人力资源管理规划PPT课件

第三章:战略规划CHAPTER3:STRATEGICPLANNING,Copyright2005South-Western.Allrightsreserved.,人力资源管理规划,战略管理StrategicManagement,战略人力资源管理StrategicHumanResourceManagement将人的管理与组织的使命及目标结合在一起。Involvesaligninginitiativesinvolvinghowpeoplearemanagedwithorganizationalmission&objectives战略管理过程StrategicManagementProcess确定35年内为达成企业3-5的目标所需要做的事情。Determiningwhatneedstobedonetoachievecorporateobjectivesover3-5years分析组织内部及外部竞争环境Examiningorganization&competitiveenvironment建立能匹配组织内部及外部竞争环境的优选方案。Establishingoptimalfitbetweenorganization&itsenvironment定气审核及修改战略规划。Reviewing&revisingstrategicplan,人力资源管理规划,战略模型ModelsofStrategy,产业组织模型IndustrialOrganization(O/I)Model外部环境是组织战略的主要决定因素。Externalenvironmentisprimarydeterminantoforganizationalstrategyratherthaninternaldecisionsofmanagers环境意谓着机会与威胁。Environmentpresentsthreats&opportunities所有竞争企业能控制或者同等机会的拥有资源。Allcompetingorganizationscontrolorhaveequalaccesstoresources资源在企业之间具有很高的流动性。Resourcesarehighlymobilebetweenfirms企业成功有以下的因素来决定：Organizationalsuccessisachievedby以比竞争对手低的价格来提供产品和服务。Offeringgoods&servicesatlowercoststhancompetitors提供高质量，差异化的产品。Differentiatingproductstobringpremiumprices,人力资源管理规划,战略模型ModelsofStrategy,资源模型Resource-BasedView(RBV)组织的资源与能力，而不是外部环境因素，是战略决策的基础。Anorganizationsresources&capabilities,notexternalenvironmentalconditions,shouldbebasisforstrategicdecisions竞争优势通过获取组织有价值的资源来取得。Competitiveadvantageisgainedthroughacquisition&valueoforganizationalresources组织具有识别，确定及获取关键资源的能力。Organizationscanidentify,locate&acquirekeyvaluableresources资源并非高流动性的，并且一旦获得之后可以成功保留。Resourcesarenothighlymobileacrossorganizations&onceacquiredareretained有价值的资源难以被替代与模仿（代价高昂）。Valuableresourcesarecostlytoimitate&non-substitutable,人力资源管理规划,两种模型的比较ContrastingtheTwoApproaches,研究结果对两种模型都产生支持。Researchprovidessupportforbothpositions什么是战略的决定因素?Whatdrivesstrategy?I/O：外部环境I/O:ExternalconsiderationsRBV:内部资源RBV:InternalconsiderationsI/O:战略决定资源的获取。I/O:StrategydrivesresourceacquisitionRBV:战略由内部资源来决定。RBV:Strategydeterminedbyresources,人力资源管理规划,战略管理的过程TheProcessofStrategicManagement,使命陈述Missionstatement环境分析Environmentalanalysis组织自我评价Organizationalself-assessment建立目标Establishinggoals&objectives,人力资源管理规划,Exhibit3-1战略管理的过程ProcessofStrategicManagement,人力资源管理规划,使命陈述MissionStatement,解释组织存在的目的与理由。Explainspurpose&reasonforexistence通常比较宽泛。Usuallyverybroad不超过几句话。Nomorethanacoupleofsentences作为组织所有活动的基础。Servesasfoundationforeverythingorganizationdoes,人力资源管理规划,Solectron的使命陈述SolectronMissionStatement,“Ourmissionistoprovideworldwideresponsivenesstoourcustomersbyofferingthehighestquality,lowesttotalcost,customized,integrateddesign,supply-chainandmanufacturingsolutionsthroughlong-termpartnershipsbasedonintegrityandethicalbusinesspractices.”见书P51,人力资源管理规划,环境分析AnalysisofEnvironment,外部环境的关键因素Criticalcomponentsofexternalenvironment竞争Competition行业结构Industrystructure政府管制Governmentregulations技术Technology市场趋势Markettrends经济趋势Economictends,人力资源管理规划,组织的自我评价OrganizationSelf-Assessment,识别企业主要的优势与劣势。Identifyprimarystrengths&weaknesses寻找途径来利用优势。Findwaystocapitalizeonstrengths寻找途径来减少劣势。Findwaystoimproveorminimizeweaknesses分析资源Examineresources物质Physical人员Human技术Technological资金Capital,人力资源管理规划,组织的自我评价OrganizationSelf-Assessment,分析内部管理系统Examineinternalmanagementsystems文化Culture组织结构Organizationstructure权力与政治Powerdynamics&politics决策过程Decision-makingprocesses过去的战略与绩效Paststrategy&performance工作体系Worksystems,人力资源管理规划,建立目标EstablishingGoals&Objectives,目标必须：Goalsshouldbe:具体Specific可测量Measurable具有灵活性Flexible,人力资源管理规划,公司战略：成长CorporateStrategies:Growth,利润Benefits获取运作过程的规模经济。Gainingeconomiesofscaleinoperations&functions通过面对竞争对手来提高竞争地位。Enhancingcompetitivepositionvis-visindustrycompetitors为员工提供提高专业技能的机会。Providingopportunitiesforemployeeprofessionaldevelopment&advancementHR的问题HRIssues招收新员工Planningfornewhiring管理老员工Alertingcurrentemployees维持质量与绩效标准Ensuringquality&performancestandardsaremaintained,内部成长InternalMethods滲透现有的市场Penetrationofexistingmarkets开发新市场Developingnewmarkets开发新的产品或服务Developingnewproductsorservicesforexistingornewmarkets外部成长ExternalMethods并购其他企业Acquiringotherorganizations垂直整合VerticalintegrationHR的问题HRIssues组织合并Mergingorganizations裁员Dismissingredundantemployees,人力资源管理规划,公司战略：稳定性战略CorporateStrategies:Stability,获取竞争优势的外部机会有限故维持现状。Maintainingstatusquoduetolimitedenvironmentalopportunitiesforgainingcompetitiveadvantage很少员工具有发展的机会。Fewemployeeswillhaveopportunitiesforadvancement管理层识别关键的员工并开发特有的人力资源政策留住关键员工至关重要。Criticalthatmanagementidentifykeyemployees&developspecificHRretentionstrategiestokeepthem,人力资源管理规划,公司战略:转向或紧缩战略CorporateStrategies:TurnaroundorRetrenchment,为适应竞争的环境，精减组织机构以削减成本费用。Downsizingorstreamliningorganizationincost-cuttingattempttoadjusttocompetitiveenvironment企业面临很少的机会与众多的环境威胁。Fewopportunities&manyenvironmentalthreats展开人力资源管理实践以管理“幸存者”非常重要。ImportanttodevelopHRpracticestomanage“survivors”,人力资源管理规划,业务单元战略：成本领先BusinessUnitStrategies:CostLeadership,提高效率，削减成本，给消费者以更多的实惠Increasesinefficiency&cuttingofcosts,thenpassingsavingstoconsumer假定产品的价格需求弹性很高。Assumespriceelasticityindemandforproductsorservicesishigh假定消费者对价格敏感而不是对品牌忠诚。AssumesthatcustomersaremorepricesensitivethanbrandloyalHR战略集中在对员工短期绩效的考评，通过专业分工以及交叉培训来提高效率。HRstrategyfocusesonshort-termperformancemeasuresofresults&promotingefficiencythroughjobspecialization&cross-training,人力资源管理规划,业务单元战略：差异化BusinessUnitStrategies:Differentiation,对消费者制定较高的产品或服务价格。Inordertodemandapremiumpricefromconsumers试图将组织的产品或服务与其他消费者区分开来。Attemptingtodistinguishorganizationalproductsorservicesfromothercompetitorsor创造差异化的感觉Creatingperceptionofdifference组织对于员工的创新提供奖励。Organizationoffersemployeesincentives&compensationforcreativityHR战略集中在外聘员工以及留住有创造力的员工。HRstrategyfocusesonexternalhiringofuniqueindividuals&onretainingcreativeemployees,人力资源管理规划,业务单元战略：聚焦战略BusinessUnitStrategies:Focus,主要满足特定群体的细分市场的需要。Businessattemptstosatisfyneedsofonlyaparticulargroupornarrowmarketsegment战略意图是赢得某些被忽略的顾客群的忠诚。Strategicintentistogainconsumerloyaltyofneglectedgroupsofconsumers战略HR的问题是让员工了解细分市场的独特性。StrategicHRissueisensuringemployeeawarenessofuniquenessofmarketsegment全面的培训以及专注于客户满意非常的关键。Thoroughemployeetraining&focusoncustomersatisfactionarecriticalfactors雇佣对目标市场顾客有热情的员工。Hiringmembersoftargetsegmentwhoareempathetictocustomerintargetsegment,人力资源管理规划,Exhibit3-3(page1)Dyer&Holder的战略类型Dyer&HoldersTypologyofStrategies,人力资源管理规划,Exhibit3-3(page2)Dyer&Holder的战略类型Dyer&HoldersTypologyofStrategies,人力资源管理规划,战略方法对人力资源的好处BenefitsofaStrategicApproachtoHR,通过专注于所需人员与技能的类型来促进高素质员工队伍的开发。Facilitatesdevelopmentofhigh-qualityworkforcethroughfocusontypesofpeople&skillsneeded提高劳动力的成本效益，特别是在劳动力占最大成本的服务行业。Facilitatescost-effectiveutilizationoflabor,particularlyinserviceindustrieswherelaborisgenerallygreatestcost促进了对环境的不确定性与与组织对外部力量的适应性的规划与评估。Facilitatesplanning&assessmentofenvironmentaluncertainty&adaptationoforganizationtoexternalforces,人力资源管理规划,Reading3.1人力资源与资源观HumanResources&ResourceBasedView,员工管理体系的新构想Peoplemanagementsystemsconstruct并非所有的竞争优势都来自于员工管理体系。Notallcompetitiveadvantagebeginswithpeoplemanagementsystems该体系通过储存，流动，转移组织知识资本来创造价值。Thesesystemscreatevaluetoextentthattheyimpactstock,flow,&changeofintellectualcapital/knowledge是企业核心能力的基础Basisofcorecompetencies,人力资源管理规划,Reading3.1人力资源与资源观HumanResources&ResourceBasedView,“技能”概念延伸到知识资本的储存。“Skill”conceptexpandedtoconsiderstockofintellectualcapitalinfirm“行为”概念重新定义为通过知识的创造，转移及整合来实现知识在企业中的流动。“Behavior”conceptreconceptualizedasflowofknowledgewithinfirmthroughitscreation,transfer,&integration核心能力来源于企业知识储存与知识流动的结合，通过知识的创造，转移与整合来创造一种有价值的，稀缺的，难以模仿的，有组织的企业资源。Corecompetencearisesfromcombinationoffirmsstockofknowledge&flowofknowledgethroughcreation,transfer,&integrationinawaythatisvaluable,rare,inimitable,&organized,人力资源管理规划,Reading3.1人力资源与资源观HumanResources&ResourceBasedView,动态能力的构想显示出劳动力与企业核心能力之间的相互作用及随时间发生的变化。Dynamiccapabilityconstructillustratesinterdependentinterplaybetweenworkforce&corecompetenceasitchangesovertime,人力资源管理规划,Reading3.2人力资源的与众不同之处DistinctiveHumanResources,灵活性与开发相结合。“Flexibility”dimensionassociatedwith“prospectors”“Establishedmarkets”categorylinkedtoclassificationslike“defenders”员工管理实践很难被转移与模仿。Employmentpracticesaredifficulttochange&transfer核心能力驱动公司战略。Corecompetenciesshoulddrivebusinessstrategy¬viceversa,人力资源管理规划,Reading3.2人力资源的与众不同之处DistinctiveHumanResources,如果所有能力都能够在公开市场上被购买的话，那企业独特的能力及竞争优势该如何产生？Ifcompetenciesareavailabletoeveryoneonopenmarket,howcantheygenerateauniquecompetency&competitiveadvantageforanyonefirm?,人力资源管理规划,Reading3.3战略人力资源管理的Ps模型TheFivePsModelofSHRM,人力资源理念Philosophy组织对员工价值的陈述；组织的核心文化Statementsofhoworganizationvaluesessentiallycultureoftheorganization人力资源政策Policies对员工有关的商业问题所作出的指引。Expressionsofsharedvalues&guidelinesforactiononemployee-relatedbusinessissues人力资源计划Programs为战略所需要的组织变革而采用的协调一致的方法。Coordinated&strategizedapproachestoinitiate,disseminate,&sustai