人力资源管理规划与企业战略英文版

1、人力资源管理与企业战略Distinctive human resources are firms core competenciesn SHRM is the linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility.n SHRM is the pattern of planned human resource deplo

2、yment and activities intended to enable an organization to achieve its goals.n Strategic human resources management is largely about integration and adaptation. Its concern is to ensure that: (1) human resources (HR) management is fully integrated with the strategy and the strategic needs of the fir

3、m; (2) HR policies cohere both across policy areas and across hierarchies; and (3) HR practices are adjusted, accepted, and used by line managers and employees as part of their everyday work.Strategic Human Resource ManagementThe 5-P ModelORGANIZATIONAL STRTEGYInitiates the process of identifying st

4、rategic business needs and provides specific qualities to themSTRTEGIC BUSINESS NEEDSExpressed in mission statements or vision statements and translate into strategic business objectivesEXTERNAL CHARACTERISTICSSTRATEGIC HUMAN RESOURCES MANAGEMENT ACTIVITIESINTERNAL CHARACTERISTICSLinking Strategic B

5、usiness Needs & Strategic HRM ActivitiesPepsi-Cola Internationals strategyBeing No. 1 by Creating Value through Leadership and Excellence.l The fastest growingl The most committed to customer service and attuned to customer needsl The best operatorsl The best selling and marketing companyl The b

6、est people-oriented companyThe 5-P ModelPCIs strategic business objectivesl Committed bottling organizationl Uncompromising dedication to qualityl Development of talented peoplel Focus on growthl Quality business plansThe 5-P ModelHuman Resources PoliciesExpressed as shared values (guidelines)Human

7、Resources PhilosophyExpressed in statements defining business values and cultureHuman Resources ProgramsArticulated as Human Resources StrategiesHuman Resources PracticesFor leadership, managerial, and operational rolesHuman Resources ProcessesFor the formulation and implementation of other activiti

8、esExpress how to treat and value peopleEstablishes guidelines for action on people-related business issues and HR programsCoordinates efforts to facilitate change to address major people-related business issuesMotivates needed role behaviorsDefines how these activities are carried outThe 5-P ModelST

9、RATEGIC HUMAN RESOURCES MANAGEMENT ACTIVITIES1. HUMAN RESOURCES PHILOSOPHYn This is a statement of how the organization regards its human resources, what role the resources play in the overall success of the business, and how they are to be treated and managed.n Instead of using the terms HR philoso

10、phy or HR values to describe how human resources are regarded, treated, and managed, some organizations use the term culture.The 5-P ModelA statement of the culture at PCILEADERSHIP IN PEOPLEWe will develop an excellent organization focused on building the business by:l Empowering people to drive th

11、e business from the closest point to the marketl Developing the right skills to be the best in the businessl Building career opportunitiesl Building teamwork: With bottlers to ensure that we maintain strong partnerships Among area, division, and headquarters staff to ensure that we coordinate functi

12、onal strengths to produce the best possible results Across markets to ensure that we share the best practices throughout the enterprisel Helping people succeed by building an environment with: High integrity Strong and consistent values Continuous improvementThe 5-P Model: PHILOSOPHYLEADERSHIP IN OU

13、R BRANDSWe will achieve brand superiority by:l Delivering the best products in the marketplace: The highest quality The best tasting The most consistentl Communicating these benefits in a high-impact, persuasive and consistent mannerLEADERSHIP IN MARKETINGWe will build on our brand platforms by:l Cr

14、eating new brand, channel, and package segments that build the business: Faster off the mark Better ideas Quicker to create and take advantage of opportunitiesThe 5-P Model: A statement of the culture at PCILEADERSHIP IN OPERATIONSWe will build excellence in our own and bottler operations by:n Being

15、 the low-cost producern Establishing and maintaining a strong focus on customer services and sales management. These cornerstones will make us the best sales companyn Standardizing operating systems to:Enhance our ability to provide the highest level of customer serviceDevelop an ability to measure

16、and manage key parameters of the business in a consistent fashionProvide a common set of practices and disciplines for the organizationThe 5-P Model : A statement of the culture at PCI2. HUMAN RESOURCES POLICIESAll of these statements provide guidelines for action on people-related business issues a

17、nd for the development of HR programs and practices based on strategic needs. The term HR Policy, as used here, does not mean HR Policy Manual.The 5-P ModelHR policy can link values with a particular people-related business needlValues: high standards of personal performancelNeed: to develop communi

18、cation skills that would foster such performance in a decentralized international environmentlHR policy: instant feedback. if you have a problem or an idea about any aspect of the business, or about an individuals performance, then the organization demands that you raise the issue appropriately and

19、discuss it maturely.The 5-P Model: POLICIES3. HUMAN RESOURCES PROGRAMSShaped by HR policies, HR programs represent coordinated HR efforts specifically intended to initiate, disseminate, and sustain strategic organizational change efforts necessitated by the strategic business needs.The 5-P ModelGene

20、ric questions help to identify the fundamental issues for programslWhat is the nature of the corporate culture? Is it supportive of the business?lWill the organization be able to cope with future challenges in its current form?lWhat kind of people and how many will be required?lAre performance level

21、s high enough to meet demands for increased profitability, innovation, higher productivity, better quality, and improved customer service?lWhat is the level of commitment to the company?lAre there any potential constraints such as skill shortages or HR problems?The 5-P Model: PROGRAMS4. HUMAN RESOUR

22、CES PRACTICESLEADERSHIP ROLESv Establishing directionv Aligning peoplev Motivating and inspiring individualsv Causing dramatic and useful changee.g. FPC Live by the basic values of the Forest Products Company Demonstrate honesty and ethical behavior in business transactions Show a high degree if per

23、sonal integrity in dealing with others Avoid wasting time or resources Strive for continuous improvement in all you do Demonstrate confidence in yourself as a leaderThe 5-P ModelMANAGERIAL ROLESl Make sure that objectives are clearly understoodl Level with people on what is not negotiablel Give appr

24、opriate orientation to people on new assignmentsl Deal effectively with performance problemsl Give people the information they need to be successfull Give developmental performance feedback in a timely mannerl Give people the freedom they need to do their jobsl Give co-workers the opportunity to try

25、 out their new ideasl Encourage appropriate collaboration on work assignmentsl Encourage people to participate when appropriateOPERATIONAL ROLESContent is far more specific than for the other rolesThe 5-P Model: PRACTICES5. HUMAN RESOURCES PROCESSESThis area deals with how all the other HR activities are identified, formulated, and implemented.The 5-P ModelStrategy - HR fit: Does it really matter?FIT: the effectiveness of any HR practice or set of practices for impacting firm performance depends upon the firms strategy, or conversely, the effectiveness of any strategy depends upon having th