Translate mission, vision, values and business strategies into HRM functional strategies, policies and procedure

1. Translate mission, vision, values and business strategies
into HRM functional strategies, policies and procedure

2. Learning Outcome
Translate mission, vision, values and business strategies into HRM functional strategies, policies and procedure
Vision statement
Mission statement
Vision vs mission
 Strategies
Policies
Procedures
 Turning strategic plans into HR functional strategies, policies
and procedures

3. A well-written vision statement should describe a future state of what an organization wants to achieve over
time. It should excite and motivate your employees about your organization and the progress to be made in the
near future.
A vision statement is sometimes thought of as a picture of your company in the future, but it’s much more than that.
When creating a vision statement, you're articulating your hopes and dreams for your business.
Your vision statement is your inspiration, and it will serve as the framework for all your strategic planning.
Vision statement

4. https://www.clearpointstrategy.com/how-to-write-a-vision-
statement-why-that-isnt-enough/

5. Characteristics of Vision statement
• Concise: able to be easily remembered and repeated
• Clear: defines a prime goal
• Time horizon: defines a time horizon
• Future-oriented: describes where the company is going rather than
the current state
• Stable: offers a long-term perspective and is unlikely to be
impacted by market or technology changes
• Challenging: not something that can be easily met and discarded
• Abstract: general enough to encompass all of the organization's
interests and strategic direction
• Inspiring: motivates employees and is something that employees
view as desirable

6. IKEA
“Our vision is to create a better everyday life for many people.” That’s aspirational,
short and to the point. More than that, it sets the tone for the company and makes
it clear that they’re in the market to offer low-priced good furnishings that suit
everyone’s lifestyle.
Nike
“Bring inspiration and innovation to every athlete* in the world. (*If you have a body,
you are an athlete.)” Nobody cared much for sneakers in the past. They were just
another piece of sports equipment. But Nike saw a future that had not yet existed,
in which they delivered products that inspired and motivated people. Notice how
they include everyone as an athlete. It’s clever and inclusive.
McDonald’s
“To be the best quick service restaurant experience. Being the best means providing
outstanding quality, service, cleanliness and value, so that we make every customer
in every restaurant smile.” The power of this vision is that it’s constructed like a
checklist. The word best is a word that requires definition, and McDonald’s provides
it with qualifiers, making the roadmap to success clearly marked with signposts.
Examples of vision statements:

7. Mission statement
A mission statement is a short statement of why an
organization exists, what its overall goal is, identifying the goal
of its operations: what kind of product or service it provides, its
primary customers or market, and its geographical region of
operation
A mission statement is used by a company to explain, in simple
and concise terms, its purpose(s) for being.
The mission statement is usually one sentence or a short
paragraph, explaining its culture, values, and ethics.
Mission statements serve several purposes including motivating
employees and reassuring investors of the company's future.

8. 1. Customers—Who are the firm’s customers?
2. Products or services—What are the firm’s major products or services?
3. Markets—Geographically, where does the firm compete?
4. Technology—Is the firm technologically current?
5. Concern for survival, growth, and profitability—Is the firm committed to growth and financial
soundness?
6. Philosophy—What are the basic beliefs, values, aspirations, and ethical priorities of the firm?
7. Self-concept—What is the firm’s distinctive competence or major competitive advantage?
8. Concern for public image—Is the firm responsive to social, community, and environmental
concerns?
9. Concern for employees—Are employees a valuable asset of the firm?
Mission Statement Components

9. Timeline Style

10. • “What do we do?” — The mission statement should clearly outline the
main purpose of the organisation, and what they do.
• “How do we do it?” — It should also mention how one plans on achieving
the mission statement.
• “Whom do we do it for?” — The audience of the mission statement should
be clearly stated within the mission statement.
• “What value are we bringing?” — The benefits and values of the mission
statement should be clearly outlined.
• When designing a mission statement, it should be very clear to the
audience what the purpose of it is. It is ideal for a business to be able to
communicate their mission, goals and objectives to the reader without
including any unnecessary information through the mission statement.
Following questions must be answered in the mission statement

11. Samsung
Inspire the world with our innovative technologies, products and design that enrich
people’s lives and contribute to social prosperity by creating a new future.
LinkedIn
To connect the world’s professionals to make them more productive and successful.
Coca-Cola
To refresh the world in mind, body and spirit; to inspire moments of optimism and
happiness through our brands and actions; to create value and make a difference.
Google
To organize the world’s information and make it universally accessible and useful.
Facebook
To give people the power to build community and bring the world closer together.
Examples of Mission statements:

12. https://www.thebalancesmb.com/how-to-write-a-mission-
statement-2948001

13. Vision vs mission

15. Tesla
Vision statement: To accelerate the world’s transition to sustainable energy.
Mission statement: To create the most compelling car company of the 21st
century by driving the world’s transition to electric vehicles.
Tesla’s vision statement that stands out.
The car company’s clever use of the world “accelerate” helps to enliven their lofty
aspiration. This vision statement also showcases their drive (pun intended) for
sustainable energy and how it steers (pun intended) the business.
It also allows them room to explore and develop their other set of energy solutions,
Powerwall, Powerpack and Solar Roof.
All in all, Tesla’s vision for sustainable energy is one that resonates with countless
people around the world.
Their mission statement clearly defines their core goal: “To create the most compelling
car company of the 21st century.” Then it tells you how they intend to accomplish that
goal: “By driving the world’s transition to electric vehicles.”
It’s simple and it works.

16. Vision statement: To create a better everyday life for the many people.
Mission statement: Offer a wide range of well-designed, functional home furnishing products at prices so low that
as many people as possible will be able to afford them.
IKEA’s vision statement focuses their mission statement into
one singular purpose: “To create a better everyday life for
the many people.”
Note the use of the words, “wide range,” “well-designed,”
“functional,” and “prices so low.” If you’ve ever been to
IKEA you’ll know how well they’ve managed to embody
these attributes.
Both statements use inclusive phrasing that solidifies IKEA’s
commitment to being accessible to “as many people as
possible.” IKEA’s mission statement is clear and to the point.
IKEA

17. Amazon’s vision statement brings these elements together
into one unified goal: “To be Earth’s most customer-centric
company.”
Amazon’s mission statement sums up the three things that
have made them loved by millions: low prices, a huge
selection, and incredible convenience.
Like all great mission statements, it shines a light on the
values that bring success.
Vision statement: To be Earth’s most customer-centric company, where customers can find and discover anything they
might want to buy online.
Mission statement: We strive to offer our customers the lowest possible prices, the best available selection, and the
utmost convenience.
Amazon’s

18. Strategy
Strategy is a common theme of strategic decisions
through which an organisation tries to relate itself with
the environment which involves major resources
commitment to develop certain advantages which help
in achieving its vision and mission.
Strategy is a well defined roadmap of an organization.
It defines the overall mission, vision and direction of an
organization. The objective of a strategy is to maximize
an organization’s strengths and to minimize the
strengths of the competitors.

19. Corporate Strategy
This encompasses the long term objectives of the organization and typically influences all the business units of a particular organization. This strategy is
formulated at the top echelons of the senior management in a diversified company. Corporate strategy particularly focuses on diversification, horizontal
integration, and vertical integration of different products, business operations, and marketing processes of an organization. Some examples of Corporate
strategy are growth strategy, consolidation strategy, and global strategy.
Business Strategy
This type of strategy is formulated at the business-unit level. It concentrates on increasing the competitive position of the company’s products and
services. Strategic managers use this strategy to devise action plans and quick adaption to the use of a company’s resources. Business strategy give rich
insights on innovation, product development, integration, and market development.
Functional Strategy
This strategy adopts a technique that points to specific functional areas of a business organization. The core mantra of this strategy is to accomplish
business objectives by maximizing resource productivity. It can also be termed as a short-term game plan for a vital functional area in a company. A
functional strategy facilitates coordination between objective planning for specific functions and resource allocation for diverse operations within the
functional domain.
Types of Strategies

20. http://www.free-management-ebooks.com/news/three-levels-of-
strategy/
Three Levels
of Strategy:
Corporate
Strategy
Business
Strategy
Functional
Strategy

21. Policies
Policies characteristics can be identified as
(i) It is a guide to thinking in decision making and action.
(ii) Lays down course of action.
(iii) Lays down the limits within which decisions are made.
Policies are general statements or understandings which guide mangers thinking in
decision making”.
They ensure that decisions fall within certain boundaries. They usually don’t require
action but are intended to guide managers in their commitment to the decision they
ultimately make.

22. https://www.tatamotors.com/investors/corporate-governance/policies/
Tata Motors' policies lay the guidelines for our operations spread across different geographies. Our strict adherence
to them helps us collectively move forward with a unified approach.
Tata Motors

23. Procedures
A procedure is a document that instructs workers on executing one or more activities of a business process. It describes
the sequence of steps, and specifies for each step what needs to be done, often including when the procedure should be
executed and by whom.
Organizations typically document procedures in their published Policy and Procedures guide, or their Standard Operating
Procedure guide (S.O.P).
For example
All airlines provide their pilots a S.O.P which holds all the information
regarding flying.
Work Instruction would provide more detail fot the tools to use and
how precisely to use the tools to carry out the procedure.

24. Difference Between Policies and Procedures
In a nutshell, a policy explains what to do and why, while a procedure explains how to do it.
Policies Procedures
Think of a policy as “the big picture,” serving as a guideline and
setting the direction for your company. It conveys your
company’s culture, values, and philosophy. It sets expectations
for both internal audiences (employees) and external
audiences (customers and community).
A procedure, on the other hand, describes the specific steps to
take to go in the direction the policy sets forth. It might include
a checklist of actions to take or a step-by-step process to
follow, including approval that might be needed or reporting
instructions.
Policies should outline the following information:
What employees can expect from the organization (employee
benefits, vacation policy)
What the company expects from employees (code of conduct,
confidentiality agreements)
What customers and the community can expect from the
organization (customer service policies)
Procedures should outline the following information:
Who is responsible for each task
What steps need to be taken
Who the responsible party reports to
What makes a good policy?
Clear, concise, and simple language
Explains the rule, not how to implement the rule
Easily accessible by staff at all times
Represents a consistent, logical framework
What makes a good procedure?
Clear, concise, and simple language
Addresses how to implement policies
Takes user insight into account
Providing options when feasible, not unnecessarily restrictive

25. Developing HR strategy: Aligning HR to the business
• SHRM create linking of human resources (HR) with organisations’
strategic goals and objectives so as to improve business performance
and develop organisational culture that nurture innovation, flexibility
and competitive advantage.
• In an organisation, SHRM means accepting and involving the HR
function as a strategic partner in the formulation and implementation
of the company’s strategies through HR activities such as recruiting,
selecting, training and rewarding personnel.
• Consequently, argues that organizations need to achieve a fit between
personnel policy choice and broader strategic considerations,
Corporate strategy, business strategy and functional strategy

26. • HR must be included in setting the business
strategy, and its objectives embedded within it
• Practitioners have to understand HR’s role in the
business and where it can deliver benefit
• An HR strategy model that compliments business
objectives is needed
• Action plans and measurement are needed to turn
strategy into outcomes
The four key areas HR must address are:
https://www.personneltoday.com/hr/developing-hr-
strategy-aligning-hr-to-the-business/

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Example
If growth strategies are to be implemented, new people may need to be
hired and trained. Experienced people with the necessary skills need to
be found for promotion to newly created managerial positions. When a
corporation follows a growth through acquisition strategy, it may find
that it needs to replace several managers in the acquired company.
If a corporation adopts a retrenchment strategy, a large number of
people may need to be laid off or fired (in many instances, being laid off
is the same as being fired); and top management, as well as the
divisional managers, needs to specify the criteria to be used in making
these personnel decisions. Should employees be fired on the basis of
low seniority or on the basis of poor performance?

28. Strategic HR planning is an important component of strategic HR management. It links HR management directly to
the strategic plan of your organization. Most mid- to large sized organizations have a strategic plan that guides the
organization in successfully meeting its mission. Organizations routinely complete financial plans to ensure they
achieve organizational goals and while workforce plans are not as common, they are just as important.
Even a small organization with as few as 10 staff can develop a strategic plan to guide decisions about the future.
Based on the strategic plan, an organization can develop a strategic HR plan that will allow to make HR
management decisions to support the future direction of the organization. Strategic HR planning is also important
from a budgetary point of view so that you can factor the costs of recruitment, training, etc. into your
organizational budget.
The strategic HR planning process has four steps:
• Assessing the current HR capacity
• Forecasting HR requirements
• Gap analysis
• Developing HR strategies to support organizational strategies
Strategic HR planning
https://sites.google.com/site/humanresourcesite/strategic-hr-planning

29. Developing HR strategies to support
organizational strategies
There are five HR strategies for meeting your organization's needs in the
future:
1. Restructuring strategies
2. Training and development strategies
3. Recruitment strategies
4. Outsourcing strategies
5. Collaboration strategies

30. Restructuring strategies
This strategy includes:
• Reducing staff either by termination or attrition
• Regrouping tasks to create well designed jobs
• Reorganizing work units to be more efficient
It is important to consider current labour market trends (e.g., the looming skills
shortage as baby boomers begin to retire) because there may be longer-term
consequences if you let staff go.
Sometimes existing workers may be willing to voluntarily reduce their hours,
especially if the situation is temporary. Job sharing may be another option. The
key to success is to ensure that employees are satisfied with the arrangement,
that they confirm agreement to the new arrangement in writing, and that it
meets the needs of the employer. Excellent communication is a prerequisite for
success.

31. Recruitment strategies
This strategy includes:
• Recruiting new staff with the skill and abilities that your organization will
need in the future
• Considering all the available options for strategically promoting job openings
and encouraging suitable candidates to apply
• For strategic HR planning, each time you recruit you should be looking at the
requirements from a strategic perspective. Perhaps your organization has a
need for a new fundraiser right now to plan special events as part of your
fund raising plan. However, if your organization is considering moving from
fund raising through special events to planned giving, your recruitment
strategy should be to find someone who can do both to align with the
change that you plan for the future.

32. Outsourcing strategies
This strategy includes:
• Using external individuals or organizations to do some tasks
Many organizations look outside their own staff pool and contract for certain
skills. This is particularly helpful for accomplishing specific, specialized tasks
that don't require ongoing full-time work.
Some organizations outsource HR activities, project work or bookkeeping. For
example, payroll may be done by an external organization rather than a staff
person, a short term project may be done using a consultant, or specific
expertise such as legal advice may be purchase from an outside source.
Each outsourcing decision has implications for meeting the organization's goals
and should therefore be carefully assessed.

33. Training and development strategies
This strategy includes:
• Providing staff with training to take on new roles
• Providing current staff with development opportunities to prepare them for
future jobs in your organization
• Having formulated a new strategy, a corporation may find that it needs to
either hire different people or retrain current employees to implement the
new strategy.
• One way to implement a company’s business strategy, such as overall low
cost, is through training and development

34. Collaboration strategies
Finally, the strategic HR planning process may lead to indirect
strategies that go beyond your organization. By collaborating with
other organizations you may have better success at dealing with a
shortage of certain skills.
Types of collaboration could include:
• Working together to influence the types of courses offered by
educational institutions
• Working with other organizations to prepare future leaders by
sharing in the development of promising individuals
• Sharing the costs of training for groups of employees
• Allowing employees to visit other organizations to gain skills and
insight.

35. THANK YOU