Human Resources Planning and Management strategies for attracting, retaining and motivating employees

1. CHARLES COTTER
26 NOVEMBER 2012
STRATEGIC HUMAN RESOURCES PLANNING
AND MANAGEMENT

2. PRESENTATION OVERVIEW
Introduction
Key presentation topics
Summary
Questions

3. DEFINITION OF STRATEGIC HUMAN
RESOURCES MANAGEMENT
(SHRM)
SHRM is defined as an approach to
managing people that deals with how
the organization’s goals will be
achieved through its human resources
by means of integrated HR strategies,
policies and practices.

4. UNPACKING THE CONCEPT OF
STRATEGY
Objective is to gain a sustainable competitive
advantage
It is future-focused
Includes an environmental analysis
Strategic fit - effective utilizes and employs matches
resources, capabilities and distinctive competencies
to opportunities to achieve a competitive advantage
Requires integration and alignment

5. PROPOSITIONS OF SHRM
The HR of an organization play a strategic role in it’s success
HR strategies and plans should be integrated with business
strategies and plans
Human capital is a major source of competitive advantage
It is people who implement business strategy
A systematic approach should be adopted to planning and
implementing HR strategies

6. LEARNING ACTIVITY
Based on the 5 propositions of SHRM,
evaluate/rate on a scale of 1-5, the degree of
strategic relevance and impact of your current
organizational HRM practices
Calculate the % of strategic relevance and
impact
Identify the gaps of SHRM

7. AIMS/OBJECTIVES OF SHRM
 The fundamental aim of SHRM is to generate strategic capability by
ensuring that the organization has the skilled, committed and well-
motivated employees it needs to achieve a sustainable competitive
advantage.
 SHRM has 2 objectives:
 To achieve fit or integration
 How? Through vertical alignment with the business strategies and
horizontally across all HR practice areas
 Provide a sense of direction in an often turbulent business
environment so that the business needs and individual/collective
needs of the employees are achieved.
 How? Through the development and implementation of coherent
and practical HR policies and programmes


8. LEARNING ACTIVITY
Based on the aims and objectives of SHRM,
evaluate/rate on a scale of 1-5, the degree of
strategic relevance and impact of your current
organizational HRM practices
Calculate the % of strategic relevance and
impact
Identify the gaps of SHRM

9. FUNDAMENTAL CONCEPTS
OF SHRM
Vertical integration -
alignment and horizontal
integration – bundling
Best fit vs. Best Practice

10. STRATEGIC ROLE OF HRM
Strategic Business Partner
Employee Champion
Administrative Expert
Change Agent

11. LEARNING ACTIVITY
Based on the strategic roles of HRM,
evaluate/rate on a scale of 1-5, the degree of
strategic relevance and impact of your current
organizational HRM practices
Calculate the % of strategic relevance and
impact
Identify the gaps of SHRM

12. APPROACHES IN HRM STRATEGY
FORMULATION
Inside-out approach
Outside-in approach
Which is more effective?
Which approach does your organization
adopt?

13. SHRM PROCESS
Step 1: Strategic Analysis
Step 2: Strategy Options and Choice
Step 3: Strategy Formulation
Step 4: Strategy Implementation
Step 5: Strategy Monitoring and Evaluating

14. SUMMARY
Key points
Questions
Contact details:
 Charles Cotter
 084 562 9446
 charlescot@polka.co.za
 Linked In