© 2004 by prentice hall terrie nolinske, ph.d. 1 - 1 1 meeting present and emerging strategic human...
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© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
1 - 1
1Meeting Present and Emerging Strategic Human Resource
Challenges
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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• How can HR influence firm performance?
• How can HR cope with workplace changes and trends?
• What are HR strategies that help a firm achieve competitive
advantage?
Challenges facing HR
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Key HR Challenges for Today’s Managers: Environmental
• Rapid change• Workforce diversity• Globalization• Internet revolution• Legislation• Evolving work and family roles• Skill Shortages • Rise of the service sector
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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• Quality, distinctive capabilities• Decentralization• Downsizing• Organizational restructuring• Self-managed work teams• Small business growth• Technology• Outsourcing
Key HR Challenges for Today’s Managers: Organizational
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Basic assumptions and beliefs shared by members of an organization…
• rules, norms
• behaviors
• philosophy
• dominant values
• feeling or climate
Key HR Challenges for Today’s Managers: Cultural
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Individual Challenges
• Matching People and Organization• Ethical dilemmas • Social responsibility• Productivity• Empowerment• Brain drain• Job insecurity
Key HR Challenges for Today’s Managers: Individual
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Mission Statement: Otis Elevator
Our mission is to:
provide any customer a means
of moving people and things up, down and sideways over short distances with higher reliability than any similar enterprise in
the world.
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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CODE OF ETHICS: As a member of the American Marketing Association, I recognize the significance of my professional conduct and responsibilities to society and to other members of my profession:
1. By acknowledging my accountability to society as a whole as well as to the organization for which I work.
2. By pledging my efforts to assure that all presentations of goods, services, and concepts be made honestly and clearly.
3. By striving to improve marketing knowledge and practice in order to better serve society.
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Code of Ethics (cont’d)
4. By supporting free consumer choice in circumstances that are legal and are consistent with generally accepted community standards.
5. By pledging to use the highest professional standards in my work and in competitive activity.
6. By acknowledging the right of the American Marketing Association, through established procedure, to withdraw my membership if I am found to be in violation of ethical standards of professional conduct.
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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HR Strategy Leads to Improved Organizational Performance
HR Strategies
Organizational Strategies
Organizational Characteristics
Organizational Capabilities
Environments
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Porter’s Differentiation Strategy
• Efficient production
• Explicit job descriptions
• Detailed work planning
• Emphasis on technical skills
• Emphasis on job-specific training
• Emphasis on job-based pay
• Use performance appraisal
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Porter’s Low-cost Leadership Strategy
• Efficient production
• Explicit job descriptions
• Detailed work planning
• Emphasis on qualifications and skills
• Emphasis on job-specific training
• Emphasis on job-based pay
• Use of performance appraisal
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Porter’s Focus Strategy
Low cost Differentiation
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Miles and Snow Defender Strategy -- RECRUITING
• Internal recruitment
• HR makes selection decision
• Emphasis on qualifications and skills
• Formal hiring and socialization
process
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Miles and Snow Prospector Strategy -- RECRUITING
• External recruitment
• Supervisor makes selection decision
• Emphasis on applicant fit with culture
• Informal hiring and socialization
process of new employees
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Miles and Snow Defender Strategy -- Compensation
• Fixed pay
• Job-based pay
• Seniority-based pay
• Centralized pay decisions
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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Miles and Snow Prospector Strategy -- Compensation
• Variable pay
• Individual-based pay
• Performance-based pay
• Decentralized pay decisions
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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LEADERSHIPHow HR can be a Strategic Partner
• Understand styles of leadership
• Display appropriate leadership
• Demonstrate leadership at all levels of performance – team, individual, unit or organization
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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HR must understand…• internal / external customers
• key business disciplines
• business structure, vision, values, goals, strategies, finances
• competitors, products, technology and sources of competitive advantage
KNOWLEDGE OF BUSINESSHow HR can be a Strategic Partner
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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STRATEGIC THINKINGHow HR can be a Strategic Partner
• Understand strategic business planning
• Apply a systematic HR planning process
• Integrate HR systems to build capability and competitive advantage for the firm
• Develop and integrate department strategies within corporate framework
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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PROCESS SKILLSHow HR can be a Strategic Partner
• Know management processes
• Know process skills: consulting, problem solving, evaluation and communication
• Understand organizational development
• Facilitate and manage change
• Manage under uncertainty and instability
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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TECHNOLOGYHow HR can be a Strategic Partner
• Maintain HR documentation using knowledge management and technology
• Build firm’s capability using info systems
• Provide training in use of technology
© 2004 by Prentice Hall Terrie Nolinske, Ph.D.
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3M has a $1 billion budget and staff of 7,000. To speed growth, 3M announced a series of performance objectives for individual business chiefs who before enjoyed much free rein. In addition, 3M introduced specially trained “black belts” to root out inefficiencies in departments. If you were a “black belt”, what would you look for?
Case