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1、 2008 by Nelson, a division of Thomson Canada Limited All rights reserved,Strategy and Human Resources Planning,Copyright 2008 by Nelson, a division of Thomson Canada Ltd.,22,Objectives After studying this chapter, you should be able to:,Identify the advantages of integrating human resources plannin
2、g and strategic planning. Understand how an organizations competitive environment influences strategic planning. Recognize the importance of internal resource analysis. Describe the basic tools for human resources forecasting. Explain the linkages between competitive strategies and HR. Understand th
3、e requirements of strategy implementation. Recognize the methods for assessing and measuring the effectiveness of strategy.,Copyright 2008 by Nelson, a division of Thomson Canada Ltd.,23,Strategic Planning and Human Resources,Strategic Planning Procedures for making decisions about the organizations
4、 long-term goals and strategies Human Resources Planning (HRP) Process of anticipating and making provision for the movement (flow) of people into, within, and out of an organization.,Copyright 2008 by Nelson, a division of Thomson Canada Ltd.,24,Strategic Planning and HR Planning,Strategic Human Re
5、sources Management (SHRM) The pattern of human resources deployments and activities that enable an organization to achieve its strategic goals Strategy formulationproviding input as to what is possible given the types and numbers of people available. Strategy implementationmaking primary resource al
6、location decisions about structure, processes, and human resources.,Copyright 2008 by Nelson, a division of Thomson Canada Ltd.,25,HRP and Strategic Planning,Strategic Analysis What human resources are needed and what are available? Strategic Formulation What is required and necessary in support of
7、human resources? Strategic Implementation How will the human resources be allocated?,Human Resources Planning,Strategic Planning,Copyright 2008 by Nelson, a division of Thomson Canada Ltd.,26,Linking Strategic Planning and Human Resources,Figure 2.1,Copyright 2008 by Nelson, a division of Thomson Ca
8、nada Ltd.,27,Step One: Mission, Vision, and Values,Mission The basic purpose of the organization as well as its scope of operations. Strategic Vision A statement about where the company is going and what it can become in the future; clarifies the long-term direction of the company and its strategic
9、intent. Core Values The strong and enduring beliefs and principles that the company uses as a foundation for its decisions.,Copyright 2008 by Nelson, a division of Thomson Canada Ltd.,28,Step Two: Environmental Analysis,Environmental Analysis The systematic monitoring of the major external forces in
10、fluencing the organization Economic factors: general and regional conditions Competitive trends: new processes, services, and innovations Technological changes: robotics and office automation Political and legislative issues: laws and administrative rulings Social concerns: child care and educationa
11、l priorities Demographic trends: age, composition,and literacy,Copyright 2008 by Nelson, a division of Thomson Canada Ltd.,29,Five Forces Framework,Figure 2.2,Copyright 2008 by Nelson, a division of Thomson Canada Ltd.,210,Step Three: Internal Analysis,Composition,Culture,Competencies,Internal Analy
12、sis,Copyright 2008 by Nelson, a division of Thomson Canada Ltd.,211,Scanning the Internal Environment,Cultural Audits Audits of the culture and quality of work life in an organization. How do employees spend their time? How do they interact with each other? Are employees empowered? What is the predo
13、minant leadership style of managers? How do employees advance within the organization?,Copyright 2008 by Nelson, a division of Thomson Canada Ltd.,212,Competitive Advantage through People,Core Competencies Integrated knowledge sets within an organization that distinguish it from its competitors and
14、deliver value to customers. Sustained competitive advantage through people is achieved if these human resources: Are valuable Are rare and unavailable to competitors Are difficult to imitate Are organized for synergy,Copyright 2008 by Nelson, a division of Thomson Canada Ltd.,213,Composition: The Hu
15、man Capital Architecture,Core knowledge workers Employees who have firm-specific skills that are directly linked to the companys strategy. Example: Senior software programmer Traditional job-based employees Employees with skills to perform a predefined job that are quite valuable to a company, but n
16、ot unique. Example: Security guard,Copyright 2008 by Nelson, a division of Thomson Canada Ltd.,214,Composition: The Human Capital Architecture (contd),Contract labour Employees whose skills are of less strategic value and generally available to all firms. Example: General electrician Alliance/partners Individuals and groups with unique skills, but those skills are not directly related to a companys core strategy. Example: Independent product l
