Unit 3 Session 4.pptx

Online MBA Semester I ORGANIZATIONAL BEHAVIOUR & HUMAN RESOURCE MANAGEMENT Course Code - (OMBA-103) Unit 3: Human Resource Management Lesson 14 : Strategic Human Resource Management (Part II) Human Resource Management Strategic Human Resource Management Learning Objectives: • SHRM • Components of...

Online MBA Semester I ORGANIZATIONAL BEHAVIOUR & HUMAN RESOURCE MANAGEMENT Course Code - (OMBA-103) Unit 3: Human Resource Management Lesson 14 : Strategic Human Resource Management (Part II) Human Resource Management Strategic Human Resource Management Learning Objectives: • SHRM • Components of SHRM • Characteristics and Objectives of SHRM • Traditional HRM vs SHRM • Changing Role of HRM • Strategic Human Resource Manager’s Role • The Role of HR-Dave Ulrich’s Model Human Resource Management Strategic Human Resource Management Top 8 HR Trends for 2022 • Hybrid Work Model. ... • The Transition From Employee Well-being To Healthy Organization. ... • DEI in the Spotlight. ... • Power Skills Play a Key Role. ... • Embracing the Gig Economy. ... • Keeping the Human Touch Alive. ... • Reskilling and Upskilling. ... • Cyber Security To Become Even More Important. Human Resource Management Strategic Human Resource Management “Strategic human resource management means formulating and executing human resource policies and practices that produce the employee competencies and behaviors that the company needs to achieve its strategic aims.”- Gary Dessler “Strategic human resource management is an approach to making decisions on the intentions and plans of the organization concerning the employment relationship and the organization’s recruitment, training, development, performance management, and the organization’s strategies, policies, and practices.” – Armstrong Human Resource Management Strategic Human Resource Management Components of SHRM Human Resource Management Strategic Human Resource Management BASIS Traditional HRM Responsibility Staff personnel in the HR department for HR programs Tradition al HRM vs SHRM SHRM Line managers; all managers responsible for people are HR managers Focus of activities Partnerships with internal Employee relations— ensuring employee (employees) and external motivation and productivity, compliance with laws (customers, stakeholders, public interest groups) groups Role of HR Reactive and transactional Proactive and transformational, change leader Initiative for change Slow, piecemeal, and fragmented, not integrated with larger issues Fast, flexible, and systemic, change initiatives implemented in concert with other HR systems Time horizon Short-term Consider various time frames as necessary (short, medium, or longterm) Control Bureaucratic control through rules, procedures, and policies Organic control through flexibility, as few restrictions on employee behavior as possible Human Resource Management Strategic Human Resource Management Tradition al HRM vs SHRM Job design Focus on scientific management principles—the division of labor, independence, and specialization Important Capital, products, investment technology, and finance s Accountabilit Cost center. y Broad job design, flexibility, teams and groups, and crosstraining People and their knowledge, skills, and abilities Investment center. Human Resource Management Strategic Human Resource Management Strategic Human Resource Management(SH RM) The Changing Role of Human Resource Managers Measuring the HR Team's performance New Responsibili ties of HR Managers Creating High Performance Work Systems Managing with the HR scorecard Process Human Resource Management Strategic Human Resource Management The Strategic Human Resource Manager (SHRM) role requires • Strong technical expertise and an understanding of the organization and its strategy. • a learning attitude, • continuous skill development, and • a god understanding of the data, • the financials and the market. Human Resource Management Strategic Human Resource Management • The SHRM must stay focused on issues that matter to the business. Also, the strategic human resource manager should be able to forecast the future requirements and trends. • They should know what drives the bottom line, and what are the organisational objectives. • The clear understanding of the capabilities that are required to achieve the objectives related to people, • strategy, and culture is must have. Human Resource Management Strategic Human Resource Management Strategic Partner Change Champion Administrat ive Expert Employee Champion The Role of HR-Dave Ulrich’s Model Human Resource Management Strategic Human Resource Management The Role of HRDave Ulrich’s Model Human Resource Management Strategic Human Resource Management The Role of HRDave Ulrich’s Model Human Resource Management Strategic Human Resource Management Thus, Dave Ulrich HR’s role : • strategic partner -who aligns HR and business strategy • change agent -who manages transformation and change • administrative expert -who manages the firm’s HR infrastructure, focuses on process optimization & efficiency • employee champion-manages employee contribution, motivation, employee engagement. Human Resource Management Strategic Human Resource Management Point to Understand: All the HR Roles defined by Ulrich are essential for the success of the whole HRM Function. The stress must be put to all the areas, there is no chance to select one and to excel in this one concrete area. Many HRM Managers forget to balance the approach and they decide to be a real star in one of the needed components and they forget about the danger not meeting the basic requests and expectations in the rest. Online MBA Semester 1 Managerial Economics (OMBA102) All The Best