HR STRATEGIES

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HR STRATEGIES
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Concept of strategy

• The direction and scope of an organization over
  the long term.
• It should match the resources of the organization
  to its changing environment (markets, customers
  and other stakeholders).
• Strategy determines the direction where the
  organization is going

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Concept of strategy

• It is a long term plan
• It is the pattern of the organizationss behavior
  over time (descriptive meaning of strategy)
• It is a perspective a fundamental way of doing
  things (mission)
• A ploy a specific manoeuvre to outwit a
  competitor

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What gives the firm competitive advantage?

• Unique (differentiation, focus)
• Hard to copy
• Sustainable

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The concept of strategic management

• Vision and mission
• Strategic goals
• Strategic plans
• Implementing the strategy
• (business strategy via functional strategies)
• Managing strategy itself (goals, plans,
  implementation)

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Strategic fit

• Capabilities and resources to the environment
  (opportunities and threats)
• The business (or corporate) strategy to
  functional strategies and strategies of business
  units
• Every part of the strategy area should be
  mutually supportive

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HR strategies (as a part of HRM)
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What are HR strategies?

• HR strategies set out what the organization
  intends to do about its human resource management
  policies and practices and how they should be
  integrated with the business strategy and with
  each other. Key elements
• Strategic objectives
• Plan of action
• There is no great strategy only great execution
  (Gratton 2000)

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A good HR strategy

• satisfy business needs
• is founded on detailed analysis
• can be turned into actionable programmes
• is coherent and integrated
• takes account of the needs of line managers,
  employees and other stakeholders

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An HR strategy can be

• Overarching / overall / general
• Specific focuses on specific areas
• Talent management
• Development
• Reward management

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Overall HR strategies

• describe the general intentions of the
  organization about how people should be managed
  and developed and what steps should be taken to
  ensure that the organization can attract and
  retain the people it needs and ensure that
  employees are committed, motivated, engaged.

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Categories of overall strategies

• Evolutionary approach to HRM.
• Broad-bush statements of aims and purpose that
  set the scene for more specific strategies.
• Specific and articulated plans to create sets of
  HR practices and develop a coherent HR system.
• Conscious introduction of overall approaches to
  HRM such as
• High-performance management
• High-involvement management
• High-commitment management

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High-performance management

• Aims to effect organizational performance through
  people.
• HRM areas involved (HPWS high performance work
  systems)
• Recruitment selection
• Training and development
• Reward management
• Performance management

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High-involvement management

• Commitment ad involvement opposed to bureaucratic
  control.
• Treating employees as partners. Providing
  opportunity for the employee to control and
  understand their work.
• Communication for mutual understanding.

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High-commitment management

• A form of management aimed at eliciting a
  commitment so that behavior is primarily
  self-regulated rather than controlled.
  Organizational relations based on trust.
• Approaches to achieve commitment
• Career ladders and emphasis on trainability
• Functional flexibility
• Reduction of hierarchy, ending of status
  differentails
• Reliance on teams dissemination, structuring
  work, problem solving
• Intrinsic satisfaction via job design
• Permanent employment with temporary workers
• Merit pay and profit sharing
• Involvement in quality management

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Specific HR strategies

• HC management
• High-performance management
• Corporate social responsibility
• Organization development
• Engagement
• Knowledge management
• Resourcing
• Talent management
• Learning and development
• Rewarding
• Employee relations