hrm 1 strategy

Human Resource Management

Building Bridgesbetween

The Company & Person

HRM creates Commitment Match ‘Click’ Flow ‘Fit’ Synergy Shared Value’sbetween Company & Person

> Result: Quality & Quantity & Advantage

Business and Trends: Economical

EU Global world Asia China Resources Russia Africa South-America Pension Worldwide

companies ‘Virtual’

workforce

Taxes Subsidies Immigration International Companies Law / legislation Infrastructure Share holders Environment Global alliances Service economy

Business and TrendsTechnological

ICT Genetics Mobile tel. Computer Proc. Technology Global Warming Ecological

disturbance Natural resources

CD/DVD Laser Logistics Scale enlargement Media R & D Internet Knowledge economy Short product life

cycle

Business and TrendsSocial & Political

Globalization Islam Feminism Changing Value’s Media Health Spirituality Individualism Intercultural Divorces Aging Working at home

Secularization Crime Education Art / Theater War on Terror Fugitives/

foreigners Multi-cultural Stress / Burn-out Safety Home at work ‘Mixed’ families

Business innovations

Mission & Targets & Strategy

Product Process / Cost & Quality Service Market Organizational ‘Mixed Grill’

Employee ‘Innovations’ Higher education Multicultural Autonomy / democracy Migration More women Feminizing Mixed value’s Permanent education / coaching Spirituality

Organization > ‘Organizing’ External: O & T > ‘Fit’

- Economical / EU- Technological / Internet- Social-Political / Intercultural

Internal: S & W > ‘Fit’- Strategy; Product & Market- Structure & processes; BPR- Culture; customer oriented

Doing the right thing in the right way creative

The new ways of organising ‘Atomic’ (Ryf, 1993) Flexible (Volberda, 1998) Fractal (Warnecke,1993) Individualised (Ghoshal and Bartlett,1998) Cellular (Miles, 1997) Network ( Sydow, 2000) Post-modern (Clegg, 1990) Post-bureaucratic (Heckscher, 1994) Virtual (Davodow and Malone, 1993) Project oriented Informal

HRM & Trends‘ever changing matches’

New missions & visions New organizations, products, processes,

markets New insights New skills New attitudes New value’s New leaderships>>> new ‘matches’

Change &Development

Separation &outplacement

PerformanceManagement

Recruitment &Selection

Strategic HRM planning

HRM concepts & tools

Change &Development

Separation &outplacement

PerformanceManagement

Recruitment &Selection

Strategic HRM planningMission

External fitStrategic fit

Organizational fitInternal & cultural fit

SWOT analysisKnowledge & competence management

Strategic HR policy & planningLabor market

HRM concepts & tools

Strategic HRM planning

Actual strategy

A. InternalS & W

B. ExternalO & T

Evaluation

Creative alternatives

Critical choices

Implementation

Strategic HRMConcepts and Instruments

Mission statement SWOT analysis HRM planning Quality planning (skills / talent) Quantity planning Knowledge management Innovation & Change management ‘Place’ within the company

HRM TRENDS Competence management E-HRM Assessment Coaching Performance management PDP / Self-management Health / Safety / Well-being Learning organization Flexibility Staff > Management Stress-management Workforce diversity

THE HUMAN RESOURCE MANAGEMENT PROCES

THE RIGHT PERSONAT THE RIGHT TIME

FOR THE RIGHT JOBDOING THE RIGHT THING

THE RIGHT WAY

GETTING & KEEPING & DEVELOPING HUMAN TALENT

TUNING: ORGANIZATIONS OBJECTIVES <-->

HUMAN NEEDS / MOTIVES

MATCHING ------> FIT IN !!!

“MANAGING THE ICEBERG”