chapter15战略
- 1. 人力资源管理与企业战略Aligning Human Resources and Business Strategy
- 2. Distinctive human resources are firms' core competencies
- 3. SHRM is the linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. SHRM is the pattern of planned human resource deployment and activities intended to enable an organization to achieve its goals. Strategic human resources management is largely about integration and adaptation. Its concern is to ensure that: (1) human resources (HR) management is fully integrated with the strategy and the strategic needs of the firm; (2) HR policies cohere both across policy areas and across hierarchies; and (3) HR practices are adjusted, accepted, and used by line managers and employees as part of their everyday work.Strategic Human Resource Management
- 4. The 5-P ModelORGANIZATIONAL STRTEGY Initiates the process of identifying strategic business needs and provides specific qualities to themSTRTEGIC BUSINESS NEEDS Expressed in mission statements or vision statements and translate into strategic business objectivesEXTERNAL CHARACTERISTICSSTRATEGIC HUMAN RESOURCES MANAGEMENT ACTIVITIES INTERNAL CHARACTERISTICSLinking Strategic Business Needs & Strategic HRM Activities
- 5. Pepsi-Cola International’s strategyBeing No. 1 by Creating Value through Leadership and Excellence.The fastest growing The most committed to customer service and attuned to customer needs The best operators The best selling and marketing company The best people-oriented companyThe 5-P Model
- 6. PCI’s strategic business objectivesCommitted bottling organization Uncompromising dedication to quality Development of talented people Focus on growth Quality business plansThe 5-P Model
- 7. Human Resources Policies Expressed as shared values (guidelines)Human Resources Philosophy Expressed in statements defining business values and cultureHuman Resources Programs Articulated as Human Resources Strategies Human Resources Practices For leadership, managerial, and operational roles Human Resources Processes For the formulation and implementation of other activities Express how to treat and value peopleEstablishes guidelines for action on people-related business issues and HR programsCoordinates efforts to facilitate change to address major people-related business issuesMotivates needed role behaviorsDefines how these activities are carried outThe 5-P ModelSTRATEGIC HUMAN RESOURCES MANAGEMENT ACTIVITIES
- 8. 1. HUMAN RESOURCES PHILOSOPHYThis is a statement of how the organization regards its human resources, what role the resources play in the overall success of the business, and how they are to be treated and managed. Instead of using the terms HR philosophy or HR values to describe how human resources are regarded, treated, and managed, some organizations use the term culture.The 5-P Model
- 9. A statement of the culture at PCILEADERSHIP IN PEOPLEWe will develop an excellent organization focused on building the business by: Empowering people to drive the business from the closest point to the market Developing the right skills to be the best in the business Building career opportunities Building teamwork: With bottlers to ensure that we maintain strong partnerships Among area, division, and headquarters staff to ensure that we coordinate functional strengths to produce the best possible results Across markets to ensure that we share the best practices throughout the enterprise Helping people succeed by building an environment with: High integrity Strong and consistent values Continuous improvementThe 5-P Model: PHILOSOPHY
- 10. LEADERSHIP IN OUR BRANDSWe will achieve brand superiority by: Delivering the best products in the marketplace: The highest quality The best tasting The most consistent Communicating these benefits in a high-impact, persuasive and consistent mannerLEADERSHIP IN MARKETINGWe will build on our brand platforms by: Creating new brand, channel, and package segments that build the business: Faster off the mark Better ideas Quicker to create and take advantage of opportunitiesThe 5-P Model: A statement of the culture at PCI
- 11. LEADERSHIP IN OPERATIONSWe will build excellence in our own and bottler operations by: Being the low-cost producer Establishing and maintaining a strong focus on customer services and sales management. These cornerstones will make us the best sales company Standardizing operating systems to: Enhance our ability to provide the highest level of customer service Develop an ability to measure and manage key parameters of the business in a consistent fashion Provide a common set of practices and disciplines for the organizationThe 5-P Model : A statement of the culture at PCI
- 12. 2. HUMAN RESOURCES POLICIESAll of these statements provide guidelines for action on people-related business issues and for the development of HR programs and practices based on strategic needs. The term HR Policy, as used here, does not mean HR Policy Manual.The 5-P Model
- 13. HR policy can link values with a particular people-related business needValues: high standards of personal performance Need: to develop communication skills that would foster such performance in a decentralized international environment HR policy: instant feedback. if you have a problem or an idea about any aspect of the business, or about an individual's performance, then the organization demands that you raise the issue appropriately and discuss it maturely.The 5-P Model: POLICIES
- 14. 3. HUMAN RESOURCES PROGRAMSShaped by HR policies, HR programs represent coordinated HR efforts specifically intended to initiate, disseminate, and sustain strategic organizational change efforts necessitated by the strategic business needs.The 5-P Model
- 15. Generic questions help to identify the fundamental issues for programsWhat is the nature of the corporate culture? Is it supportive of the business? Will the organization be able to cope with future challenges in its current form? What kind of people and how many will be required? Are performance levels high enough to meet demands for increased profitability, innovation, higher productivity, better quality, and improved customer service? What is the level of commitment to the company? Are there any potential constraints such as skill shortages or HR problems?The 5-P Model: PROGRAMS
- 16. 4. HUMAN RESOURCES PRACTICESLEADERSHIP ROLESEstablishing direction Aligning people Motivating and inspiring individuals Causing dramatic and useful changee.g. FPCLive by the basic values of the Forest Products Company Demonstrate honesty and ethical behavior in business transactions Show a high degree if personal integrity in dealing with others Avoid wasting time or resources Strive for continuous improvement in all you do Demonstrate confidence in yourself as a leaderThe 5-P Model
- 17. MANAGERIAL ROLESMake sure that objectives are clearly understood Level with people on what is not negotiable Give appropriate orientation to people on new assignments Deal effectively with performance problems Give people the information they need to be successful Give developmental performance feedback in a timely manner Give people the freedom they need to do their jobs Give co-workers the opportunity to try out their new ideas Encourage appropriate collaboration on work assignments Encourage people to participate when appropriateOPERATIONAL ROLESContent is far more specific than for the other rolesThe 5-P Model: PRACTICES
- 18. 5. HUMAN RESOURCES PROCESSESThis area deals with "how" all the other HR activities are identified, formulated, and implemented.The 5-P Model
- 19. Strategy - HR fit: Does it really matter?
- 20. FIT: the effectiveness of any HR practice or set of practices for impacting firm performance depends upon the firm's strategy, or conversely, the effectiveness of any strategy depends upon having the right HR practices.While some studies provided minor support for the efficacy of fit, overall the results were far from conclusiveStrategy - HR fit
- 21. If the facts don't fit the theory, fix the facts.Strategy - HR fit
- 22. The system architecture level (consists of the guiding principles)Little reason exists for thinking that the effectiveness of such principles might vary across strategiesThe policy alternatives level (the different techniques or practices through which the guiding principles can be promoted)How fit with strategy might take on importance”Product" level (the immediate product the HR practices aim to produce)A strong need to tie HR to strategy existsPractice-process level (the best-in-class implementation and/or technique of the principles, practices, and product systems)This issue of internal fit will be left for a future researchStrategy - HR fit
