1. Technical and Strategic Human Resources Management
Linking of Corporate Strategy to Functional Strategy

2. Content Chapter One HRM Definitions HRM Model
Strategy: Definitions and Feature
Level of Strategy
Scheme of Strategy Formulation
Chapter Two
Technical of Strategic HRM
SWOT/TOWS HRM

3. Human Resources Management
The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising
Dessler, 2005-
Human resource (HR) management is designing management systems to ensure that human talent is used effectively and efficiently to accomplish organizational goals
-Mathis, 2010-
......

4. HRM Model STRATEGIC HRM TECHNICAL HRM Policies
Organizational Culture: Mission and Vision, Informal Procedures
Organizational Strategies and Structure: Goals, Organizational chart
Current Context
(Political Climate, Gov’t Laws, Economy, etc.)
Review & Evaluation of Human Resource Activities
STRATEGIC HRM
TECHNICAL HRM
Adapted by team MSDM
Performance Management
Plan for Future Human Resource Needs
Recruitment and Selection
Training and Development
Salary, Benefits, Bonus System
Human Resource Functions
Policies

5. Strategy: Definitions and Feature
The word “strategy” is derived from the Greek word “stratçgos”; stratus (meaning army) and “ago” (meaning leading/moving).
Strategy is an action that managers take to attain one or more of the organization’s goals. Strategy can also be defined as “A general direction set for the company and its various components to achieve a desired state in the future. Strategy results from the detailed strategic planning process”.
Strategy deals with long term developments rather than routine operations, i.e. it deals with probability of innovations or new products, new methods of productions, or new markets to be developed in future.
A strategy is all about integrating organizational activities and utilizing and allocating the scarce resources within the organizational environment so as to meet the present objectives.

6. Level of Strategy Corporate Strategy Business Strategy
Functional Strategy
Organization
Product
HRM; Marketing; Finance; Logistic

7. Human Resource Practice Human Resource Capability
Perform
External Audit
Human Resource Practice
Recruitment -Training
Performance management -Labor relation
Employee relation -Job Analysis
Job design -Selection
Development -Pay structure
Icentive -Benefits
Implement
Strategies
Marketing,
Finance,
Accounting, R&D, HRD,
and MIS Issues
Human Resource Needs
Skill
Behaviour
Culture
Develop Vision
and Mission
Statements
Establish
Long-Term
Objectives
Generate,
Evaluate,
and Select
Strategies
Implement
Strategies—
Management
Issues
Human Resource Capability
Skills
Ability
Knowledge
Human Resource Action
Behaviour
Result
(Productivity, absenteism, turnover)
Perform
Internal Audit
Firm Performance
Productivity
Quality
Profitability

8. Human Resource Management Functions1ç
Human Resource Management
Human Resource Development
Compensation
Staffing
Employee and Labor Relations
Safety and Health

9. Strategy and the Basic HR Process
Figure 1–8
© 2005 Prentice Hall Inc. All rights reserved.

10. Changing Roles of HR Management
Strategic
20%
Operational and Employee Advocate
30%
Administrative
50%
Strategic
60%
Operational and Employee advocate
30%
Administrative
10%
HR Transformation
PAST
FUTURE

12. A Model of the Strategic Management Process
Human Resources Management 12e Gary Dessler
A Model of the Strategic Management Process
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

13. Technical of Strategic HRM
GAP ANALYSIS
It’s start with…
VISION
ASSESSMENT
GAP: BASIS FOR
LONG-TERM STRATEGIC PLAN

14. Tools of Strategic Management
QSPM
SWOT Analysis
SPACE
BCG MATRIX
IE MATRIX

15. SWOT Analysis HRM

16. SWOT Analysis
SWOT Analysis is a simple tool for analysing your organisation's Strengths and Weaknesses, and the Opportunities and Threats in the external environment. It helps you build on your strengths, manage threats, and take advantage of new opportunities.
You can brainstorm a SWOT analysis at the beginning of your business plan, or use it to compare your operation to competitors.

17. A SWOT analysis can be used for:
Workshop sessions
Brainstorm meetings
Problem solving
Planning
Product evaluation
Competitor evaluation
Personal Development Planning
Decision making (with force field analysis)

19. INTERNAL’s
PERSPECTIVE
EXTERNAL’s
PERSPECTIVE

20. Question Mark
SWOT vs. TOWS

21. Elements of a SWOT Analysis
Table: SWOT Matrix for strategy formulation ( Source: Koontz, 1993 )

22. Matrix Strategy Based on Organization Positions (SWOT)
Weakness
Strength
Internal Fix-it Quadrant (WO)
Retrenchment
Enhancement
Market Development
Product Development
Vertical Integration
Related Diversification
Future Quadrant (SO)
Penetration
Survival Quadrant (WT)
Unrelated Diversification
Divestiture
Liquidation
Harvesting
External Fix-it Quadrant (ST)
Status Quo
Opportunities
Threats

23. HR FRAMEWORK on SWOT Analysis
Description:
To strategically align all recruitment systems to ensure a TAT.
Philosophy:
We open the door for endless opportunities to team members who are competent and engaged. 1
TALENT MANAGEMENT
Sourcing to Selection
On- Boarding to Retirement
Competency Management
WORKPLACE LEARNING and DEVELOPMENT
Foundation Training
Domain/ Technical Training
Leadership and Management Training 2
Description:
To strategically align business requirements with the required Knowledge, Skills, Habits and Competencies of each team member into a viable and sustainable education programs.
Philosophy:
We sharpen the saw by ensuring that learning has an equivalent ROI.
Business Goals
Description:
To strategically communicate and implement all people- policies and procedures.
Philosophy:
We support a work environment that has industrial harmony and peace.
POLICIES and GOVERNANCE
Statutory Documents and Records
HR Quality Systems and Standards
HR Services
Community Relations 4
PERFORMANCE MANAGEMENT
Career Planning and
Organizational Development
Performance Coaching and Mentoring
Total Rewards System*
*Compensation and Benefits 3
Description:
To architect an infrastructure that will capitalize on performance maximization through a culture of coaching and mentoring.
Philosophy:
We enable managers become inspirational and situational leaders.

24. TALENT MANAGEMENT ASSESS ATTRACT RETAIN SELECT Branding
Description:
To strategically align all recruitment systems to ensure a TAT.
Philosophy:
We open the door for endless opportunities to team members who are competent and engaged.
ATTRACT
Branding
From Referral to Loyalty
“Family” Experience 1
ASSESS
Robust Assessment Program (competencies management)
Targeted Selection
“Family”Experience 2
Business Goals
RETAIN
Inspirational On-Boarding
Retention Programs (Fast-Wins)
Retirement Programs (Longevity) 4
SELECT
Industry Competitive Job-Offer
Shared Responsibility with Operations
“Family”Experience 3

25. WORKPLACE LEARNING AND DEVELOPMENT
Description:
To strategically align business requirements with the required Knowledge, Skills, Habits and Competencies of each team member into a viable and sustainable education programs.
Philosophy:
We sharpen the saw by ensuring that learning has an equivalent ROI.
Trainers’ Bureau
Curriculum Development
FOUNDATION
3 Months (blended learning)
Culture and Values Formation
Basic Communication
Basic Microsoft Suite
Basic Systems program 1
DOMAIN/ TECHNICAL
3 Months (blended learning)
Client- Specific
Certification Process 2
Business Goals
Performance Assessment
and
Succession
Confirmation
MANAGEMENT
TRAINING TRACK
6 to 8 months (blended learning)
Theoretical Preparedness per function
Actual Performance per function
Succession Planning 4
LEADERSHIP and MANAGEMENT
6 to 12 months (blended learning)
Targeted Selection
Interaction Management
Basic Financial Management
Basic HR Management
Certification Process 3
External CCE

26. ORGANIZATIONAL DEVELOPMENT COACHING and MENTORING
PERFORMANCE MANAGEMENT
Description:
To architect an infrastructure that will capitalize on performance maximization through a culture of coaching and mentoring.
Philosophy:
We enable managers become inspirational and situational leaders.
CAREER PLANNING
Job Evaluation
Job Grading
Career Maps (lateral, vertical, etc.) 1
ORGANIZATIONAL DEVELOPMENT
Benchmarking of HR Best Practices
HR Systems alignment and innovation
Best Employer distinction 2
Business Goals
TOTAL REWARDS
Benchmarking of industry Salary and Benefits Structure 4
COACHING and MENTORING
Culture building of coaches and mentors
Performance Maximization through Motivation and Accountability 3

27. POLICIES and GOVERNANCE
Description:
To strategically communicate and implement all people- policies and procedures.
Philosophy:
We support a work environment that has industrial harmony and peace.
EMPLOYEE DISCIPLINE
ER/ IR Education
Reformation Enablers 1
STATUTORY RECORDS
Electronic and Hard copies
Active and Alumni Employees
Processing of statutory requirements 2
Business Goals
COMMUNITY RELATIONS
Government and Private Institutions
CSR Activities 4
HR SERVICES
Employee Activities
Employee Grievances
Surveys and FGDs 3

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