APPLICATION TO YOUR CASE

WHAT IS PROPOSAL OF HUMAN RESOURCE MANAGEMENT STRATEGIES FOR YOUR BUSINESS?

Situation: Your top manager wants to have more customers and expand your business. However, the challenge is that your sale of product
(name your own products) is low and has lost customers. The plan to expand your business may face some risks. In the role a HRM
manager, you are asked by your top manager make a proposal of HUMAN RESOURCE MANAGEMENT STRATEGIES to meet business
goal.
Guidelines: To gain the mentioned purpose, you should: 1) find out existing problems of your business and 2) based on findings of
problems, you build strategies to present top manager for problem solving to meet your business goal. Questions and guidelines are given
in the box below. You can also refer to examples attached.

Note: you can create your own situation

Questions Guidelines to answer

1. What is your In detecting existing problems, you should include human, competitive, and technological issues. To have good
strategies to detect findings, you better build questionnaire or survey. You can use FORM 1- Questionnaire technique strategies in
your existing finding problem, or create a new one of your own
problems in your
business
2. After finding To propose this strategies, you can consider the FORM 2 SCORECARD strategies model with 7 steps below:
existing problems, Step 1 Define the business strategy – In this step, management translates its broad strategic plans into specific
what is strategies actionable goals.
proposal to engage
in activities that Step 2. Outline the company’s value chain – Here the manager identifies the strategically relevant outcomes and
produce the required employee behaviors by identifying the value chain, which identifies the primary activities that create value
employee behaviors for customers and the related support activities. The value chain is a tool for identifying, isolating, visualizing, and
the company needs analyzing the firm’s strategic activities and strategic costs. This step allows managers to better understand the
to achieve strategic activities that drive performance in their company.
goals Step 3. Outline a Strategy Map – A summary of the chain of major activities that contribute to a company’s
success, the strategy map shows the “big picture” of how each department’s performance contributes to the
achievement of company goals.
Step 4 Identify the strategically required organizational outcomes – In order to achieve its strategic goals, every
company must produce critical, strategically relevant outcomes.
Step 5. Identify the required workforce competencies and behaviors – Competencies and behaviors such as
personal accountability, working proactively, motivation, courteous behavior, and commitment drive organizational
performance by producing strategically relevant organizational outcomes.
Step 6. Identify the required HR system policies and activities – The question in this step is “what HR system
policies and activities will enable us to produce those workforce competencies and behaviors?” The answer might
include things like special training programs or changing the compensation plan. These policies and activities are
often referred to as “HR enablers”, which create and make possible the HR “performance drivers” – the workforce
 competencies and behaviors that produce the strategically relevant organizational outcomes. Once these enablers are
identified, the next question that follows is, what specific form should these policies and activities take? How and to
what end should systems and processes be changed? The HR system must be aligned with the company’s specific
strategic needs. At this point, the HR manager must become precise about the actual form and design of the firm’s
HR deliverables.

FORM 1
EXAMPLE FOR QUESTION NUMBER 1

GUIDE QUESTIONS TO DETECT PROBLEMS Yes No

1.HUMAN FACTORS
Work motivation Are your employees motivated to work? 
Interpersonal conflict Do you see any conflicts among your employees and solved? 
Communication problems Do your employees communicates effectively? 
Poor job fit Do see your employee do the job that does not fit them? 
Gossip Do you see gossip habit among your employees? 
Bullying Do you often witness bullying among your employees? 
Harassment Do your employees experience harassment at your business? 
Discrimination Do your employees experience discrimination 
Job satisfaction Are your employees satisfied with their job? 
Performance issues Are happy with your employees’ performance? 
Salary Have ever heard that your employees’ complains about salary 
Health safety Do you have health insurance and medical check-up policy for your employees 
Others …………………………………………………………………..
2. COMPETITIVE FACTORS
Producing Price Is your producing cost high? 
Market and offer mismatch Is your product launched in wrong market, wrong offer or both) 
Lack of appropriate channels Do you have channels for customer to hear about your business (promotional channels) or to buy 
our products (sales channels)?
Sales management Do you see that you manage well the sales pipeline? 
Product Quality Have you ever heard your customers ‘complains about your product quality? 
Promotion Do have a have promotion for your customers periodically or on theirs special occasion? 
Product Variety Do you have many kinds of products for customers’ abundant choices? 
Service quality Are your customers happy with your quality of your services 
Location Is your location easy to find?
Others:
3. TECHNOLOGICAL FACTORS
Computer calculation speed/power Is your computer calculation functioning well? 
Engine efficiency Is your engine system efficient and functioning well? 
Internet connectivity Is your internet connectivity is working at full speed and continuously? 
Automation Can your automation system reduce time, effort and cost, whilst reducing 
 manual errors? ,
Data tool Do you have data tool to restore your customers 

FORM 2
EXAMPLE FOR HUMAN RESOURSE TRATEGIES PROPOSAL

Hotel International: This example illustrates how the multi-stop process for developing an HR Scorecard works. As a corporate strategy,
the management and owners want to continue to expand geographically, believing that doing so will allow them to capitalize on their
reputation for good service, by producing multi-city alternatives for guests. The challenge is that their reputation for good service has been
deteriorating, thereby making the expansion strategy a risk since guest might actually prefer other hotels after trying the Hotel International.
This example walks students through the steps involved in developing an HR management system strategies.

1.   The Strategy - The strategy chosen by management is to use superior guest services to differentiate their properties, and increase the
length of stays and return rate of guests, thereby boosting revenues and profitability.
 
2.   The Value Chain – outlines the value chain. Inbound logistics activities (getting guests from the airport and checked in, operations
activities (cleaning the guest’s room); outbound logistics activities (picking up baggage), marketing and sales activities (attracting guests to
the hotel), service activities (travel awards) and support activities (purchasing, information systems, HR). The question for the HR manager
is “given our strategic goals, how can HR management help our hotel achieve its goals by adding value to each of the hotel’s core value
chain activities?” 

3.   The Strategically Required Organizational Outcomes – the outcomes that the Hotel International is seeking includes fewer customer
complaints, more written compliments, more frequent guest returns, longer stays, and higher guest expenditures per visit.

4.   The Strategically Relevant Workforce Competencies and Behaviors – Based on the value chain analysis, competencies and behaviors
identified are “high quality front-desk customer serivce”, “taking calls for reservations in a friendly manner”, “greeting guests at the front
door”, and “processing guests’ room service meals efficiently”.

5.   The Strategically Relevant HR System Policies and Activities – Here  HR deliverables are identified to produce the crucial workforce
competencies and behavior. For example, in order to produce “high quality front-desk customer service,”, an HR deliverable of instituting
practices to improve disciplinary fairness and justice in the company with the aim of improving employee morale is identified.

6.   The HR Scorecard – Metrics are selected to show the links among the HR activities, workforce behaviors and organizational outcomes.   
For example, metrics of grievance activitiy, scores on attitude surveys, and customer complaints are chosen for inclusion in the scorecard.

Improving Productivity Through HRIS:  Software Systems for Managing Scorecard Programs.  The balanced scorecard does for the
company as a whole what the HR scorecard does for the HR function.  It is a management tool (usually a computerized model) that traces a
multitude of performance measures simultaneously and shows their interactions across the company. The balanced scorecard includes
multifunctional metrics that top management believes contribute to the company’s strategic success.