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CHAPTER 3: STRATEGIC PLANNING Copyright © 2005 South-Western. All rights reserved.
CHAPTER 3:
STRATEGIC PLANNING
Copyright © 2005 South-Western. All rights reserved.
Copyright © 2005 South-Western. All rights reserved. 1–2
Strategic ManagementStrategic ManagementStrategic ManagementStrategic Management
• Strategic Strategic Human ResourceHuman Resource Management Management– Involves aligning initiatives involving how people are Involves aligning initiatives involving how people are
managed with organizational mission and objectivesmanaged with organizational mission and objectives
• Strategic Management ProcessStrategic Management Process– Determining what needs to be done to achieve corporate Determining what needs to be done to achieve corporate
objectives, often over 3 - 5 yearsobjectives, often over 3 - 5 years– Examining organization and competitive environmentExamining organization and competitive environment– Establishing optimal Establishing optimal fitfit between organization and its between organization and its
environment environment – Reviewing and revising strategic planReviewing and revising strategic plan
• Strategic Strategic Human ResourceHuman Resource Management Management– Involves aligning initiatives involving how people are Involves aligning initiatives involving how people are
managed with organizational mission and objectivesmanaged with organizational mission and objectives
• Strategic Management ProcessStrategic Management Process– Determining what needs to be done to achieve corporate Determining what needs to be done to achieve corporate
objectives, often over 3 - 5 yearsobjectives, often over 3 - 5 years– Examining organization and competitive environmentExamining organization and competitive environment– Establishing optimal Establishing optimal fitfit between organization and its between organization and its
environment environment – Reviewing and revising strategic planReviewing and revising strategic plan
Copyright © 2005 South-Western. All rights reserved. 1–3
Models of StrategyModels of StrategyModels of StrategyModels of Strategy
• Industrial Organization (I/O) ModelIndustrial Organization (I/O) Model– External environment is primary determinant of organizational External environment is primary determinant of organizational
strategy rather than internal decisions of managersstrategy rather than internal decisions of managers– Environment presents threats and opportunitiesEnvironment presents threats and opportunities– All competing organizations control or have equal access to All competing organizations control or have equal access to
resourcesresources– Resources are highly mobile between firmsResources are highly mobile between firms– Organizational success is achieved by: Organizational success is achieved by:
• Offering goods and services at lower costs than Offering goods and services at lower costs than competitors competitors
• Differentiating products to bring premium pricesDifferentiating products to bring premium prices
• Industrial Organization (I/O) ModelIndustrial Organization (I/O) Model– External environment is primary determinant of organizational External environment is primary determinant of organizational
strategy rather than internal decisions of managersstrategy rather than internal decisions of managers– Environment presents threats and opportunitiesEnvironment presents threats and opportunities– All competing organizations control or have equal access to All competing organizations control or have equal access to
resourcesresources– Resources are highly mobile between firmsResources are highly mobile between firms– Organizational success is achieved by: Organizational success is achieved by:
• Offering goods and services at lower costs than Offering goods and services at lower costs than competitors competitors
• Differentiating products to bring premium pricesDifferentiating products to bring premium prices
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Models of StrategyModels of StrategyModels of StrategyModels of Strategy
• Resource-Based View (RBV)Resource-Based View (RBV)–An organization’s resources and capabilities, not external An organization’s resources and capabilities, not external environmental conditions, should be basis for strategic decisionsenvironmental conditions, should be basis for strategic decisions
–Competitive advantage is gained through acquisition and value Competitive advantage is gained through acquisition and value of organizational resourcesof organizational resources
–Organizations can identify, locate and acquire key valuable Organizations can identify, locate and acquire key valuable resourcesresources
–Resources are not highly mobile across organizations, and Resources are not highly mobile across organizations, and once acquired are retainedonce acquired are retained
–Valuable resources are costly to imitate and non-substitutableValuable resources are costly to imitate and non-substitutable
• Resource-Based View (RBV)Resource-Based View (RBV)–An organization’s resources and capabilities, not external An organization’s resources and capabilities, not external environmental conditions, should be basis for strategic decisionsenvironmental conditions, should be basis for strategic decisions
–Competitive advantage is gained through acquisition and value Competitive advantage is gained through acquisition and value of organizational resourcesof organizational resources
–Organizations can identify, locate and acquire key valuable Organizations can identify, locate and acquire key valuable resourcesresources
–Resources are not highly mobile across organizations, and Resources are not highly mobile across organizations, and once acquired are retainedonce acquired are retained
–Valuable resources are costly to imitate and non-substitutableValuable resources are costly to imitate and non-substitutable
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Contrasting the Two ApproachesContrasting the Two ApproachesContrasting the Two ApproachesContrasting the Two Approaches
• Research provides support for both Research provides support for both positionspositions
• What drives strategy?What drives strategy?– I/O: External considerationsI/O: External considerations– RBV: Internal considerationsRBV: Internal considerations
• I/O: Strategy drives resource acquisitionI/O: Strategy drives resource acquisition
• RBV: Strategy determined by resourcesRBV: Strategy determined by resources
• Research provides support for both Research provides support for both positionspositions
• What drives strategy?What drives strategy?– I/O: External considerationsI/O: External considerations– RBV: Internal considerationsRBV: Internal considerations
• I/O: Strategy drives resource acquisitionI/O: Strategy drives resource acquisition
• RBV: Strategy determined by resourcesRBV: Strategy determined by resources
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The Process of Strategic The Process of Strategic ManagementManagement
The Process of Strategic The Process of Strategic ManagementManagement
• Mission statementMission statement
• Environmental analysisEnvironmental analysis
• Organizational self-assessmentOrganizational self-assessment
• Establishing goals and objectivesEstablishing goals and objectives
• Mission statementMission statement
• Environmental analysisEnvironmental analysis
• Organizational self-assessmentOrganizational self-assessment
• Establishing goals and objectivesEstablishing goals and objectives
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Exhibit 3-1Exhibit 3-1
Process of Strategic ManagementProcess of Strategic ManagementExhibit 3-1Exhibit 3-1
Process of Strategic ManagementProcess of Strategic Management
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Mission StatementMission StatementMission StatementMission Statement
• Explains purpose and reason for existenceExplains purpose and reason for existence
• Usually very broadUsually very broad
• No more than a couple of sentencesNo more than a couple of sentences
• Serves as foundation for everything Serves as foundation for everything organization doesorganization does
• Explains purpose and reason for existenceExplains purpose and reason for existence
• Usually very broadUsually very broad
• No more than a couple of sentencesNo more than a couple of sentences
• Serves as foundation for everything Serves as foundation for everything organization doesorganization does
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Analysis of EnvironmentAnalysis of EnvironmentAnalysis of EnvironmentAnalysis of Environment
• Critical components of external Critical components of external environmentenvironment– CompetitionCompetition– Industry structureIndustry structure– Government regulationsGovernment regulations– TechnologyTechnology– Market trendsMarket trends– Economic tendsEconomic tends
• Critical components of external Critical components of external environmentenvironment– CompetitionCompetition– Industry structureIndustry structure– Government regulationsGovernment regulations– TechnologyTechnology– Market trendsMarket trends– Economic tendsEconomic tends
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Organization Self-AssessmentOrganization Self-AssessmentOrganization Self-AssessmentOrganization Self-Assessment
• Identify primary strengths and weaknessesIdentify primary strengths and weaknesses
• Find ways to capitalize on strengthsFind ways to capitalize on strengths
• Find ways to improve or minimize Find ways to improve or minimize weaknessesweaknesses
• Examine resourcesExamine resources– PhysicalPhysical– HumanHuman– TechnologicalTechnological– CapitalCapital
• Identify primary strengths and weaknessesIdentify primary strengths and weaknesses
• Find ways to capitalize on strengthsFind ways to capitalize on strengths
• Find ways to improve or minimize Find ways to improve or minimize weaknessesweaknesses
• Examine resourcesExamine resources– PhysicalPhysical– HumanHuman– TechnologicalTechnological– CapitalCapital
Copyright © 2005 South-Western. All rights reserved. 1–11
Organization Self-AssessmentOrganization Self-AssessmentOrganization Self-AssessmentOrganization Self-Assessment
• Examine internal management systemsExamine internal management systems– CultureCulture– Organization structureOrganization structure– Power dynamics and policyPower dynamics and policy– Decision-making processesDecision-making processes– Past strategy and performancePast strategy and performance– Work systemsWork systems
• Examine internal management systemsExamine internal management systems– CultureCulture– Organization structureOrganization structure– Power dynamics and policyPower dynamics and policy– Decision-making processesDecision-making processes– Past strategy and performancePast strategy and performance– Work systemsWork systems
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Establishing Goals & ObjectivesEstablishing Goals & ObjectivesEstablishing Goals & ObjectivesEstablishing Goals & Objectives
• Goals should be:Goals should be:– SpecificSpecific– MeasurableMeasurable– FlexibleFlexible
• Goals should be:Goals should be:– SpecificSpecific– MeasurableMeasurable– FlexibleFlexible
Copyright © 2005 South-Western. All rights reserved. 1–13
Corporate Strategies: Corporate Strategies: StabilityStabilityCorporate Strategies: Corporate Strategies: StabilityStability
• Maintaining status quo due to limited Maintaining status quo due to limited environmental opportunities for gaining environmental opportunities for gaining competitive advantagecompetitive advantage
• Few employees will have opportunities for Few employees will have opportunities for advancementadvancement
• Critical that management identify key Critical that management identify key employees and develop specific HR employees and develop specific HR retention strategies to keep themretention strategies to keep them
• Maintaining status quo due to limited Maintaining status quo due to limited environmental opportunities for gaining environmental opportunities for gaining competitive advantagecompetitive advantage
• Few employees will have opportunities for Few employees will have opportunities for advancementadvancement
• Critical that management identify key Critical that management identify key employees and develop specific HR employees and develop specific HR retention strategies to keep themretention strategies to keep them
Copyright © 2005 South-Western. All rights reserved. 1–14
Corporate Strategies:Corporate Strategies:TurnaroundTurnaround or or RetrenchmentRetrenchment
Corporate Strategies:Corporate Strategies:TurnaroundTurnaround or or RetrenchmentRetrenchment
• Downsizing or streamlining organization in Downsizing or streamlining organization in cost-cutting attempt to adjust to competitive cost-cutting attempt to adjust to competitive environmentenvironment
• Few opportunities and many environmental Few opportunities and many environmental threatsthreats
• Important to develop HR practices to Important to develop HR practices to manage “survivors”manage “survivors”
• Downsizing or streamlining organization in Downsizing or streamlining organization in cost-cutting attempt to adjust to competitive cost-cutting attempt to adjust to competitive environmentenvironment
• Few opportunities and many environmental Few opportunities and many environmental threatsthreats
• Important to develop HR practices to Important to develop HR practices to manage “survivors”manage “survivors”
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Business Unit Strategies: Business Unit Strategies: Cost Cost LeadershipLeadership
Business Unit Strategies: Business Unit Strategies: Cost Cost LeadershipLeadership
• Increases in efficiency and cutting of costs, then passing Increases in efficiency and cutting of costs, then passing savings to consumersavings to consumer
• Assumes price elasticity in demand for products or services Assumes price elasticity in demand for products or services is highis high
• Assumes that customers are more price sensitive than Assumes that customers are more price sensitive than brand loyalbrand loyal
• HR strategy focuses on short-term performance measures HR strategy focuses on short-term performance measures of results and promoting efficiency through job of results and promoting efficiency through job specialization and cross-trainingspecialization and cross-training
• Increases in efficiency and cutting of costs, then passing Increases in efficiency and cutting of costs, then passing savings to consumersavings to consumer
• Assumes price elasticity in demand for products or services Assumes price elasticity in demand for products or services is highis high
• Assumes that customers are more price sensitive than Assumes that customers are more price sensitive than brand loyalbrand loyal
• HR strategy focuses on short-term performance measures HR strategy focuses on short-term performance measures of results and promoting efficiency through job of results and promoting efficiency through job specialization and cross-trainingspecialization and cross-training
Copyright © 2005 South-Western. All rights reserved. 1–16
Business Unit Strategies: Business Unit Strategies: DifferentiationDifferentiation
Business Unit Strategies: Business Unit Strategies: DifferentiationDifferentiation
• In order to demand a premium price from consumers In order to demand a premium price from consumers – Attempting to distinguish organizational products or services from other Attempting to distinguish organizational products or services from other
competitors or competitors or – Creating Creating perception perception of differenceof difference
• Organization offers employees incentives and Organization offers employees incentives and compensation for creativitycompensation for creativity
• HR strategy focuses on external hiring of unique HR strategy focuses on external hiring of unique individuals, and on retaining creative employeesindividuals, and on retaining creative employees
• In order to demand a premium price from consumers In order to demand a premium price from consumers – Attempting to distinguish organizational products or services from other Attempting to distinguish organizational products or services from other
competitors or competitors or – Creating Creating perception perception of differenceof difference
• Organization offers employees incentives and Organization offers employees incentives and compensation for creativitycompensation for creativity
• HR strategy focuses on external hiring of unique HR strategy focuses on external hiring of unique individuals, and on retaining creative employeesindividuals, and on retaining creative employees
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Business Unit Strategies: Business Unit Strategies: FocusFocusBusiness Unit Strategies: Business Unit Strategies: FocusFocus
• Business attempts to satisfy needs of only a particular Business attempts to satisfy needs of only a particular group or narrow market segment (niche)group or narrow market segment (niche)
• Strategic intent is to gain consumer loyalty of neglected Strategic intent is to gain consumer loyalty of neglected groups of consumersgroups of consumers
• Strategic HR issue is ensuring employee awareness of Strategic HR issue is ensuring employee awareness of uniqueness of market segmentuniqueness of market segment
– Thorough employee training and focus on customer satisfaction are Thorough employee training and focus on customer satisfaction are critical factorscritical factors
– Hiring members of target segment who are empathetic to customers in Hiring members of target segment who are empathetic to customers in target segmenttarget segment
• Business attempts to satisfy needs of only a particular Business attempts to satisfy needs of only a particular group or narrow market segment (niche)group or narrow market segment (niche)
• Strategic intent is to gain consumer loyalty of neglected Strategic intent is to gain consumer loyalty of neglected groups of consumersgroups of consumers
• Strategic HR issue is ensuring employee awareness of Strategic HR issue is ensuring employee awareness of uniqueness of market segmentuniqueness of market segment
– Thorough employee training and focus on customer satisfaction are Thorough employee training and focus on customer satisfaction are critical factorscritical factors
– Hiring members of target segment who are empathetic to customers in Hiring members of target segment who are empathetic to customers in target segmenttarget segment
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Exhibit 3-3 (page 1) Exhibit 3-3 (page 1)
Dyer & Holder’s Typology of Dyer & Holder’s Typology of StrategiesStrategies
Exhibit 3-3 (page 1) Exhibit 3-3 (page 1)
Dyer & Holder’s Typology of Dyer & Holder’s Typology of StrategiesStrategies
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Exhibit 3-3 (page 2) Exhibit 3-3 (page 2)
Dyer & Holder’s Typology of Dyer & Holder’s Typology of StrategiesStrategies
Exhibit 3-3 (page 2) Exhibit 3-3 (page 2)
Dyer & Holder’s Typology of Dyer & Holder’s Typology of StrategiesStrategies
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Benefits of a Strategic Approach to Benefits of a Strategic Approach to HRHR
Benefits of a Strategic Approach to Benefits of a Strategic Approach to HRHR
• Facilitates development of high-quality workforce Facilitates development of high-quality workforce through focus on types of people and skills neededthrough focus on types of people and skills needed
• Facilitates cost-effective utilization of labor, Facilitates cost-effective utilization of labor, particularly in service industries where labor is particularly in service industries where labor is generally greatest costgenerally greatest cost
• Facilitates planning and assessment of Facilitates planning and assessment of environmental uncertainty, and adaptation of environmental uncertainty, and adaptation of organization to external forcesorganization to external forces
• Facilitates development of high-quality workforce Facilitates development of high-quality workforce through focus on types of people and skills neededthrough focus on types of people and skills needed
• Facilitates cost-effective utilization of labor, Facilitates cost-effective utilization of labor, particularly in service industries where labor is particularly in service industries where labor is generally greatest costgenerally greatest cost
• Facilitates planning and assessment of Facilitates planning and assessment of environmental uncertainty, and adaptation of environmental uncertainty, and adaptation of organization to external forcesorganization to external forces
Copyright © 2005 South-Western. All rights reserved. 1–21
Reading 3.1 (Wright, Dunford, & Snell)Reading 3.1 (Wright, Dunford, & Snell) Human Resources & Resource Based Human Resources & Resource Based
ViewView
Reading 3.1 (Wright, Dunford, & Snell)Reading 3.1 (Wright, Dunford, & Snell) Human Resources & Resource Based Human Resources & Resource Based
ViewView
• ““People management systems” People management systems” constructconstruct– Not all competitive advantage begins with Not all competitive advantage begins with
people management systemspeople management systems– These systems create value to the extent that These systems create value to the extent that
they impact stock, flow, and change of they impact stock, flow, and change of intellectual capital/knowledgeintellectual capital/knowledge
– Basis of core competenciesBasis of core competencies
• ““People management systems” People management systems” constructconstruct– Not all competitive advantage begins with Not all competitive advantage begins with
people management systemspeople management systems– These systems create value to the extent that These systems create value to the extent that
they impact stock, flow, and change of they impact stock, flow, and change of intellectual capital/knowledgeintellectual capital/knowledge
– Basis of core competenciesBasis of core competencies
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Reading 3.1Reading 3.1
Human Resources & Resource Based Human Resources & Resource Based ViewView
Reading 3.1Reading 3.1
Human Resources & Resource Based Human Resources & Resource Based ViewView
• ““Skill” concept expanded to consider stock of Skill” concept expanded to consider stock of intellectual capital in firmintellectual capital in firm
• ““Behavior” concept reconceptualized as flow of Behavior” concept reconceptualized as flow of knowledge within firm through its creation, knowledge within firm through its creation, transfer, and integrationtransfer, and integration
• Core competence arises from combination of Core competence arises from combination of firm’s stock of knowledge and flow of knowledge firm’s stock of knowledge and flow of knowledge through creation, transfer, and integration in a through creation, transfer, and integration in a way that is valuable, rare, inimitable, and way that is valuable, rare, inimitable, and organizedorganized
• ““Skill” concept expanded to consider stock of Skill” concept expanded to consider stock of intellectual capital in firmintellectual capital in firm
• ““Behavior” concept reconceptualized as flow of Behavior” concept reconceptualized as flow of knowledge within firm through its creation, knowledge within firm through its creation, transfer, and integrationtransfer, and integration
• Core competence arises from combination of Core competence arises from combination of firm’s stock of knowledge and flow of knowledge firm’s stock of knowledge and flow of knowledge through creation, transfer, and integration in a through creation, transfer, and integration in a way that is valuable, rare, inimitable, and way that is valuable, rare, inimitable, and organizedorganized
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Reading 3.1Reading 3.1 Human Resources & Resource Based Human Resources & Resource Based
ViewView
Reading 3.1Reading 3.1 Human Resources & Resource Based Human Resources & Resource Based
ViewView
• Dynamic capability construct illustrates the Dynamic capability construct illustrates the interdependent interplay between interdependent interplay between workforce and core competence as it workforce and core competence as it changes over timechanges over time
• Dynamic capability construct illustrates the Dynamic capability construct illustrates the interdependent interplay between interdependent interplay between workforce and core competence as it workforce and core competence as it changes over timechanges over time
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Reading 3.2 (Capelli & Crocker-Hefter)Reading 3.2 (Capelli & Crocker-Hefter) Distinctive Human ResourcesDistinctive Human Resources
Reading 3.2 (Capelli & Crocker-Hefter)Reading 3.2 (Capelli & Crocker-Hefter) Distinctive Human ResourcesDistinctive Human Resources
• ““Flexibility” dimension associated with Flexibility” dimension associated with “prospectors”“prospectors”
• ““Established markets” category linked to Established markets” category linked to classifications like “defenders” classifications like “defenders”
• Employment practices are difficult to Employment practices are difficult to change and transferchange and transfer
• Claim: core competencies should drive Claim: core competencies should drive business strategy, and not vice versabusiness strategy, and not vice versa
• ““Flexibility” dimension associated with Flexibility” dimension associated with “prospectors”“prospectors”
• ““Established markets” category linked to Established markets” category linked to classifications like “defenders” classifications like “defenders”
• Employment practices are difficult to Employment practices are difficult to change and transferchange and transfer
• Claim: core competencies should drive Claim: core competencies should drive business strategy, and not vice versabusiness strategy, and not vice versa
Copyright © 2005 South-Western. All rights reserved. 1–25
Reading 3.2Reading 3.2 Distinctive Human ResourcesDistinctive Human Resources
Reading 3.2Reading 3.2 Distinctive Human ResourcesDistinctive Human Resources
• Key question: If competencies are Key question: If competencies are available to everyone in an open market, available to everyone in an open market, how can they generate a unique how can they generate a unique competency and competitive advantage for competency and competitive advantage for any one firm?any one firm?
• Key question: If competencies are Key question: If competencies are available to everyone in an open market, available to everyone in an open market, how can they generate a unique how can they generate a unique competency and competitive advantage for competency and competitive advantage for any one firm?any one firm?
Copyright © 2005 South-Western. All rights reserved. 1–26
Reading 3.3 (Schuler)Reading 3.3 (Schuler) The Five P’s Model of SHRMThe Five P’s Model of SHRM
Reading 3.3 (Schuler)Reading 3.3 (Schuler) The Five P’s Model of SHRMThe Five P’s Model of SHRM
• PhilosophyPhilosophy– Statements of how organization values and treats Statements of how organization values and treats
employees; essentially employees; essentially cultureculture of the organization of the organization
• PoliciesPolicies– Expressions of shared values and guidelines for action on Expressions of shared values and guidelines for action on
employee-related business issuesemployee-related business issues
• ProgramsPrograms– Coordinated and strategized approaches to initiate, Coordinated and strategized approaches to initiate,
disseminate, and sustain strategic organizational change disseminate, and sustain strategic organizational change efforts necessitated by strategic business needsefforts necessitated by strategic business needs
• PhilosophyPhilosophy– Statements of how organization values and treats Statements of how organization values and treats
employees; essentially employees; essentially cultureculture of the organization of the organization
• PoliciesPolicies– Expressions of shared values and guidelines for action on Expressions of shared values and guidelines for action on
employee-related business issuesemployee-related business issues
• ProgramsPrograms– Coordinated and strategized approaches to initiate, Coordinated and strategized approaches to initiate,
disseminate, and sustain strategic organizational change disseminate, and sustain strategic organizational change efforts necessitated by strategic business needsefforts necessitated by strategic business needs
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Reading 3.3Reading 3.3 The Five P’s Model of SHRMThe Five P’s Model of SHRM
Reading 3.3Reading 3.3 The Five P’s Model of SHRMThe Five P’s Model of SHRM
• PracticesPractices– HR practices motivate behaviors that allow HR practices motivate behaviors that allow
individuals to assume roles consistent with individuals to assume roles consistent with organization’s strategic objectivesorganization’s strategic objectives
– Three categories of roles:Three categories of roles:• LeadershipLeadership• ManagerialManagerial• OperationalOperational
• PracticesPractices– HR practices motivate behaviors that allow HR practices motivate behaviors that allow
individuals to assume roles consistent with individuals to assume roles consistent with organization’s strategic objectivesorganization’s strategic objectives
– Three categories of roles:Three categories of roles:• LeadershipLeadership• ManagerialManagerial• OperationalOperational
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Reading 3.3Reading 3.3 The Five P’s Model of SHRMThe Five P’s Model of SHRM
Reading 3.3Reading 3.3 The Five P’s Model of SHRMThe Five P’s Model of SHRM
• ProcessesProcesses– Continuum of participation by all employees Continuum of participation by all employees
in specific activities to facilitate formulation in specific activities to facilitate formulation and implementation of other activitiesand implementation of other activities
• ProcessesProcesses– Continuum of participation by all employees Continuum of participation by all employees
in specific activities to facilitate formulation in specific activities to facilitate formulation and implementation of other activitiesand implementation of other activities
Copyright © 2005 South-Western. All rights reserved. 1–29
Reading 3.3Reading 3.3 The Five P’s Model of SHRMThe Five P’s Model of SHRM
Reading 3.3Reading 3.3 The Five P’s Model of SHRMThe Five P’s Model of SHRM
• Successful SHRM efforts begin with Successful SHRM efforts begin with identification of strategic needsidentification of strategic needs
• Employee participation is critical to linking Employee participation is critical to linking strategy and HR practicesstrategy and HR practices
• Strategic HR depends on systematic and analytical Strategic HR depends on systematic and analytical mindsetmindset
• Corporate HR departments can have impact on Corporate HR departments can have impact on organization’s efforts to launch strategic organization’s efforts to launch strategic initiativesinitiatives
• Successful SHRM efforts begin with Successful SHRM efforts begin with identification of strategic needsidentification of strategic needs
• Employee participation is critical to linking Employee participation is critical to linking strategy and HR practicesstrategy and HR practices
• Strategic HR depends on systematic and analytical Strategic HR depends on systematic and analytical mindsetmindset
• Corporate HR departments can have impact on Corporate HR departments can have impact on organization’s efforts to launch strategic organization’s efforts to launch strategic initiativesinitiatives
