3 Human Resource Management

Strategy and Analysis

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 Learning Objectives
3-1. Explain with examples each of the seven
steps in the strategic management
process.
3-2. List with examples3 the main types of
strategies.
3-3. Define strategic human resource
management and give an example of strategic
human resource management in practice.

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 Learning Objectives

3-4. Give at least five examples of HR

metrics.
3-5. Give five examples
3 of what employers
can do to have high-performance
systems.
3-6. Describe how you would execute a
program to improve employee
engagement.
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 I.
Explain with examples each
of the seven 3steps in the
strategic management
process.

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 The Strategic
Management
3 Process

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 The Management Planning
Process

• The Hierarchy of
Goals 3

• Policies and
Procedures

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What is Strategic Planning?
3

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 The Strategic
Management Process

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 II.
List with examples the
main types of3
strategies.

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 Types of Strategies

1. Corporate Strategy
2. Competitive3 Strategy
3. Functional Strategy

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 Corporate Strategy

• Identifies the portfolio of businesses that,

in total, comprise the company and how
these businesses relate to each other
3

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 Corporate-level Strategies

1. Concentration
2. Diversification
3
3. Vertical Integration
4. Consolidation
5. Geographic expansion

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 Competitive Strategy

• A strategy that identifies how to

build and strengthen the business’s
long-term competitive position in
the marketplace, which is also known
as business-level competitive
3

strategy.

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 The Three Standard
Competitive Strategies

1. Cost Leadership
2. Differentiation
3

3. Focus

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 Functional Strategy
• A strategy that identifies the broad
activities that each department will
pursue in order to help the business
accomplish its competitive
3 goals.

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Manager’s Role in
Strategic Planning

ClipArt – “Tababoveandfollowthewritingpromt*

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 III.
Define strategic human resource
management and give an example
of strategic human resource
3

management in practice.

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Strategic Human Resource
Management
3

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 What is Strategic
Human Resource Management?

Strategic human resource management –

means formulating and executing human
resource policies and3 practices that produce
the employee competencies and behaviors
the company needs to achieve its strategic
aims.

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IMPROVING PERFORMANCE: The
Strategic Context

The Shanghai Ritz-Carlton

3
Portman Hotel

Let’s talk about it…

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IMPROVING PERFORMANCE: HR
As a Profit Center

The Zappos “WOW” Way

3

Let’s talk about it…

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 Sustainability and Strategic
Human Resource 3 Management

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 Strategic Human Resource
Management Tools

• Strategy map
• The HR scorecard 3
• Digital dashboards

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 IV.
Give at least five
examples of 3HR metrics.

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 HR Metrics,
Benchmarking,
3 and Data
Analytics

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 IMPROVING PERFORMANCE
Through HRIS: Tracking Applicant
Metrics for Improved Talent
Management
3

Let’s talk about it…

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Benchmarking
3

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Benchmarking – SHRM services

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Strategy and Strategy-Based
Metrics
3

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What Are HR Audits?
3

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 Trends Shaping HR:
Digital and Social Media

Data Analytics
3
Let’s take a look…

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 Trends Shaping HR:
Science In Talent Management

Evidence-Based HR and the

Scientific Way of
3 Doing Things

Let’s talk about it…

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 V.
Give five examples of what
employers can3 do to have
high-performance systems.

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High-Performance Work
Systems
3

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 High-Performance Work
Systems

• Policies and Practices

3
• HR measures
• Aspire to encourage employee involvement
and self management

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 VI.
Describe how you would
execute a program
3 to improve
employee engagement.

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Employee Engagement Guide
for Managers: Employee
Engagement and
3
Performance

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The Employee Engagement Problem
3

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What Can Managers Do to Improve
Employee Engagement?

1. Provide supportive supervision.

3
2. Ensure employees understand how their
departments contribute.

3. See how their efforts contribute to

achieving the company’s goal.

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What Can Managers Do to Improve
Employee Engagement? continued

4. Ensure employees get a sense of

accomplishment from working at the firm.
3

5. Ensure employees are highly involved.

6. Employers should hold managers

responsible for employee engagement.

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 Chapter 3 Review

What you should now know….

3

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