3154 - Strategic Human Resource Management

 COURSE OBJECTIVES
 Through a series of developments, both outside and within the workplace, the nature of
jobs, their requisite skills, employee behaviors and the conditions under which employees
now work, have changed irrevocably. Globalization and advances in technology are the
twin factors that shall fashion contemporary HRM tools and techniques and ensure success
of organizations in future era of knowledge. The concept of SHRM assumes significance as
HR professionals are now primarily responsible to ensure that their strategic HR Policies
and Practices are in line with the short and long term needs of their organization.
SHRM emphasizes the need for HR plans and strategies to be formulated within the
context of overall organizational strategies and objectives and to be responsive to the
organizations’ dynamic external environment.
The objective of this course is to delineate the concepts and characteristics of SHRM, its
relationship with business strategies of the organization, its several models with their
effects on Core HR functions and the relationship between SHRM and Organization’s
Structure, Strategy, Culture and Policies.
 
SYLLABUS
 
A.     CONCEPTUAL UNDERSTANDING
1.      HRM Roles, Functions and Strategies
i)              Role of HR functions
ii)             Role of HR practitioner
iii)           Professionalism of HRM
iv)           Ethical Considerations
v)            Concept of Strategy
vi)           Strategic HRM defined
vii)         Aims of Strategic HRM
 
B.     OPERATIONS AREA
1.      Organizational Strategy, Structure, Culture and Policy
 
i)              Approaches to Strategic HRM
ii)             SHRM & Business Strategy
iii)           SHRM Strategy, Structure, Culture and Policy
iv)           Organizational Culture and HRM
v)            HRM Structures and Policy
vi)           The Formulation of HR Strategies
vii)         The Strategic Fit
viii)        Strategic HRM Models
 
2.      Organization, Jobs and Roles
 
i)              Organization Design – Aims & Resources
ii)             Conducting Organization Reviews
iii)           Organization Analysis & Diagnostics
iv)           Organization Planning
v)            Responsibility for Organization Design
 
3.      Organizational Development, Change & Transformation
 
i)              Organizational Development – Defined
ii)             Change Management
 iii)           Organizational Transformation
iv)           Development & Change Process
 
C.     SYSTEMS AND PROCEDURES
 
1.      HR Planning
 
i)              Role and need for HR Planning
ii)             Objectives of HR Planning
iii)           HR Planning Process
iv)           Forecasting HR Requirements
v)            HRP & Strategic Organizational Planning
vi)           Economic and Market Factors
vii)         Government & Industrial Relations Changes
 
2.      HR Information Management System
 
i)              Need of HRIMS
ii)             Nature and Benefits of HRIMS
iii)           Types of HRIMS Data
iv)           Strategic HR Planning & HRIMS
v)            Productive HRIMS
 
3.      Employee Resourcing
 
i)              Human Capital – Definition and Theory
ii)             Intellectual Capital
 
4.      Talent Management
 
i) Concept Defined
Talent management is the use of an integrated set of activities to ensure that the organization attracts,
retains, motivates and develops the talented people it needs now
and in the future. The aim is to secure the flow of talent, bearing in mind that talent is
a major corporate resource.
ii) Talent Management Processes

iii)           Being an Employer of Choice

The recruitment plan should include plans for attracting good candidates by ensuring that the
rganization will become an ‘employer of choice’. This could be achieved by such means as generally
improving the image of the company as an employer (the employer brand) and by offering:
● better remuneration packages;
● more opportunities for learning, development and careers;
● enhanced future employability because of the reputation of the organization as
one that employs and develops high quality people, well as the learning opportunities it provides;
● employment conditions which address work–life balance issues by, for example,
adapting working hours and arrangements and leave policies, and providing
child care facilities or vouchers to meet the needs of those with domestic responsibilities;
● better facilities and scope for knowledge workers, such as research and development scientists or
engineers or IT specialists;
● ‘golden hellos’ (sums of money paid upfront to recruits);
● generous relocation payments.

iv)           Attraction and Retention Strategies

v)            Reward Strategy
vi)           Succession Planning Strategy
vii)         Talent Audits

A talent audit identifies those with potential and provides the basis for career planning and
development – ensuring that talented people have the sequence of experience
supplemented by coaching and learning programmes that will fit them to carry
out more demanding roles in the future. Talent audits can also be used to indicate the
possible danger of talented people leaving (risk analysis) and what action may need
to be taken to retain them.
 
5.      Competency based HRM
 
i)              Concept & Definition
ii)             Different Types of Competencies
iii)           Coverage & Content of Competency Frameworks
iv)           Developing a Behavioral Competency Network
v)            Developing Technical/Functional Competency Network
vi)           Applications of Competency Framework
 
6.      Jobs and Roles
 
i)              Jobs and Roles Analysis
ii)             Skills Analysis
iii)           Competency Analysis
iv)           Jobs Design and Enrichment
v)            Jobs Design Strategies
vi)           Job Descriptions
vii)         Job Specifications
 
7.      Staffing Strategies
 
i)              Strategic Recruitment Perspective
ii)             Recruiting from within
iii)           Recruiting Outside the Organization
iv)           Outsourcing
 
8.      Employees Selection
 
i)              Pre-Employment Screening
ii)             Matching People and Jobs
iii)           Employment Tests
iv)           Employment Interview
v)            Selection Decisions
 
9.      Training
 
i)              Orientation
ii)             Training and Development Programs
 iii)           Principles of Learning
iv)           Trends in Training
v)            E-Learning
 
10.  Career Development & Management
 
i)              Strategic Perspective
ii)             Process of Career Management
iii)           Career Planning
iv)           Career Development Program
v)            Determination of Individual Development Needs
vi)           Personal Career Development
vii)         Performance & Potential Assessments
 
11.  Performance Management
 
i)              Performance Appraisal Programs
ii)             Performance Appraisal Methods
iii)           Appraisal Interviews
iv)           Enhancing Performance
v)            Employee Counseling
vi)           Employee Discipline
 
12.  Rewards Management
 
i)              Strategic Aims of Reward Policies
ii)             Reward Strategy
iii)           Components of Reward Management
iv)           Factors affecting Pay Levels
 
13.  Compensation Management
 
i)              Strategic Aims
ii)             Concept of Market Rate
iii)           Required Management & Data Analysis
iv)           Job Matching
v)            Criteria for Grade and Pay Structure
vi)           Pay for Performance Strategies
vii)         Employee Benefits, Pension and Allowances
 
14.  Conclusion – The Future of SHRM
 
i)              The future workplace
ii)             SHRM in the future
iii)           SHRM practice in the future
 
 
Core Readings
1. Strategic Human Resource Management by Alan Nankering Robert Compton, Marian
Biard.
2. A Handbook of Human Resource Management Practice by Michael Armstrong.
3. Institute of Bankers Pakistan - Lesson Notes on HRM