Strategic Approach to Human Resource Management (Word DOCX)

Strategic Approach to Human Resource Management

Contents:
1. HR Management Cycle
2. HR Strategy and Business Result
3. Manpower Planning Framework
4. Manpower Planning Factors
5. Technique to Determine Number of Recruits
6. Recruitment from External Resources
7. Recruitment Source & Yield Pyramid
8. Basic Concept & Types of Selection Tests
9. Cognitive Ability Test, Personality Test & Interview
10. Training Process
11. Assessing Training Needs
12. Competency Analysis
13. Competency Profile Per Position
14. Training Matrix for Competency Development
15. Enhance Training Effectiveness
16. Type of Training Program
17. Evaluation of Training Effectiveness
18. Why Performance Appraisal?
19. Performance Management Cycle
20. Problems & Bias in Performance Appraisal
21. Performance Appraisal (Competencies & Performance Results)
22. Career Planning and Development
23. Typical Career movement
24. Career Stage & Career Anchors
25. Career Management and the First Assignment

The particular human resource strategy adopted by a firm should be integrated with the firm's corporate strategy. In other words, corporate strategy should drive human resource strategy. Human resource managers are involved in the strategic planning of global issues, rather than the day-to-day personnel transactions of the previous personnel administrator and along with that strategic planning process. It is imperative the Human Resource Professional establish goals and objectives that support the corporate goals.

If corporate strategy is to grow and dominate a market, such as Apple Computer's strategy in the early 1980s or Intel's in the 1990s, then human resource strategy should focus on the rapid acquisition and placement of employees. If retrenchment is the strategy, then low or no hiring plus layoffs and termination of employees is the strategy.

Excellent coordination and combination of functions often result in a very special phenomenon known as synergy, the extra benefit or value realized when resources have been combined and coordinated effectively. This concept, known as economies of scope,makes the combined whole of the company more valuable than the sum of its parts.

The strategy formulation process is not a neat and clean process. It advances in fits and starts and is much subject to much revision and ad hoc interpretation. Strategic formulation is a dynamic process. It is evolutionary in nature and is subject to change as outside environmental conditions, competition, or internal conditions change. This flexibility in strategy formulation and implementation is essential to the process. Since strategy formulation deals with the future, and since no one can predict the future with certainty, the process must be kept flexible. The firm must be able to respond to changes as they occur, in spite of the plans.

A particular environmental pressure or a competitive threat could cause a firm to take a calculated course of action that was not originally planned as part of the strategy. A series of these actions might make it appear that the strategy is simply one of reaction rather than pro-action, that is, the company is reacting to the latest threat.

Another way to view this phenomenon is to make a distinction between intended strategy and realized strategy. The intended strategy is one which is formulated during the planning period. The realized strategy is that which the organization actually follows.

Thank you for your attention.

Regards,

UJ Consulting