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Human Resource Development Strategy and Tactics

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Human Resource Development Strategy and Tactics BUS 314 * Lecture 1- chapter 1 The Strategic Importance of HRD Why study HRD Why people are important Provide ... – PowerPoint PPT presentation

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Title: Human Resource Development Strategy and Tactics


1
Human Resource DevelopmentStrategy and Tactics
  • BUS 314

2
(No Transcript)
3
Lecture 1- chapter 1The Strategic Importance of
HRD
  • Why study HRD
  • Why people are important
  • Provide critically important inputs ideas for
    innovation, quality, and continuous improvement
  • Investment on Human capital is as important as
    investment on financial capital
  • Skills base competition What makes a firm become
    high-performing?
  • Quality cannot be copied
  • Knowledge workers and smart workers

4
Change in Human Resource Management
5
Paradigms of the Modern Business Environment
6
Definition of Strategy and Importance of HR
  • Strategy is concerned with long term planning
    and implementation for the organization.
  • HRD should form part of this planning process.
  • Strategy is about
  • Satisfying customers
  • Making the best use of limited resources
  • Developing superior capabilities
  • Importance of HRD
  • Strategy is devised by human imagination and
    planning
  • Dependent upon humans who manage change process
  • HR capabilities are a source of advantage
  • Complex human skills that cannot be bought or
    copied

7
Strategic HRD and HR audit
  • Downsizing
  • Getting more for less OR quick-fix and cut-costs
    with re-engineering
  • Lean, strong, and fast vs security,
    commitment, disruption
  • Reducing number of management hierarchy levels
  • Flatter hierarchical structures
  • More visible and accountable managerial
    contributions
  • Empower operators for process and productivity
    improvements
  • From simply doing to opportunities for improving
  • Managers role from policing to facilitating
  • From US-vs-THEM to communication, motivation,
    leadership
  • Organizational Learning
  • Learning organization and organizational learning

8
Emergence of strategic HRD
  • Responsibility and individual control
  • Training
  • Lean Management structure
  • Harmony between workers and managers horizontally
    and vertically
  • Organizations core competence
  • Pushing decision-making down
  • Experimentation and risk-taking
  • Performance-based bonus system
  • Fostering two-way loyalty
  • Egalitarian atmosphere

9
The Strategic HRD
10
Elements of Strategic HRD
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