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Human Resources Management IIA Chpt.11 - People Strategies
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Human Resource Planning, Strategic HRM, and Levels of Strategy Affecting HRM are covered in this chapter.
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Human Resources Management IIA by ProfessorBurgerQueenPeople Strategies
- Strategy is a deliberate choice to take a course of action. It focuses on significant
long-term goals rather than day-to-day operations
- Strategic thinking is based on rational decision making, taking into account the
competitive and financial pressures on an organisation and its available resources
- Human Resource Planning (HRP) is a process that anticipates and maps out
the consequences of business strategy on the organisation’s HR requirements.
This is reflected in the planning of skill and competence needs as well as the
total headcount.
- HRP should serve as a link between HRM and the overall strategic plan of an
organisation
Strategy Formulation Process
1. Strategic analysis - vision, mission, values, and external and internal analysis
2. Strategic choice - long-term objectives, and strategy options
3. Implementation - structure, culture
- Strategic HRM is a framework for aligning human capital with the goals of an
organisation. It focuses on maximising the potential of its workforce through
strategic planning, talent management, leadership development, organisational
design, and performance management.
Strategic HRM
- Long-term perspective
- Concerned with issues such as corporate culture and individual career development
and availability of suitable people
- Incorporates redundancy and recruitment planning
Boxall, 1996, the emphasis on internal resources of an organisation as a competitive
advantage
- Value - must add value to the organisations activities
- Rarity - they must be rare and unique
- Non-substitutable - they cannot be replaced by technology
Barriers to Strategic HRM
- Absence of written strategies
- Strategies evolving too quickly or too slowly
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