人力資源管理與企業(yè)戰(zhàn)略課件

人力資源管理與企業(yè)戰(zhàn)略課件Distinctivehumanresourcesarefirms'corecompetenciesSHRMisthelinkingofHRMwithstrategicgoalsandobjectivesinordertoimprovebusinessperformanceanddeveloporganizationalculturesthatfosterinnovationandflexibility.SHRMisthepatternofplannedhumanresourcedeploymentandactivitiesintendedtoenableanorganizationtoachieveitsgoals.Strategichumanresourcesmanagementislargelyaboutintegrationandadaptation.Itsconcernistoensurethat:(1)humanresources(HR)managementisfullyintegratedwiththestrategyandthestrategicneedsofthefirm;(2)HRpoliciescoherebothacrosspolicyareasandacrosshierarchies;and(3)HRpracticesareadjusted,accepted,andusedbylinemanagersandemployeesaspartoftheireverydaywork.StrategicHumanResourceManagementThe5-PModelORGANIZATIONALSTRTEGYInitiatestheprocessofidentifyingstrategicbusinessneedsandprovidesspecificqualitiestothemSTRTEGICBUSINESSNEEDSExpressedinmissionstatementsorvisionstatementsandtranslateintostrategicbusinessobjectivesEXTERNALCHARACTERISTICSSTRATEGICHUMANRESOURCESMANAGEMENTACTIVITIESINTERNALCHARACTERISTICSLinkingStrategicBusinessNeeds&StrategicHRMActivitiesPepsi-ColaInternational’sstrategyBeingNo.1byCreatingValuethroughLeadershipandExcellence.ThefastestgrowingThemostcommittedtocustomerserviceandattunedtocustomerneedsThebestoperatorsThebestsellingandmarketingcompanyThebestpeople-orientedcompanyThe5-PModelPCI’sstrategicbusinessobjectivesCommittedbottlingorganizationUncompromisingdedicationtoqualityDevelopmentoftalentedpeopleFocusongrowthQualitybusinessplansThe5-PModelHumanResourcesPoliciesExpressedassharedvalues(guidelines)HumanResourcesPhilosophyExpressedinstatementsdefiningbusinessvaluesandcultureHumanResourcesProgramsArticulatedasHumanResourcesStrategiesHumanResourcesPracticesForleadership,managerial,andoperationalrolesHumanResourcesProcessesFortheformulationandimplementationofotheractivitiesExpresshowtotreatandvaluepeopleEstablishesguidelinesforactiononpeople-relatedbusinessissuesandHRprogramsCoordinateseffortstofacilitatechangetoaddressmajorpeople-relatedbusinessissuesMotivatesneededrolebehaviorsDefineshowtheseactivitiesarecarriedoutThe5-PModelSTRATEGICHUMANRESOURCESMANAGEMENTACTIVITIES1.HUMANRESOURCESPHILOSOPHYThisisastatementofhowtheorganizationregardsitshumanresources,whatroletheresourcesplayintheoverallsuccessofthebusiness,andhowtheyaretobetreatedandmanaged.InsteadofusingthetermsHRphilosophyorHRvaluestodescribehowhumanresourcesareregarded,treated,andmanaged,someorganizationsusethetermculture.The5-PModelThe5-PModelEstablishingdirectionDevelopmentoftalentedpeopleThe5-PModelThebestoperatorsStandardizingoperatingsystemsto:PCI’sstrategicbusinessobjectivesCoordinateseffortstofacilitatechangetoaddressmajorpeople-relatedbusinessissuesPCI’sstrategicbusinessobjectivesSHRMisthepatternofplannedhumanresourcedeploymentandactivitiesintendedtoenableanorganizationtoachieveitsgoals.Coordinateseffortstofacilitatechangetoaddressmajorpeople-relatedbusinessissuesMANAGERIALROLESThe5-PModelDoesitreallymatter?EncouragepeopletoparticipatewhenappropriateAstatementofthecultureatPCILEADERSHIPINPEOPLEWewilldevelopanexcellentorganizationfocusedonbuildingthebusinessby:EmpoweringpeopletodrivethebusinessfromtheclosestpointtothemarketDevelopingtherightskillstobethebestinthebusinessBuildingcareeropportunitiesBuildingteamwork:WithbottlerstoensurethatwemaintainstrongpartnershipsAmongarea,division,andheadquartersstafftoensurethatwecoordinatefunctionalstrengthstoproducethebestpossibleresultsAcrossmarketstoensurethatwesharethebestpracticesthroughouttheenterpriseHelpingpeoplesucceedbybuildinganenvironmentwith:HighintegrityStrongandconsistentvaluesContinuousimprovementThe5-PModel:PHILOSOPHYDistinctivehumanresourcesarefirms'corecompetenciesSHRMisthepatternofplannedhumanresourcedeploymentandactivitiesintendedtoenableanorganizationtoachieveitsgoals.FocusongrowthLinkingStrategicBusinessNeeds&StrategicHRMActivitiesThe5-PModel:POLICIESOPERATIONALROLESDemonstratehonestyandethicalbehaviorinbusinesstransactionsAligningpeopleExpressedinstatementsdefiningbusinessvaluesandcultureHUMANRESOURCESPRACTICESGiveco-workerstheopportunitytotryouttheirnewideasDevelopmentoftalentedpeopleStrategy-HRfit:GivepeoplethefreedomtheyneedtodotheirjobsGiveappropriateorientationtopeopleonnewassignmentsLEADERSHIPINOURBRANDSWewillachievebrandsuperiorityby:Deliveringthebestproductsinthemarketplace:ThehighestqualityThebesttastingThemostconsistentCommunicatingthesebenefitsinahigh-impact,persuasiveandconsistentmannerLEADERSHIPINMARKETINGWewillbuildonourbrandplatformsby:Creatingnewbrand,channel,andpackagesegmentsthatbuildthebusiness:FasteroffthemarkBetterideasQuickertocreateandtakeadvantageofopportunitiesThe5-PModel:AstatementofthecultureatPCILEADERSHIPINOPERATIONSWewillbuildexcellenceinourownandbottleroperationsby:Beingthelow-costproducerEstablishingandmaintainingastrongfocusoncustomerservicesandsalesmanagement.ThesecornerstoneswillmakeusthebestsalescompanyStandardizingoperatingsystemsto:EnhanceourabilitytoprovidethehighestlevelofcustomerserviceDevelopanabilitytomeasureandmanagekeyparametersofthebusinessinaconsistentfashionProvideacommonsetofpracticesanddisciplinesfortheorganizationThe5-PModel:AstatementofthecultureatPCI2.HUMANRESOURCESPOLICIESAllofthesestatementsprovideguidelinesforactiononpeople-relatedbusinessissuesandforthedevelopmentofHRprogramsandpracticesbasedonstrategicneeds.ThetermHRPolicy,asusedhere,doesnotmeanHRPolicyManual.The5-PModelThe5-PModel:PHILOSOPHYIfthefactsdon'tfitthetheory,fixthefacts.StrongandconsistentvaluesThemostconsistentDefineshowtheseactivitiesarecarriedoutGivedevelopmentalperformancefeedbackinatimelymannerProvideacommonsetofpracticesanddisciplinesfortheorganizationAreperformancelevelshighenoughtomeetdemandsforincreasedprofitability,innovation,higherproductivity,betterquality,andimprovedcustomerservice?HUMANRESOURCESPROGRAMSCoordinateseffortstofacilitatechangetoaddressmajorpeople-relatedbusinessissuesExpressedinstatementsdefiningbusinessvaluesandcultureDevelopmentoftalentedpeopleGivepeoplethefreedomtheyneedtodotheirjobsSHRMisthepatternofplannedhumanresourcedeploymentandactivitiesintendedtoenableanorganizationtoachieveitsgoals.ThebesttastingForleadership,managerial,andoperationalrolesThebestpeople-orientedcompanyEstablishingdirectionLinkingStrategicBusinessNeeds&StrategicHRMActivitiesContinuousimprovementCoordinateseffortstofacilitatechangetoaddressmajorpeople-relatedbusinessissuesArticulatedasHumanResourcesStrategiesThe5-PModel:AstatementofthecultureatPCIPCI’sstrategicbusinessobjectivesMANAGERIALROLESHRpolicycanlinkvalueswithaparticularpeople-relatedbusinessneedThe5-PModelContentisfarmorespecificthanfortheotherrolesFortheformulationandimplementationofotheractivitiesAcrossmarketstoensurethatwesharethebestpracticesthroughouttheenterpriseHRpolicycanlinkvalueswithaparticularpeople-relatedbusinessneedValues:highstandardsofpersonalperformanceNeed:todevelopcommunicationskillsthatwouldfostersuchperformanceinadecentralizedinternationalenvironmentHRpolicy:instantfeedback.ifyouhaveaproblemoranideaaboutanyaspectofthebusiness,oraboutanindividual'sperformance,thentheorganizationdemandsthatyouraisetheissueappropriatelyanddiscussitmaturely.The5-PModel:POLICIES3.HUMANRESOURCESPROGRAMSShapedbyHRpolicies,HRprogramsrepresentcoordinatedHReffortsspecificallyintendedtoinitiate,disseminate,andsustainstrategicorganizationalchangeeffortsnecessitatedbythestrategicbusinessneeds.The5-PModelGenericquestionshelptoidentifythefundamentalissuesforprogramsWhatisthenatureofthecorporateculture?Isitsupportiveofthebusiness?Willtheorganizationbeabletocopewithfuturechallengesinitscurrentform?Whatkindofpeopleandhowmanywillberequired?Areperformancelevelshighenoughtomeetdemandsforincreasedprofitability,innovation,higherproductivity,betterquality,andimprovedcustomerservice?Whatisthelevelofcommitmenttothecompany?ArethereanypotentialconstraintssuchasskillshortagesorHRproblems?The5-PModel:PROGRAMS4.HUMANRESOURCESPRACTICESLEADERSHIPROLESEstablishingdirectionAligningpeopleMotivatingandinspiringindividualsCausingdramaticandusefulchangee.g.FPCLivebythebasicvaluesoftheForestProductsCompanyDemonstratehonestyandethicalbehaviorinbusinesstransactionsShowahighdegreeifpersonalintegrityindealingwithothersAvoidwastingtimeorresourcesStriveforcontinuousimprovementinallyoudoDemonstrateconfidenceinyourselfasaleaderThe5-PModelMANAGERIALROLESMakesurethatobjectivesareclearlyunderstoodLevelwithpeopleonwhatisnotnegotiableGiveappropriateorientationtopeop