Human Resource

Management
By Khalid Siraj SHRM-SCP
June 4 2016
FIGURE 1–4 Trends Shaping Human Resource Management

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 Trends in the Nature of Work

Changes in How We Work

High-Tech Service Knowledge Work

Jobs Jobs and Human Capital

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 Important Trends in HRM

The New HR
Managers

Strategic High-Performance
HRM Human Work Systems
Resource
Management
Evidence-Based Trends Managing
HRM Ethics

HR
Certification

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 Meeting Today’s HRM Challenges

The New Human Resource

Managers

Acquire broader
Find new ways to
Focus more on business
provide
“big picture” knowledge and
transactional
(strategic) issues new HRM
services
proficiencies

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 High-Performance Work Systems
 Increase productivity and performance by:
– Recruiting, screening and hiring more effectively
– Providing more and better training
– Paying higher wages
– Providing a safer work environment
– Linking pay to performance

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 Evidence-Based HRM

Providing Evidence for

HRM Decision Making

Actual Existing Research

measurements data studies

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 Managing Ethics

 Ethics
– Standards that someone uses to decide
what his or her conduct should be
 HRM-related Ethical Issues
– Workplace safety
– Security of employee records
– Employee theft
– Affirmative action
– Comparable work
– Employee privacy rights

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Why Strategic Planning Is Important
To All Managers
 The firm’s strategic plan guides much of what is done by
all to accomplish organizational goals.
 Decisions made by managers depend on the goals set at
each organizational level in support of higher level goals.

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FIGURE 3–1 Sample Hierarchy of Goals Diagram for a Company

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 Fundamentals of Management Planning

The Planning Process

1 Set an objective.

2 Make forecasts and check assumptions.

3 Determine/develop alternative courses of action.

4 Evaluate the alternatives.

5 Implement and evaluate your plan.

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How Managers Set Objectives:
SMART Goals

S Specific

M Measureable

A Attainable

R Relevant

T Timely

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 How to Set Motivational Goals

Motivational Goal Setting

Assign Assign Assign Encourage

specific measurable challenging but employee
goals goals doable goals participation

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 Using Management by Objectives (MBO)

The MBO Process

1 Set overall organizational goals.

2 Set departmental (supporting) goals.

3 Discuss departmental goals with subordinates.

4 Set individual goals and timetables.

5 Give feedback on progress toward goal.

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 The Strategic Management Process
 Strategy
– A course of action the organization intends to pursue to
achieve its strategic aims.
 Strategic Plan
– How an organization intends to match its internal strengths
and weaknesses with its external opportunities and threats to
maintain a competitive advantage over the long term.
 Strategic Management
– The process of identifying and executing the organization’s
mission by matching its capabilities with the demands of its
environment.
 Leveraging
– Capitalizing on a firm’s unique competitive strength while
Copyright © 2011 underplaying its asweaknesses.
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 Business Vision and Mission
 Vision
– A general statement of an organization’s intended direction
that evokes emotional feelings in organization members.
 Mission
– Spells out who the firm is, what it does, and where it’s
headed.

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FIGURE 3–5 The Strategic Management Process

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FIGURE 3–7 SWOT Matrix, with Generic Examples

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FIGURE 3–8 Type of Strategy at Each Company Level

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Departmental Managers’
Strategic Planning Roles

Department Managers
and Strategy Planning

Formulate
Help devise supporting, Execute
the strategic functional/ the strategic
plan departmental plans
strategies

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 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.
– Involves formulating and executing HR systems—HR
policies and activities—that produce the employee
competencies and behaviors that the company needs to
achieve its strategic aims.

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FIGURE 3–10 Linking Company-Wide and HR Strategies

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FIGURE 3–11 Basic Model of How to Align HR Strategy
and Actions with Business Strategy

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Linking HR with company wide strategy
Strategic Human Resource Management
 SHRM is part of strategic planning
 Strategic Plan : The Company’s plan for how it will
match its internal strengths and weaknesses with its
external opportunities and threats to maintain a
competitive advantage
 Essence is to ask “ Where are we now as a business,
where we want to be, and how should we get there”
Strategic Human Resource Management
SHRM means formulating and executing human
resource policies and practices that produce the
employee competencies and behaviors the company
needs to achieve its strategic aims
 Building A High-Performance Work System
 High-Performance Work System (HPWS)
– A set of human resource management policies and practices
that promote organizational effectiveness.
 High-Performance Human Resource Policies
and Practices
– Emphasize the use of relevant HR metrics.
– Set out the things that HR systems must do to become an
HPWS.
– Foster practices that encourage employee self-management.
– Practice benchmarking to set goals and measure the notable
performance differences required of an HPWS.

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Com·pe·ten·cy
An observable and measurable knowledge, skill, ability or other
characteristic that contributes to successful job performance.

Competencies are important because they:

 Contribute to individual success
 Can be learned
 Can be assessed
SHRM Competencies Model
SHRM BoCK
Employer Branding
Employer brand is the term commonly used to describe
an organization's reputation as an employer, as opposed
to its more general corporate brand reputation.
What is the prerequisite to establishing an
Employer Brand?
Establishing an appealing internal and external employer
image, therefore, necessitates the understanding of both
talent’s and the company’s needs and wants
 What are Top Talent’s career expectations?
 What are the company’s strategic objectives?

After gathering this information, the company can then

begin to define its unique identity: What makes it an
exceptional employer? In the employer branding discipline,
this is known as the company’s Employer Value Proposition
(EVP). In essence, the EVP is the set of unique employer
offerings which are considered valuable to Top Talent.
How organizations can benefit from developing
an employer brand

To be effective, the brand should not only be evident

to candidates at the recruitment stage, but should
inform an organization's approach to people
management. For example, the brand can inform how
the business tackles:
induction
• performance management and reward
• managing internal communications
• promoting effective management behaviors
• people leaving the organisation.
How to develop an employer brand
 Discovery - understand how the employer brand is
perceived by various stakeholders.
 Analysis, interpretation and creation - build a clear
picture of what the organisation stands for, offers and
requires as an employer – its distinctive ‘value
proposition’.
 Implementation and communication - sees the brand
being applied for the first time in the organisation.
 Measurement, maintenance and optimization -
concerned with checking progress and maintaining
momentum.