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Human Resources/strategic human resource management processes at achieving set organisational goals


please assist with how to develop this project topic and what it should look like

Strategic human resource management is the process of linking
the human resource function with the strategic objectives of the
organization in order to improve performance.
‘If a  company is to function successfully, strategies at different levels need to inter-relate.
’1.‘An organization’s [human resource management] policies and practices must fit with its strategy in its competitive environment and with the immediate business conditions that it faces.

’2‘The [human resources–business strategy] alignment cannot necessarily be
characterized in the logical and sequential way .



Human Resource Management
Developing a HRM strategy
Faced with rapid change organizations need to develop a more focused and coherent approach to managing people. In just the same way a business requires a marketing or information technology strategy it also requires a human resource or people strategy.
In developing such a strategy two critical questions must be addressed.
•   What kinds of people do you need to manage and run your business to meet your strategic business objectives?
•   What people programs and initiatives must be designed and implemented to attract, develop and retain staff to compete effectively?
In order to answer these questions four key dimensions of an organization must be addressed. These are:
•   Culture: the beliefs, values, norms and management style of the organization
•   Organization: the structure, job roles and reporting lines of the organization
•   People: the skill levels, staff potential and management capability
•   Human resources systems: the people focused mechanisms which deliver the strategy - employee selection, communications, training, rewards, career development, etc.
Frequently in managing the people element of their business senior managers will only focus on one or two dimensions and neglect to deal with the others. Typically, companies reorganize their structures to free managers from bureaucracy and drive for more entrepreneurial flair but then fail to adjust their training or reward systems.
When the desired entrepreneurial behavior does not emerge managers frequently look confused at the apparent failure of the changes to deliver results. The fact is that seldom can you focus on only one area. What is required is a strategic perspective aimed at identifying the relationship between all four dimensions.
If you require an organization which really values quality and service you not only have to retrain staff, you must also review the organization, reward, appraisal and communications systems.
The pay and reward system is a classic problem in this area. Frequently organizations have payment systems which are designed around the volume of output produced. If you then seek to develop a company which emphasizes the product's quality you must change the pay systems. Otherwise you have a contradiction between what the chief executive is saying about quality and what your payment system is encouraging staff to do.
There are seven steps to developing a human resource strategy and the active involvement of senior line managers should be sought throughout the approach.
Human Resource Management
HRM systems diagnostic checklists
The following check-lists present some questions which may prove helpful for you to think about when planning your development programs for human resources (your people) in your organization.
Use them to provoke thought and to stimulate discussion. Consult with others in your organization. They will help you to identify the critical human resource issues facing your organization.
The aim is to begin to explore how a considered and planned approach to people management can improve business performance, to the benefit of all.
Use this checklist in conjunction with our TEAM  BUILDING    diagnostic instrument. It will, via your team members responses identify critical issues they perceive as important. These issues may be at odds with your own perceptions and analysis and therefore any such discrepancy will need to be addressed.
Warning Indicators
Your organization is more than likely in trouble if any of the following holds true:
•   chronic industrial relations problems
•   no means of resolving employee grievances
•   increasing / erratic employee turnover
•   increasing number of customer complaints
•   no pride in the organization
•   inter-group conflicts
•   no career paths for ambitious talented employees
•   dissatisfaction with pay and conditions
•   unclear job roles
•   no clear performance measures
•   quality is unimportant
•   bad product service / delivery records
•   poor recruitment standards / practices
•   no management development programs
•   no induction training for new employees
•   critical skill shortages
•   inter-departmental conflict
•   you do not know if any of the above are applicable
•   you ignore any of the above
Culture, organization, people, systems (COPS), checklist
•   Do your staff identify with the organization and 'the success of the organization' as being of direct benefit to themselves?
•   Do your staff see themselves as having common interests with their work colleagues and group? Is there a strong team spirit?
•   Is work allocated on the basis of individual expertise rather than position in the organization?
•   Are there sufficient skills / power bases in the organization?
•   Are there appropriate leadership skills within the organization?
•   Are your staff encouraged to say what they think about the organization?
•   Does your organization encourage innovation and creativity amongst staff?
•   Do your staff feel a sense of personal responsibility for their work?
•   Is quality emphasized in all aspects of the organization?
•   Does the structure of your organization encourage effective performance?
•   Is the organization structure flexible in the face of changing demands?
•   Is the structure too complex? If so in what areas?
•   Do your staff have clear roles and responsibilities?
•   Does your organization structure tend to push problems up rather than resolve them at the point where they occur?
•   Do your procedures and management practices facilitate the accomplishment of tasks?
•   Do you constantly seek to challenge your organization structure?
•   Do your staff have the necessary skills and knowledge to perform their jobs in the most effective manner?
•   Do your staff understand their jobs and how they contribute to overall business performance i.e. have clear goals and objectives?
•   Do your staff have a customer service orientation?
•   Are people with potential spotted and developed for the future?
•   Are your staff encouraged to perform well through the giving of recognition, feedback, etc.?
•   Do your people know what their expected performance standards are?
Do your organization's systems (e.g. RECRUITMENT -SELECTION, promotion, planning, management, information and control) encourage effective performance among your staff?
•   Are these systems consistent across the organization?
•   Are there clear rewards for effective performance within your work group?
•   Does the organization review its systems frequently and ensure they mutually support each other?
You may now wish to consider and write down:
•   What are the three critical people issues facing your business?
•   What plans /actions can you take to address these issues?


•    1)   Each Organisation needs personnel with necessary qualifications, skills, knowledge, experience & aptitude .
•    2)   Need for Replacement of Personnel -  Replacing old, retired or disabled personnel.
•    3)   Meet manpower shortages due to labour turnover
•    4)   Meet needs of expansion / downsizing programmes
•    5)   Cater to Future Personnel Needs
•    6)   Nature of present workforce in relation with Changing Environment - helps to cope with changes in competitive forces, markets, technology, products and government regulations.


i)  quantify job for producing TYPE  of  product / service    
ii) quantify people & positions required
ii) determine future staff-mix
iii) assess staffing levels to avoid unnecessary costs
iv) reduce delays in procuring staff
v) prevent shortage / excess of staff
vi) comply with legal requirements



The STEEPLE Analysis:
-Technological,          [T]
-Economic,          [E]
-Environmental (natural),[E]
-Political,          [P]
-Legal          [L]
-and Ethical factors.      [E]

The  STEEPLE    factors play an important role in the value creation opportunities of a strategy. However they are usually outside the control of the corporation and must normally be considered as either threats or opportunities.

Below    you  will  find examples of each of these factors.

Political (incl. Legal)   [ [Poltical] EST[Environment][Legal] ]

-Environmental regulations and protection
[what  are  the  government regualtions/ protection laws  that  must be  observed ]

[for  the  CO. /  industries  at  large ]
-Tax policies
what tax  hinder the business and what  taxes  incentives  are available]

[for  the  CO. / businesses  sector ]
-International trade regulations and restrictions
[ does  the  government    encourage  exports / with  high tariffs  on  imports]

[ for the CO. /  businesses ]
-Contract enforcement law/Consumer protection
[does  the  government  enforce  on  consumer  protection ]

[for  the   CO.  /   sector ]
-Employment laws]
[ is the  government    encouraging  skilled  immigrants  with  temp. permits]

[for  the  CO.  / sector ]

-Government organization / attitude
[ does  the  government  have  a   very  positive  attitude  towards  this   industry]

[FOR THE  CO. /   sector]
-Competition regulation
[ are  there   regulation  for  limiting  competition]

[FOR   THE  CO. /   sector]

-Political Stability
[ politically ,  does the   government    have   a  very   stable  government ]

[state  /  federal  level  ]
-Safety regulations
[ has  the  government      adopted  some  of  the  modern  safety regulations]

[for  THE  CO /  customer  security ]
Economic     [P[Economics][Social]TEL ]

-Economic growth
[  what  is  the economic growth rate  /  what  are  the  reasons ]

[CO, / industries and   sectors]
-Interest rates & monetary policies
[ are  the  interest  rates    under control /  is there   a  sound  monetary  policies]

[CO. industries   sector ]
-Government spending
[is  government  spending  is  significant   and  is it   under control ]

[CO. industries  /  sector]
-Unemployment policy
[what  is  the  employment / unemployment  policies  of the government ]

[ CO. industries  /  sector ]
[  has  the  taxation    encouraged  the  industry ]

[CO. industries/    sector ]
-Inflation rates
[ is  the  inflation  well   under  control ]

[CO. / industries]
Social  [ PE[Social]TEL ]

-Income distribution
[is there   balanced   income  distribution   policy ]

-Demographics, Population growth rates, Age distribution
[ what  is   population   growth  and  why ]

-Labor / social mobility
[ what   are the  labor  policies  and  is  there  labor  mobility]

-Lifestyle changes
[ are  there  significant  lifestyle   changes     taking  place--more  modernization/ why  ]

-Work/career and leisure attitudes
[ are  the  population      career  minded  and  are  seeking  better  lifestyle]

[ what  are  the  education  policies /  is  it  successful ]

-Fashion, hypes
[are  the   people    becoming  fashion  conscious ]

-Living conditions
[ is the  living  conditions   improving  fast  and  spreading  rapidly]

Technological  [  PES [Technology] EL]

Government research spending
[is  the  government    spending  on research  and  development]

Industry focus on technological effort
[are  the   industries    focused  on  using  improved  technology]

New inventions and development
[ are  new  inventions     being   encouraged  for  developments]

Rate of technology transfer
[ is  the  rate  of  technology  transfer  is  speeding  up ]

(Changes in) Information Technology
[ is  the   information  technology    rapidly  moving  and  is  there  government  support]

(Changes in) Internet
[ is the   internet  usage    rapidly  increasing   and  why]

(Changes in) Mobile Technology
[is  the   Mobile   technology    rapidly developing  and  is there  government  support]


1.Corporate  VISION

2. Corporate  Mission

3. Corporate  Objective

4. Corporate  Strategy

5.Corporate  Organization  Policy/ Budget  Guidelines.

6. Corporate  HR  objective/ strategy

7. Corporate  Industrial  Relations   Policy

8. Corporate  BANKING  OPERATION  INCOME   forecasts  

9. Corporate  NEW  BANKING  Product  Plans


1.Assessment / Audit  of  the  current  manpower  profile

and  also

-normal turnover,
-staff  movements  planned
-succession planning







These  include

-Recruitment/ Selection  PLAN
-Induction / Orientation PLAN
-Training  / Developement  PLAN
-Compensation  PLAN
-Salary  administration  PLAN
-Payroll  Administration  PLAN
-Performance  Appraisal  PLAN
-Performance  Management  PLAN
-Industrial  Relations  PLAN
-Promotions  PLAN [ IF  ANY ]
-Terminations  PLAN
-Transfers  PLAN
-Staff  amenities. PLAN
-retraining  plan
-early retirement  plan
-redundancy  plan
-changes in  workforce utilization  plan
-career  path  plan
-succession  plan.
-personnel  and  career  plans


The elements  in  HR  department  budget  would  vary  with
-company  policy
-budget  process
-company  accounting  system
-nature of  the business operation

HERE  is  a  broad  set  of   guidelines.

-recruitment/ selection [ internal/ outsourcing ]
-PLACEMENT contractors [external ]
-salary/ wages
-training/ development [ includes  induction/ orientation]
-staff benefits
-staff  amenities
-workplace  facilities
-workplace safety [ OHS]
-salary  contingency
-workers  compensation
-staff  communication [ includes newsletter/ intranet ]
-labor relations [ legal/ investigations]
-HR administration
-HR travels
etc etc.



Selecting an HR strategy
1. Introduction
Like all of the other major business functions, human resources must accomplish a wide range of activities from basic transaction processing to strategic planning in order to be successful. The importance ascribed to each of those functional activities in large part represent your human resource strategy.
Delivering a strategic impact requires development of a strategy that supports the corporate business objectives, aligning and prioritising each of the various activities to support and help accomplish those objectives. While an infinite number of HR strategies can be formulated, most in use today fall under a relatively small number of models.

PRIORITY AND FOCUS: Becoming more strategic and building strategic relationships.
DESCRIPTION: The model  WITH  THE  the basic role of HR into four areas (service delivery, employee commitment, change management and strategic actions); the business partner model is the next step in HR evolution after the traditional "personnel" or generalist’s model; the strategy is interpreted by many to emphasise strategic initiatives and to de-emphasise transactions; when it is effective, HR becomes more important and earns a seat at the executive table.
LIKELY STRATEGIC IMPACT: Moderate because the strong strategic relationships might not be enough to directly impact employee productivity or profit.
APPROPRIATE FOR: Medium and large businesses that need to move away from the "personnel" model.
ADVANTAGES/ BENEFITS: Strong interpersonal relationships and high visibility with executive management; fast response time to major corporate problems; smaller sized HR with lower headcount
DISADVANTAGES/RISKS: De-emphasis on transactions minimizes customer interactions; many HR professionals evolving from the personnel model may not be capable of becoming strategic; the emphasis on outsourcing may mean reduced HR headcount; the emphasis on corporate strategic issues can make the cadre of generalists feel "isolated" from corporate; the highly centralised corporate unit can become averse to taking risks and may evolve into a "meeting culture"; the minimal use of metrics makes it difficult to prove economic value during budget reductions; there is no emphasis on rewarding great people management
STRUCTURE AND ORGANISATION: The strategic elements of HR are centralised and while there are a moderate number of generalists, their responsibilities are generally non-strategic; this model generally has a top-heavy senior HR management staff.
LARGEST BUDGET/TIME ALLOCATION: Strategic consultants, high-level corporate HR staff, outsourcing, legal compliance.
LOWEST BUDGET/TIME ALLOCATION: Payroll, transactions, workforce planning, metrics.
USE OF TECHNOLOGY: Medium, mostly reliant upon standard  enterprise suites.
“People Matter”
To engage in best practice human resource management that enables CORPORATE
The COMPANY   is recognised nationally and internationally as an
employer of choice and a model of best practice human resource management.
This vision will be achieved, through consultation and communication with clients, by
. providing high quality professional HR expertise;
. being collaborative, consultative and supportive;
. fostering and sustaining relationships;
. modelling inclusive behaviour in all our services
. benchmarking our services nationally and internationally to foster continuous
.aligning our services to the COMPANY’s core business;
. facilitating culture change;
. utilising transparent systems and regularly evaluating these; and
. identifying and responding positively to new challenges

A high quality CORPORATE  is dependent upon the quality, reputation and productivity of its
staff, its human resources. The Human Resources Division will continue to engage in
regular analysis and planning to ensure its services address the long term needs of the
COMPANY . Over the next  3 years the six strategic concerns are:

1.Staff and Organisational Renewal – Recruiting and Retaining High Quality Staff
Employment Flexibility
2.Accounting for Performance
3.Continual Learning
4.Creating an Equitable and Diverse Workplace
5.Creating a Safe and Supportive Workplace Culture
6.Strategies to address these are identified in the COMPANYs Operational Priorities Plan and
the related HR Operational Priorities Plan.

3.1 Staff and Organisational Renewal – Recruiting and Retaining High Quality Staff
Recruitment and retention of high quality staff in a competitive labour market is of vital
importance to the COMPANY . As there is a concentration of staff in the older
age groups and a relatively small proportion of younger  staff. Successful human
resource management will require effective recruitment and retention strategies that take
into account the following:

Accelerated retirements will be accompanied by continued growth in staff
numbers as the participation rate rises, increasing the demand for staff
There will be increased competition for a limited number of quality staff in an
increasingly international labour market in which  we
are significantly constrained in contrast to many competitors.

. Traditional  career structures may be less attractive to younger people than
in the past.
. Well-being in the workforce has become increasingly important. High workload, low
financial reward careers may further constrain the supply of quality staff. Together
with increased expectations about research performance and higher levels of
accountability and reporting, there is the potential to become less competitive
.A difficult funding environment will continue to limit the  company's ability to provide
an internationally competitive reward structure.

3.2 Employment Flexibility
Current collective agreements are aligned with the company's strategic planning and
budget process, and salary increases are based on capacity to pay. There continues to be
moves towards greater flexibility at both the institutional and individual level, a trend seen
as also important in recruitment and retention.

3.3 Accounting for performance – a high performance culture
Human Resources analyses information from a variety of sources to assist in the
development of institutional improvement strategies. The COMPANY’s staff performance
management framework linking individual and institutional performance objectives is an
important element in the COMPANY ’s accountability framework.

3.4 Continual learning
A rapidly changing knowledge base in the work of COMPANIES , rapidly developing
information technologies, the competitive environment, the devolution of decision-making to
LOWER  STAFF  leaders, and an increasing level of liaison with the community requires a
high level of skill and knowledge on the part of staff. This can be developed only by a
commitment to lifelong learning by each member of staff as well as access to a
comprehensive range of staff development opportunities. The need to develop 21 st century
leadership capacity offers a particular challenge, particularly given the significant
demographic change.

3.5 Creating an equitable and diverse workplace
Diversity amongst staff  which reflects the broader  community has
the benefit of building a broad base of community support as well as meeting important
social, moral and human rights, and commitments to equity and diversity. A diverse staff
will improve the quality of decision-making in the COMPANY and is incorporated into its
accountability framework. This commitment is not only important in terms of social justice
but it an important attraction and retention strategy.

3.6 Creating a safe and supportive workplace culture
Physically and psychologically safe work environments and safe work practices are key
aspects of the COMPANY’s risk management strategy. This COMPANY has a high
commitment to safety, not only for its own employees and CUSTOMERS, but also for contractors
and visitors. To maintain THE  COMPANY  as an employer of choice requires a positive, inclusive and high performance culture marked by cooperation and respect, and where the work
environment promotes work/life balance for staff. Improved productivity also rests,
therefore, on building a ‘one-staff, one-COMPANY ’ culture.

The core values of the COMPANY are a commitment to:
. A high performance culture designed to achieve international excellence
. KNOWLEDGE  freedom to encourage staff and students to engage in open exchange of
ideas and thought
. Continuous improvement through self-evaluation and external review
. Fostering the values of openness, honesty, tolerance, fairness, trust and
responsibility in social, moral and WORKPLACE matters
. Transparency in decision-making and accountability
. Equity and merit as the fundamental principles for the achievement of the full
potential of all staff .

Human Resources is determined to provide a quality integrated service by creating a safe,
healthy and supportive environment where its own staff are valued, respected and able to
realise their full potential. In so doing Human Resources has further refined the COMPANY
level values to demonstrate:

Integrity by Maintaining confidentiality and professionalism, treating
others with respect, courtesy and fairness

Innovation by Promoting and embracing meaningful change, pursuing
excellence and striving to improve our knowledge and

Diversity by Recognising and respecting the value of human
differences, acknowledging and appreciating the
contributions of others

Freedom of expression by Expressing views without fear of recrimination,
encouraging and acknowledging new ideas

Team spirit by Communicating openly and honestly in a constructive
and a supportive manner sharing ideas and resources

Accountability by Taking personal and professional responsibility for our
actions, maintaining a consistently high level of

In so doing Human Resources aspires to maintain a positive attitude, sense of perspective
and good humour

A. Education
1.0 To provide services that contribute to ongoing improvement of TRAINING
and learning
1.1 To support the career transition of  STAFF   AND  MANAGERS.
1.2 To contribute to the embedding of equity and diversity perspectives into the

B. Research and  Training
1.0 To provide services that contribute to ongoing improvement of
1.1 To support the development of  staff and  leaders

C. External Relations
1.0 To demonstrate excellence in human resource management that positions
COMPANY   as an employer of choice nationally and internationally
1.1 To expand links with external organisations (both nationally and
internationally) and community groups
1.2 To showcase COMPANY  HR achievements and expertise and contribute to national
HR agendas.

D. Resourcing
1.0 To align resource allocation with COMPANY  strategic and operational priorities
1.1 To collaborate in maximising TRAINING/DEVELOPMENT  funding

E. Staffing
1.0 To support the development of COMPANY as a learning organisation responsive to
individual and organisational needs
1.1 To provide appropriate leadership development opportunities
1.2 To develop and maintain orientation and induction procedures
1.3 To support the career aspirations of  THE  COMPANY  staff

2.0 To provide high quality human resource services to the COMPANY
2.1 To manage the employment instruments of the COMPANY.
2.2 To recruit the highest quality staff (Staff) and support their retention

3.0 To ensure that the COMPANY fulfils its HR statutory and audit requirements
3.1 To ensure compliance with State and FEDERAL  legislation applicable to
the management of the COMPANY ’s workforce.

4.0 To monitor organisational and individual performance
4.1 To support the performance management process (the Professional
Development Review)
4.2 To support quality assurance through benchmarking and auditing

5.0 To identify, promote and implement improved policies and practices that
demonstrate social and economic responsibility
5.1 To work towards an equitable representation and distribution of staff from
diverse backgrounds (Staff)
5.2 To promote a safe, healthy and inclusive workplace that encourages work/life
balance for staff
5.3 To facilitate the provision of appropriate facilities and services to create an
accessible work and study environment

F. Management
1.0 To respond to workplace trends and opportunities
1.1 To build a comprehensive policy review and development process
1.2 To develop strategic policy responses to human resource issues
1.3 To facilitate cultural change and organisational well being

2.0 To support effective management systems, organisational structures and
2.1 To partner with managers in addressing their emerging human resource
2.2 To improve leave management in the COMPANY.
2.2 To develop and deliver high quality and responsive IT/IS capabilities
2.3 To improve the coordination between and within central and devolved units in
the  MANAGEMENT  structure (Mgt) through practical application of the One Staff,
One COMPANY  approach
2.4 To establish systems that ensure maintenance of the knowledge of key human
resources procedures
2.5 To provide accurate and reliable HR data through regular management
reporting to facilitate decision making

A crucial step in the planning process is translation of strategic goals and objectives into a specific
set of operational priorities. This is achieved through development of an Operational Priorities
Plan (OPP). The Operational Priorities Plan (OPP) provides the link between the Human
Resources Strategic Plan and the detailed business plans of each team within the Division.
The OPP specifies the particular objectives that are to have the highest priority during the
specified 3-year period and within this framework, the associated performance
indicators and implementation strategies.

It also assigns responsibility and accountability for
particular objectives.

These  include

-Recruitment/ Selection  PLAN
-Induction / Orientation PLAN
-Training  / Developement  PLAN
-Compensation  PLAN
-Salary  administration  PLAN
-Payroll  Administration  PLAN
-Performance  Appraisal  PLAN
-Performance  Management  PLAN
-Industrial  Relations  PLAN
-Promotions  PLAN [ IF  ANY ]
-Terminations  PLAN
-Transfers  PLAN
-Staff  amenities. PLAN
-retraining  plan
-early retirement  plan
-redundancy  plan
-changes in  workforce utilization  plan
-career  path  plan
-succession  plan.
-personnel  and  career  plans


The elements  in  HR  department  budget  would  vary  with
-company  policy
-budget  process
-company  accounting  system
-nature of  the business operation

HERE  is  a  broad  set  of   guidelines.

-recruitment/ selection [ internal/ outsourcing ]
-PLACEMENT contractors [external ]
-salary/ wages
-training/ development [ includes  induction/ orientation]
-staff benefits
-staff  amenities
-workplace  facilities
-workplace safety [ OHS]
-salary  contingency
-workers  compensation
-staff  communication [ includes newsletter/ intranet ]
-labor relations [ legal/ investigations]
-HR administration
-HR travels
etc etc.
§   Strategic HRM - Using Metrics and Data to Design and Evaluate HRM Practices

Strategic HRM
§   What is it?
§   Who does it?
§   When do you do it?
§   How is it measured?
§   What are the components?
§   Good HRM = Good Financial Results

The Topics
§   What is Strategic HRM?
§   What are the forces creating a need for Strategic HRM?
§   How can Strategic HRM use data and metrics to design and evaluate its processes?
§   Why is Strategic HRM Vital?
§   Because an organization must have people who are involved in the development of the business strategy, understand it, are committed to it, and can make a contribution to its success

What is Strategic HRM?
§   It is how an organization uses its people to help form and execute its business strategy
§   Steps in the Strategic HRM Process
§   New Business Strategy
§   SWOT Analysis
§   Assess HR Capacity
§   Develop Core Competencies
§   Test and Evaluate
§   Initiate HR Practices
§   HR Must be a Key Player in this Process.
§   Design New Organization
§   Assess new core competencies
§   Steps in the Process
§   Orient, Train and Develop
§   Evaluate Performance
§   Establish Career and Succession Plans
§   Set Total Reward System
How Can HRM Be Strategic?
§   Participate in the Discussion of the  New Strategy
§   Evaluate Organizational Capacity
§   Design HR Practices Which Can Execute New Strategy (Link)
§   Establish Metrics to Evaluate Practices
§   What are the competencies of a Strategic HRM Executive?
§   Be a Strategist - Know the Business
§   Be an Administrator - Deliver the Basics
§   Be a People Champion
§   Be a Change Agent
§   What is the New Strategy?
§   Defend Your Market
§   Expand Your Market
§   New Product
§   New Service
§   Downsize/Centralize
§   Transition to e-commerce
§   Create New Customer Loyalty
§   Lower Costs of Product or Service
§   HRM Integration
§   HR Practices Must be Linked to Achieving the Business Strategy
§   Each HR Practice must be Designed, Aligned, and Measured Using an Integrated Set of Metrics

Quick Case Examples
§   Company has high turnover.
§   General Manager wants it reduced.
§   What are the steps?
§   What are the metrics?

§   Company HR manager wants to start new education center.
§   She is competing for capital.
§   What are the metrics?

§   The New Global Market
§   Liberalization of Trade - The Barriers Come Down
§   Shorter Product Cycle
§   High Demand for Value
§   Accelerated Growth in IT/Telecommunication
§   Need for Market Access
§   Need for Standardization
§   What are the Standardization Processes?
§   ISO
§   CE Mark
§   GMP
HR Implications:
§   Organizational Structure
§   Recruitment/Selection
§   Training and Development
§   Performance Evaluation
§   Reward
§   What is ISO? (International Organization for Standards)
§   Assure Product Consistency
§   Develop Quality System
§   Do Gap Analysis
§   Quality Manual
§   Process Control
§   Documentation
§   Management Responsibility
§   Attention to Detail
§   Get it Right the First Time
§   Decrease Inspection and Testing
§   What are the HRM Changes?
§   Cultural
§   Organizational
§   Recruitment and Selection
§   Training and Development
§   Performance Management
§   Reward System
§   What is a CE Mark (“Conformite Europene”)
EU Requirements for Product Safety
§   Disclosure
§   Minimize Variations
§   Compatibility
§   Quality Performance
Required Changes
§   Tight Internal Control of Production
§   Production Quality Assurance
§   Product Quality Assurance
§   Loss Prevention
§   What are the HRM Implications?
§   Organizational
§   Recruitment and Selection
§   Training and Development
§   Performance Management
§   Reward System
§   New Commitment to Invest in People
§   What is HACCP? (Hazard Analysis And Critical Control Points)
Produce Safe Food
§   Describe Product
§   Critical Points/Flow
§   Critical Limits and Risks
§   Monitoring
§   Correct/Verify
Resulting Changes:
§   Prevention vs. Testing
§   Documentation
§   Get Right First Time
§   Less Recalls/Customer Satisfaction
§   Higher Productivity
§   What are the HRM Implications?
§   How would jobs change?
§   New commitment to people issues
§   How would you measure?

Case Example - Export/WTO
§   Enhance Productivity - Machines, Production Management, Lower Costs.
§   What are HRM Implications?

Case Example - New Strategies
§   Production Management
§   Flexibility - Quick to change/Quick to market
§   E-Commerce?
§   Industrial Integration
§   What are the HRM Challenges?

Global Competitiveness
HRM Challenges:
§   Convert to Teams
§   Delegation
§   Empowerment
§   New Selection
§   New Training
§   New Rewards
HRM Challenges
§   New Job Design
§   New Accounting/MIS
§   New Performance Evaluation and Accountabilities
§   New “Authorities”
§   All Must Be Linked
§   New Strategies - Strategic Partner
§   Contract Packing
§   No more “A to Z”
§   Joint Ventures for New Products
§   Mergers
§   Venture Capital
§   Public Ownership
§   Licensing
§   Information Technology
§    E-commerce
§   New Niche Marketing
§   Industrial Integration

What are the HRM issues?
§   New Organization
§   New Culture
§   Competencies
§   Dispute Resolution
§   Selection
§   Training/Development
§   Career Paths
§   Rewards
§   How would you manage this change?
What About Measurement?
§   We have designed and pursued a new business strategy.
§   We have instituted new HRM changes and interventions
§   How and why do we use data and metrics to both design and evaluate such HR practices?

Protocols for Measurement - The Balanced Score Card
§   Points for Measurement
§   Convert “soft” to hard
§   Establish Baselines
§   Make causal connection
§   Apply Balanced Scorecard
§   Connect to business strategy
§   Factors Affecting HRM?
§   Legal Environment
§   Demand, Supply, Education of Human Resources
§   Economic Conditions of Area

Case -- What are the Metrics for Turnover?
§   Employee Surveys
§   Ex-employee Surveys
§   Cost of turnover
§   Customer surveys
§   Financial Measures
§   Organizational Performance
§   Benchmarks
§   What are the types of Metrics -- Recruitment?
§   Competencies
§   Cost per hire
§   Retention rate
§   Time to fill
§   Performance evaluations
§   Overall company performance
§   Surveys

Case - What are the data sources for training program?
§   Employee Surveys
§   Customer Surveys
§   Service and production measurements
§   Knowledge/skill transfer
§   Actual Climate and Work Changes.
§   Higher productivity of trained personnel

Convert Data to Metrics - Training
§   Costs of proposed training
§   Baseline measures
§   Post training measures
§   Return on investment
§   Does this program have any measurable results?
§   Is it worth an investment?

Training Metrics - Some Issues
§   Cost effective? ROI?
§   Timeliness
§   Adaptable, Simple
§   Measure a variety of outcomes
§   Look at soft and hard data - convert if possible
§   Is there a casual connection?
§   The Kroger CBT Experience
§   The Steps
§   The Baselines
§   The Metrics
§   The Pilots and Controls
§   The Results
§   The Causal Connection
§   The ROI
§   Other Types of Measurement
§   Leading Edge Practices and Market Capitalization
§   Link between preferred customer and employer of choice
§   Ulrich Matrix
§   Sears approach
§   Use the Customer Loop - Kroger CBES
§   The Kroger CBES Program
§   Customer Service Opportunity
§   Selection not training problem
§   Use customers to identify positive employee behaviors
§   Convert to competencies
§   Take baseline measures
§   Create hypotheses
§   Set Pilots and Controls
§   Select using new competencies
§   Measure against baselines
§   Integrated Problem - Strategy and Metrics
§   Kamal’s New Goals and Strategy
§   Design new organization
§   Develop new policies
§   Commit to effective communication
§   Streamline
§   Lower Costs
§   New products
§   Maximize autonomy and flexibility
§   Facilitate follow up and execution
§   Maintain caring culture
§   Maximize synergies
§   Employer of choice
§   Steps and Metrics - Kamal
§   Conduct SWOT
§   New Mission Statement?
§   HR Policies to fill gaps
§   New job designs
§   New competencies
§   Recruit and Select
§   Performance Management
§   Training & Development
§   Career Paths - Succession
§   Total Reward Plan
§   Metrics
§   New Organizational Structure - Kamal
§   Eliminate overlaps
§   Enhance synergies
§   Reduce cost
§   Uniform practices
§   R&D for new products
§   Communication
§   New Corporate role
§   Metrics to develop and to evaluate
§   Linked to Strategy
§   Acceptance by organization
§   Recruitment and Selection - Kamal
§   New Jobs
§   New core competencies
§   New work methods
§   Validity of selection
§   Effectiveness of selection
§   Efficiency of selection
§   Skill acquisition and requirements
§   Metrics
§   Training and Development-Kamal
§   Needs assessment
§   Linked to new competencies
§   Communication skills
§   Metrics and Data
§   Inputs and Outputs
§   Linked to career paths
§   Performance Management -Kamal
§   Development perspective
§   Simple
§   Accepted
§   MBO/Competency
§   Job traits for non-management
§   Link to strategy
§   Metrics
§   Career Paths - Kamal
§   What are the competencies/skills of General Managers?
§   Career path and steps
§   Make a plan for all high potentials
§   Stick to and monitor the plan
§   Metrics
§   Reward strategy - Kamal
§   Compensation philosophy?
§   Internal equity within and among business units
§   Incentives - unit performance
§   Incentives - what drives performance
§   Funding incentives
§   Line of sight.
§   Metrics and Balance
§   Some Models
§   What about ethics and values -Kamal?
§   Employee treatment
§   Confidentiality
§   Conflicts of interest
§   Sex harassment
§   Merit is key
§   Corporate citizenship
§   Democratic capitalism
§   What is Major Issue Here?
§   How do you manage this change?
§   Who manages the change?
§   How do you overcome cultural resistance?
§   Remember the interstices!
§   Design a good implementation strategy!
§   Metrics and Evaluation - New Kamal Strategy and HRM
§   Goals met?
§   Plans conform to principles?
§   Sales
§   Profits
§   Cash flows
§   ROI’s
§   Productivity
§   Costs
§   Quality
§   Customers
§   Employee surveys
§   Turnover
§   Are managers complying?
§   Case Problems
§    Identify a range of possible HRM solutions.
§   What analysis, data, metrics would you apply in designing these solutions?
§   Are there additional facts you need to know?
§   Choose 1 or 2 solutions. How would you evaluate them?


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Leo Lingham


human resource management, human resource planning, strategic planning in resource, management development, training, business coaching, management training, coaching, counseling, recruitment, selection, performance management.


18 years of managerial working exercise which covers business planning , strategic planning, marketing, sales management,
management service, organization development


24 years of management consulting which includes business planning, corporate planning, strategic planning, business development, product management, human resource management/ development,training,
business coaching, etc

Principal---BESTBUSICON Pty Ltd



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