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Samenvatting Strategic HR

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Volledige samenvatting Strategic HR (combinatie van notities en ppt's)

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  • 22 août 2022
  • 21
  • 2021/2022
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Quelques exemples de cette série de questions pratiques

1.

Performance Management

Réponse: All the activities that contribute to maximizing the performance of all employees towards the business/ organizations objectives

2.

Leadership

Réponse: An organisation\'s capacity to build future leaders

3.

5 things for upgrading quality of leadership

Réponse: Build the business case for leadership Define leadership effectiveness from outside-in Assess leaders Invest in leadership Measure leadership

4.

Kirkpatrick\'s scale to measure leadership

Réponse: Attitude Knowledge Behaviour Results

5.

Stakeholder management

Réponse: Build alliance between several stakeholders whose interests converge with those of the company, to counter antagonistic stakeholders and to escape from a bilateral relationship in favor of a multilateral one

6.

Evolution in HR

Réponse: 1900 - 1980 : Administrator to HR specialist 1980 - 2000: HR at the table 2000 - 2010: Outsourcing - downsizing 2010 - 2025: Strategic leader

7.

3 trends that frame the roles & skills of HR profesionals going forward

Réponse: 20-60-20 level of contribution to the business Strategically unnecessary HR activities will be eliminated HR careers in the business

8.

4 domains of HR investments

Réponse: HR department HR practices HR analytics HR in people

9.

HR business context

Réponse: Serving customers Meeting deadlines Making profits Leveraging technology Satisfying investors

10.

7 categories of stakeholders

Réponse: Internal VS External Formal VS Informal Voluntary VS Involuntary Primary VS Secondary Strategic VS Moral Active VS Potential Affecte by the company VS Those who affect the company

STRATEGIC HR
Module 1: Definition and evolution
1. Evolution: HR in history
4 industrial revolutions:
- Water and steel were power sources
- 1800: mass production: first use electronic power
people wanted to be paid
salaries = basic of HR
- 1960: electronics & IT
- 2000: global scale & everything is going faster

1980-2000  HR at the table= decision power of HR grows

2000-2010 Outsourcing and downsizing
Outsourcing = using help, outside the organization, for some situations
 Why would you do this?
if that person is good in that part that needs to be done for the
organization
VB: outside supplier who does the payroll of an organization

Downsizing= Lowering the number of employees
 WHY?
to save moneys
automation makes everything easier (employees aren’t needed
anymore)

2010-2015  Strategic leader
“Working more strategically”
= working more efficiently and increasing results

Strategic goal= strategy of an organization will have impact on strategic HR
 Linked to strategy of organization

2. Definition of HR
HR= the attainment of organizational goals in an effective and efficient manner
through planning, organizing, leading and controlling HR, while respecting the
reciprocal relationship between individual and organization

3. Definition of strategic HR
Each of the definitions in the ppt are showing an element of strategic HR

Important elements HR:
 Partner in organizational success  If HR is strategic, they have to think with
the business of the organization as a partner
 Interacting with other departments  necessary to know how the
departments are linked to each other and also to the strategy

Pagina 1 van 21

, By utilizing the talent and opportunity within HR to make other departments
stronger and more effective




Strategic HRM= an approach that defines how the organization’s goals will be
achieved in the context, through people, by means of integrated HR strategies,
policies and practices

Practice  how to behave people
Policy rules written down (FORMAL)

A) Partner in organizational success
 Strategic fit: HR practices and policies are linked to organizational strategy
 Strategic flexibility: other dimension, the ability of the firm to respond and
adapt to changes in its competitive environment
 VUCA: to describe the context of an organization, we need to be
flexible to adapt the changes in our environment as an organization
Volatility – Uncertainty – Complexity – Ambiguity

B) Outside-in perspective: we are aware as HR people what is going on
outside the organization
C) Connected mindset  “who are important stakeholders”

4. Connecting with stakeholders




Internal VS External stakeholders


Module 2: How can HR add
value
1. Building a future strategic HR

 Evolutions in HR = waves to go outside- in HR



Pagina 2 van 21

, Wave 1: managing processes, terms and conditions (list of rules, anything to do
with your labour contract) , labour contracts
 5 elements needed in labour contract:
 Salary
 Type of contract
 Period of working
 List of tasks or title job
 Location

Wave 2: shift to a set of HR practices  focus on staffing, training,
compensation & how to do it in an effective way
 HR practice VS HR policy:
 HR practice = how people behave
 HR policy = Written down

Wave 3: connection of these practices to business success through HR strategy
Wave 4: next step  use the HR practice to respond to external business
conditions

“Outside perspective”
 Players outside field of an organisation:
 Customers
 Investors
 Communities
 Government agencies

 HR must understand:
 How administration works
 How the practices work
 How it is linked to the strategy
 Connect it all to the outside world

2. How can HR add value?
 HR should add value: connected to business and business context
 Value is defined by the receiver more than by the giver

Questions about strategy and business  for the board
Questions about basics  for the HR person
 As HR you add value to the employee
by responding on his answer

Looking at HR from outside-in = looking at
HR not from the perspective of what we do
BUT what we create for other people

HR so that …
Focus on the outcome of the work


Pagina 3 van 21

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