1. The Strategic Contribution of HRM Nicola Broadbent - National Express Natalie Edworthy - EMR Samantha Ho - Experian QAS Dinah Regan - BPIF

2. Objectives of Presentation How can the HR function contribute to organisational strategy? How can the HR function work effectively with line managers in the achievement of organisational goals?

3. What is Strategic HRM?

4. How can HR contribute towards the organisational strategy? Developing HR strategies which support the business – Board presence Understanding of business via environmental scanning of the internal and external environment the organisation operates within – pro-active rather then reactive Financial Management Information – turnover/absence Transformational activities – agents of change management Areas of expertise – employment law, reward, learning and development, performance management, recruitment, policy

5. AMO model For people to perform better organisations must ensure that employees: Ability – have the ability and necessary knowledge and skills Motivation – be motivated to work and want to do it well Opportunity – be given the opportunity to deploy their skills (Purcell et al, 2003)

6. Strategy Map ViabilityCompetitive Advantage Business Goals: Employer of choice Profit Corporate Social Responsibility Product / Service Development / Differentiation Growth market share Cost reduction Capable People Performance And their actionsRelevant non-HR resources: Abilityfinance, technology, brands Motivation Opportunity to Participate People Management:Relevant management: Recruitment & Selectionprocesses e.g. Marketing, Finance, Learning & Developmentoperations Performance Management / Appraisals Reward & Recognition practices Employee engagement / Well-being

7. Cost Implications Cost of initiative: training, consultation, implementation = £28,800 Cost of absence per year = £2,500,000 Saving ££££

8. How can HR work effectively with line managers help achieve organisational objectives? Collaboration with line managers rather then be an ‘obstructive’ function – must involve, consult with key stakeholders within business from outset – buy in is key to the success of HR initiative. HR must have an understanding of the strategic intentions of business and climate it operates within so it can respond to its needs and be aware of challenges/pressures – closer to the business – less remote. Training for front line managers to ensure effective and consistent implementation of HR policies/practices Coaching on area of expertise – employment law/best practice for employee relation issues to mitigate business risks – equip tools/knowledge – Critical friend to line managers. Management information – demonstrate benefits/impact i.e. turnover & absence – Line managers respond to hard facts! Cost implications/ benefits/balance

9. Thinking Performer - CIPD (2008) Wish-list DreamerThinking Performer Lifetime liabilityAutomated bureaucrat High Low Effectiveness HighEfficiency

10. Any Questions?