials, or selling its products direct. Consolidation strategy reduces the company’s size Geographic expansion strategy takes the company abroad.

Types of Strategic Planning (cont’d):

© 2005 Prentice Hall Inc. All rights reserved. 3– 10 Types of Strategic Planning (cont’d) Business-level/competitive strategy Identifies how to build and strengthen the business’s long-term competitive position in the marketplace. Cost leadership: the enterprise aims to become the low-cost leader in an industry. Differentiation: a firm seeks to be unique in its industry along dimensions that are widely valued by buyers. Focus: a firm seeks to carve out a market niche, and compete by providing a product or service customers can get in no other way.

Types of Strategic Planning (cont’d):

© 2005 Prentice Hall Inc. All rights reserved. 3– 11 Types of Strategic Planning (cont’d) Functional strategies Identify the basic courses of action that each department will pursue in order to help the business attain its competitive goals.

Achieving Strategic Fit:

© 2005 Prentice Hall Inc. All rights reserved. 3– 12 Achieving Strategic Fit Michael Porter Emphasizes the “fit” point of view that all of the firm’s activities must be tailored to or fit its strategy, by ensuring that the firm’s functional strategies support its corporate and competitive strategies. Gary Hamel and C. K. Prahalad Argue for “stretch” in leveraging resources—supplementing what you have and doing more with what you have—can be more important than just fitting the strategic plan to current resources.

The Southwest Airlines’ Activity System:

© 2005 Prentice Hall Inc. All rights reserved. 3– 13 The Southwest Airlines’ Activity System Figure 3 –5 Source: Reprinted by permission of Harvard Business Review . From “What is Strategy?” by Michael E. Porter, November–December 1996. Copyright © 1996 by the President and Fellows of Harvard College, all rights reserved.

HR and Competitive Advantage:

© 2005 Prentice Hall Inc. All rights reserved. 3– 14 HR and Competitive Advantage Competitive advantage Any factors that allow an organization to differentiate its product or service from those of its competitors to increase market share. Superior human resources are an important source of competitive advantage

Strategic Human Resource Management:

© 2005 Prentice Hall Inc. All rights reserved. 3– 15 Strategic Human Resource Management Strategic Human Resource Management The linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. Formulating and executing HR systems—HR policies and activities—that produce the employee competencies and behaviors the company needs to achieve its strategic aims.

Linking Corporate and HR Strategies:

© 2005 Prentice Hall Inc. All rights reserved. 3– 16 Linking Corporate and HR Strategies Figure 3 –6 Source: © 2003, Gary Dessler, Ph.D.

HR’S Strategic Roles:

© 2005 Prentice Hall Inc. All rights reserved. 3– 17 HR’S Strategic Roles HR professionals should be part of the firm’s strategic planning executive team. Identify the human issues that are vital to business strategy. Help establish and execute strategy. Provide alternative insights. Are centrally involved in creating responsive and market-driven organizations. Conceptualize and execute organizational change.

HR Involvement in Mergers:

© 2005 Prentice Hall Inc. All rights reserved. 3– 18 HR Involvement in Mergers Figure 3 –7 Source: Jeffrey Schmidt, “The Correct Spelling of M & A Begins with HR,” HR Magazine, June 2001, p. 105.

HR’s Strategy Execution Role:

© 2005 Prentice Hall Inc. All rights reserved. 3– 19 HR’s Strategy Execution Role The HR department’s strategies, policies, and activities must make sense in terms of the company’s corporate and competitive strategies, and they must support those strategies.

HR’s Strategy Formulation Role:

© 2005 Prentice Hall Inc. All rights reserved. 3– 20 HR’s Strategy Formulation Role HR helps top management formulate strategy in a variety of ways by. Supplying competitive intelligence that may be useful in the strategic planning process. Supplying information regarding the company’s internal human strengths and weaknesses. Build a persuasive case that shows how—in specific and measurable terms—the firm’s HR activities can and do contribute to creating value for the company.

Creating a Strategy-oriented HR System:

© 2005 Prentice Hall Inc. All rights reserved. 3– 21 Creating a Strategy-oriented HR System Components of the HR process HR professionals who have strategic and other skills HR policies and activities that comprise the HR system itself Employee behaviors and competencies that the company’s strategy requires.

The Basic Architecture of HR:

© 2005 Prentice Hall Inc. All rights reserved. 3– 22 The Basic Architecture of HR Figure 3 –8 Source: Adapted from Brian Becker et al., The HR Scorecard: Linking People, Strategy, and Performance (Boston: Harvard Business School Press, 2001), p. 12.

The High-Performance Work System:

© 2005 Prentice Hall Inc. All rights reserved. 3– 23 The High-Performance Work System High-performance work system (HPWS) practices. High-involvement employee practices (such as job enrichment and team-based organizations), High commitment work practices (such as improved employee development, communications, and disciplinary practices) Flexible work assignments. Other practices include those that foster skilled workforces and expanded opportunities to use those skills.

Basic Model of How to Align HR Strategy and Actions with Business Strategy:

© 2005 Prentice Hall Inc. All rights reserved. 3– 24 Basic Model of How to Align HR Strategy and Actions with Business Strategy Figure 3 –9 Source: Adapted from Garrett Walker and J. Randal MacDonald, “Designing and Implementing an HR Scorecard,” Human Resources Management 40, no. 4 (2001), p. 370. Translating Strategy into HR Policy and Practice

The HR Scorecard Approach:

© 2005 Prentice Hall Inc. All rights reserved. 3– 25 The HR Scorecard Approach HR scorecard Measures the HR function’s effectiveness and efficiency in producing employee behaviors needed to achieve the company’s strategic goals. Creating an HR scorecard Must know what the company’s strategy is. Must understand the causal links between HR activities, employee behaviors, organizational outcomes, and the organization’s performance. Must have metrics to measure all the activities and results involved.

Strategic HR Relationships:

© 2005 Prentice Hall Inc. All rights reserved. 3– 26 Strategic HR Relationships Figure 3 –10 HR Activities Emergent Employee Behaviors Strategically Relevant Organizational Outcomes Organizational Performance Achieve Strategic Goals

The HR Scorecard Approach to Formulating HR Policies, Activities, and Strategies:

© 2005 Prentice Hall Inc. All rights reserved. 3– 27 The HR Scorecard Approach to Formulating HR Policies, Activities, and Strategies Figure 3 –11 Source: Copyright © Gary Dessler, Ph.D.

Using the HR Scorecard Approach:

© 2005 Prentice Hall Inc. All rights reserved. 3– 28 Using the HR Scorecard Approach Step 1: Define the Business Strategy Step 2: Outline the Company’s Value Chain Step 3: Identify the Strategically Required Organizational Outcomes Step 4: Identify the Required Workforce Competencies and Behaviors Step 5: Identify the Strategically Relevant HR System Policies and Activities Step 6: Design the HR Scorecard Measurement System Step 7: Periodically Evaluate the Measurement System

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