kenz SHRM.pptx
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Transcript of kenz SHRM.pptx
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Definition
HR strategies set out what the organization intends to do
about its human resource management policies and
practices, and how they should be integrated with the
business strategy and each other.
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Purpose :
The purpose of HR strategies is to guide development and
implementation programmes.
They provide a means of communicating to all concernedthe intentions of the organization about how its human
resources will be managed.
They enable the organization to measure progress and
evaluate outcomes against objectives.
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Barriers to HR Strategy Though strategic HRM looks convincing and essential,
several barriers operate in the way of organizations taking
to strategic orientation of their HR functions.
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Continue The first barrier is that most organizations
adopt a short-term mentality and focus on
current performance.
The second barrier relates to the inability
of HR executives to think strategically.
They are unable to go beyond their area of
operation.
The third barrier is that most senior
managers lack appreciation for the valueof HR and its ability to contribute to the
organization from strategic perspective.
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A fourth barrier is that some functional managers as well and is
concerned more with technical aspects of their areas of
responsibility than the human aspects.
A fifth barrier to strategic HR is the problem of quantifying many
of the outcomes and benefits if HR programs. It is believed thatmany of the outcomes of HR function are abstractfelt but not
seen.
Finally, strategic HR may be resisted because of the incentives forchange that might arise. Taking a strategic approach to HR may
mean making drastic changes in the firms architecture. Not many
executives are prepared to accept such drastic changes.
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Example:
As in 1980s the competitive environment around the world, it would
have to develop a more transnationals orientation.
Transnational requires developing an international cadre of executiveswho are as compatible working in one culture as in another, and who
have the ability to rise above their ethnic perspectives.
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As a first step towards building such a
team, Colgate began recruiting collegegraduates in 1987 and putting them
through intensive international Training
programmes.
The typical recruit holds an MBA from
a US university, speaks at least one
foreign language, has lived outside the
US, and has strong computer skills andbusiness experience. Over one quarter
of the participants are foreign nationals.
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Colgate does not send foreign-born trainees to their native countries for
their initial jobs. Instead, it is more likely that a French national will
remain in the US, a US national will be send to Germany and British
national will go to Spain.
The foreigners receive the same generous expatriate compensation
packages as the American do, even if they are assigned to their Home
countries.
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