The University of the West Indies DEPARTMENT OF SOCIOLOGY PSYCHOLOGY

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The University of the West Indies
DEPARTMENT OF SOCIOLOGY PSYCHOLOGY SOCIAL WORK
Masters in Human Resource DevelopmentProfessor
Neville Ying November 2006
STRATEGIC
HUMAN RESOURCE MANAGEMENT
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STRATEGIC MANAGEMENT

• A. STRATEGY FORMULATION (SF)
• STRATEGY IMPLEMENTATION (SI)
• C. STRATEGY EVALUATION (SE)

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STRATEGY FORMULATION

• Definition
• Establishing mission, goals,
• strategic directions and
• corporate strategies to operate
• successfully in an internationally
• competitive environment.

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STRATEGY EVALUATION

• Definition
• Assessment of strategies in relation to
  organizational resources and conditions

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STRATEGY IMPLEMENTATION

• Definition
• Implementation of selected corporate
  strategies to operate successfully in an
  internationally competitive environment.

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PLANNING OPERATIONAL FRAMEWORK

• STRATEGIC PLANNING
• Stakeholders Value
• Core Business
• Core Values
• STRAGEGIC VISION
• MISSION
• CORPORATE OBJECTIVES
• Critical Success Factors
• STRATEGIES

• TOOLS PROCESSES
• Environmental Scanning
• Environmental Analysis
• Strategy Formulation models
• Strategy Evaluation
• Logical Framework
• Logistics Evaluation
• Benchmarking
• Logical Framework

STRATEGY IMPLEMENTATON OPERATIONAL
PLANNING IMPLEMENTATION PERFORMANCE MANAGEMENT
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Environmental Scanning

• International
• Implications of Globalization
• Vulnerable Countries
• Vulnerable Groups
• Regional
• Response to Globalization
• Regional Integration

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Environmental Scanning contd

• HR Implications
• Examples
• Social Protection
• Diversity management
• Transformational Leadership
• Corporate Social Responsibility
• Technology People Combination
• Customer Satisfaction

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APPROACH TO STRATEGIC PLANNING

• Deliberate emergent strategy continuum
• Deliberate strategy
• Emergent strategy
• Umbrella strategy
• Process strategy
• Managing strategy change

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STRATEGY FORMULATION PROCESS

• Environmental Scanning
• International
• Regional
• Environmental Analysis
• SWOT
• PEST
• 3. Strategy Formulation Models
• 4. Strategies and Corporate Plan

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Environmental Analysis

• Fit between organizations and environment
• Internal organization dynamics
• SWOT
• PEST
• Private Public Sector Context

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GENERIC STRATEGIES

• DIFFERENTIATION STRATEGIES
• Price
• Cost
• Quality

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GENERIC STRATEGIESSTRATEGIC TYPES AND
CHARACTERISTICS

• Characteristics
• Have major market share and seek to retain it.
• Emphasize cost control
• c. Highly centralised decision- making

• Strategic Type
• Defenders

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GENERIC STRATEGIESSTRATEGIC TYPES AND
CHARACTERISTICS

• Characteristics
• a. Seek and develop market, products/services.
• b. Emphasize innovation and rapid
  introduction of new products/services.
• c. Flexible and decentralized decision making
  and control.

• Strategic Type
• 2. Prospectors

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GENERIC STRATEGIESSTRATEGIC TYPES AND
CHARACTERISTICS

• Strategic Type
• 3. Analyzers

• Characteristics
• a. Combine the characteristics of defenders and
  prospectors.
• b. Moderately centralized control and
  decision-making.
• c. Encourages both stability and flexibility.

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INVOLVEMENT OF HUMAN RESOURCE IN
STRATEGY FORMULATION

• Four ways have been identified ranging from
  non-involvement to integrated involvement.
• Administration provides information
• One way linkage told what to do
• Two way linkage ask for
• opinions and given feedback
• Integrated fully involved

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IMPLICATIONS OF SF FOR HUMAN RESOURCE MANAGEMENT

• There are four major implications for
• Human Resource Management.
• 1. Involvement of HRM in Strategy
• Formulation the issue here
• depends on how HR is integrated
• with strategy formulation.

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IMPLICATIONS OF SF FOR HUMAN
RESOURCE MANAGEMENT

• 2. The type and quality of
• Human Resource needed
• to make the strategies
• become a reality.

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IMPLICATIONS OF SF FOR HUMAN RESOURCE
MANAGEMENT

• 3. The role of Human Resource
• in enabling the organization
• to operate successfully in
• an internationally
• competitive environment.

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IMPLICATIONS OF SF FOR HUMAN RESOURCE
MANAGEMENT

• 4. Organizational strategies drive
• recruitment, selection, training and
• development, performance
• management and compensation
• management.

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HUMAN RESOURCE AND COMPETITIVE ADVANTAGE

• 1. Emergent strategies mobilizing and
  communicating creative ideas of staff to
  influence strategic directions of company.
• Ensuring that the required pool of skills and
  competencies are consistently available to the
  company to make it internationally competitive.
• Building Social Capital as a basis for teamwork