人力资源管理摩托罗拉大学ppt课件

1、Module TwoStrategy and Planning in Human Resource Management.This module targets one of the most important concepts of the course- The Integrated Model of human resource management and provides a framework for human resource management. .StakeholdersStakeholders include all of those who might be aff

2、ected in a significant way by the decisions of the firm.Shareholders actually own shares of the company, while stakeholders may or may not own a part of the company.Internal stakeholders include employees, union representatives and unions, executives, interest groups. External stakeholders include c

3、ustomers, stockholders, community, unions, suppliers, debtors, governments.Stakeholder TensionsHR decisions are likely to create tension among internal and external stakeholder groups (and even within subgroups)Ex. shareholders vs. employees shareholders vs. communitymale employees vs. female employ

4、eesworking mothers vs. single women.Environmental ScanningSystematic surveying to identify and interpret relevant events and conditions, i.e. expanding marketsWhat is coming?What will it mean to us? The companyWhat actions should we take? Management decisions.Environmental Scanning Social/demographi

5、c changesEconomic conditionsInternational competitionTechnological changeGovernment regulationsUnion actionsMonitor Screen Research Act.Strategy FormulationHigher level philosophy and policy and goalsHannons Strategic HR Diagnostic ToolAre the firms HR PRACTICES integrated?Are the STAKEHOLDERS INTER

6、ESTS of the firm balanced?Are the firms BUSINESS STRATEGIES and HR STRATEGIES aligned?.Strategy Formulation, Cont.Business StrategiesHR StrategiesHR PracticesStakeholder InterestsCustomer serviceAttractRecruit/selectEfficiencyProduct qualityProduct costMotivateAppraisal, pay, benefitsEquityLabor Cos

7、tSpeedDevelopTrain, developLegal complianceIntrapreneurshipAgilityRetainEmployee relations.Strategy ImplementationSpecific practices, “nuts and bolts, practicalEx. Arthur Andersen: Hire the best and brightest and retain themPay above market averageOpportunity and specific career path (voice)Offer mo

8、ve and better benefitsSelect only the best offer best trainingImportance of “fairness and “equity between groupsInternal and external equityPerceived fairness.S.W.O.T. TechniqueUse this technique to identify the companys strengths, weaknesses, opportunities, and threats in order to devise the best s

9、trategy.Internal: strengths, weaknesses.External: opportunities, threats.Business environment (things that the company cant control, but must look at).Benchmarking- compare your practices to “best in class practices.SWOTIBM Example.Balanced Scorecard.HR Planning ObjectivesPrevent overstaffing and un

10、derstaffingEnsure the organization has the right employees with the right skills in the right places at the right timesEnsure the organization is responsive to changes in its environmentProvide direction and coherence to all HR activities and systemsUnite the perspectives of line and staff managers.

11、ForecastingUsed to determine what your future needs will be, and how best to fulfill those needs.Compare your demand for labor to available supply.Must be realistic.Pepsico Example:Forecast: given current turnover and workforce composition they would need to hire 1 out of 3 teens to staff their exis

12、ting restaurants and allow for growth.HR Planning“Rings of Defense approach is now necessary because of previous poor HR planning that led to large downsizing events.Old Days: permanent full-time core was too big.Now: More painless approach to shaving workforce.Exhibit 5-3: Strategies for Managing E

13、mployees Shortages and SurplusesAdapted from Fisher, Schoenfeldt, and Shaw. Human Resource Management, 4d, 1999.DownsizingCompanies are continuing to do this more and more in an effort to save money.HRs challenge is to downsize the company and increase the bottom line, without violating and of the m

14、any statutes that govern employers.HR PlanningGathers and uses information to support decisions about investing resources in HR activities. This information includes future objectives, trends and gap between desired and actual outcomes.Ensure that you have adequate flow and appropriate mix of employ

15、ees.Transitional MatrixHow does a group flow through the company?Looks at how a cohort of people moves up promotion ladder.HR and entry:Use of job analysis in hiring.Realistic job previews.Orientation.Initial training.Transitional Matrix, Cont.HR and internal movementPromotions and transfersHR plann

16、ingPerformance appraisalCareer planningHR and exitRetirement counselingOutplacement counselingSeverance administration.A Statistical Technique for HR PlanningDone for each major job familyTracks movement of cohort up the ladder. Group movement, not individual movement.Employment PlanningAims to get

17、the right numbers and types of employees doing the right work at the right time.Analyze HR demandsAnalyze HR supplyReconcile by maintaining or changing HR activitiesHR planningdeciding which specific HR activities to use to achieve standard.HR Planning, Cont.Ex. Company A: systems analyst.Employment

18、 PlanningWhere will people come from?SchoolsUniversitiesCompetitionPromotion from within.Employment PlanningHow to recruit?ScholarshipsJob fairsInternet adsMailing with billTV adsHow to orient new hires?training.Internal Supply AnalysisMovement within: promotions, demotions, transfers, new hireMovem

19、ent out: quits, layoffs, retirement, dismissalsSkill inventories (HRIS)Replacement chartsTransitional Matrices.External Supply AnalysisTotal internal and external Past hiring outcomesLabor force analysis.HR Action Planning EvaluationMeasuring OutcomesQuantityperson/yearsQualityimpact attributable to

20、 the interventionCostprogram expenditures.HR Action Planning EvaluationTraditional reasons for not measuring HR outcomesFear of revealing problemsUnclear purposes of evaluationDifficulty and costs of measurementLack of agreement on level/method of analysisLack of framework for evaluation.10 Major HR TrendsPay for performance(stock options, spot awards, team rewards, skill based pay)Bene