Post on 06-Apr-2018
transcript
8/3/2019 hrd ppt G-3
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CHANGING ENVIRONMENT
y Is change taking place?
y What are these changes?
y What is the significance of these changes?
8/3/2019 hrd ppt G-3
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CHANGING BUSINESS
ENVIRONMENT
GLOBALIZATION
MARKETCHANGES
LIBERALIZATION
TECHNOLOGICALCHANGES
8/3/2019 hrd ppt G-3
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Broadly Classified in three categories
Portfolio related
Process related
Structure related
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Portfolio related strategic
responsesy Mergers, acquisition and takeovers
y Demergers
y Diversificationy Share buyback
y Disinvestment
y Joint ventures
y Strategic alliances/ Collaborations
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Process related strategic responsesy Quality strategies
y International quality
y
Certification programmesy Just in-time inventory
y Benchmarking
y Building core competence
y Setting vision & mission
y Cost & asset utilization strategies
y Technological up gradation & indigenization
y Information Technology
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Structure related strategic
responsesy Strategic Business units
y Matrix structure
y Delayring/Flat organisational structures
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Alignment b/w strategic responses of Orgs & SHRD
I. Portfolio related Strategic responses & SHRD systemMergers, Acquisitions, Takeovers, and SHRD
Effect on
- The success of any merger hinges on HR system, not on businessstrategies - Hamilton
- Notes from Business Week (1985) & Purcell (1994)
- If M & A ought to succeed they must depend on the people.
Changes in Orgstructures
Attitudes fromthe perspectiveof acquired firm
Reaction afterthe
announcement
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II. Process related Strategic Responses and SHRDTQM, JIT, and SHRD
- Successful implementation of TQM, JIT depends on
- shared responsibility, commitment, rewards- Information sharing with employees on profit, productivity etc.- Employee involvement as a way of life- Job Security as a key consideration in all decisionsHelipern & NadlerTeam effectiveness, training, effective communication, rewardsare important tools for organization in moving towards TQM
III. Structure Related Strategic Responses and SHRDOrganizational structure is determined by the integration of
- The structure- Technology better the integration, higher the- Human Resources performance
8/3/2019 hrd ppt G-3
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HRD: A Strategic Perspective
y Understanding the concept Strategy
Wh y do you think that strategic management isso relevant in todays business context?
- Integration of business strategy with HR strategy - Acknowledging the importance of employees in an organization
Wh y??? Employees influence on
- Rapid rate of business change
- High uncertainty - Increasing competitive pressures- Rapid technological changes
- Increasing multinational competition andcollaboration
Profitability Flexibility
SurvivalCompetitiveness
Adaptability
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HR for a Competitive Advantage
y 5 major components of HR M to achieve CA
y
- Perceiving workforce as strategic advantage not just as CTC
PorterHR M can attain CA bya) lowering costs service
differentiationb) increasing sources of
production
c) service differentiation
Snell and Dean
- Investment in humancapital can help in attainingCA
CultureOrganization StructurePerformanceManagementResourcingCommunications andCorporate Responsibilities
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Golden and Ramanujam(1985)
4 level model
Administrative linkage
One-way linkage
Two-way linkage
Integrative linkage
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Linking HRD with Strategic Business PlanningBUSINESS PLANNING STEPS HR PLANNING STEPS
Starting pt. Mission stm
Macro-env. Analysis
Macro-resource analysis
Key business assumptions
Business implications
Critical business issues
Strategy development & evaluation
Approval
Stm of business thrust
HR env. Analysis
HR resource analysis
HR assumptions
HR implications
Critical HR issues
HR strategies & evaluation for inclusionin strategic business plan
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HRD & life Cycle of Organization
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Org. stages & HR management need
Stage 3 : CONTROL
Competition for resources, increaseproductivity , investments
Cost ctrl HR activities, IT tools used toanalysis cost
Stage 2 : GROWTH
Dynamic growth, technical specialization,professional mgmt
Advanced recruiting, training, socializationprogrammesto adapt new emp to org.
Stage 1 : STARTUP
Entrepereneurship, founder mgmt, ltdproducts & mkts
Recruiting to find key people, basiccompensation & admin system
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Stage 5 : FELEXIBILITY Adapatability, collabarative team work,functional areas , multiple products &
markets
Highly developed monitoring & scanningcapablility, felexibilty to mktss & env. needs
Stage 4 : INTERGRATION
Diversification, decentralisation, productgroups & divisions, prj mgmt
HR components, planning & org.development