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3 Human Resource Management Strategy and Analysis

[ Where Are We Now … Chapter 3 Human Resources Management Strategy and Analysis

We will examine the nuts and bolts of human resource management, such as how to analyze
jobs and recruit and select employees.

However a company’s HR policies and practices should produce the employee behaviors and
competencies the firm needs to achieve its strategic goals.

Therefore, the main purpose of this chapter is to explain how managers formulate human
resource strategies for their companies.

We’ll address the strategic management process, types of strategies, strategic human resource
management, HR metrics and benchmarking, high-performance work systems, and employee
engagement.

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Learning Objectives
1. Define strategic human resource management (SHRM) and give an example of SHRM in
practice.
2. SHRM Tools
3. Give at least five examples of HR metrics.
4. Give five examples of what employers can do to have high-performance systems (HPWS).

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STRATEGIC HUMAN RESOURCE MANAGEMENT
Strategic human resource management means
formulating and executing
human resource policies and practices
that produce
the employee competencies and behaviors the company needs
to achieve its strategic aims.

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Strategic Human Resource Management Tools
• Strategy map:
{ A strategic planning tool that }
show the “big picture” of
how each department’s performance contributes to
achieving the company’s overall strategic goals.

• The HR scorecard:
A process for assigning financial and non
financial goals or metrics
to the human resource management related chain of activities.
That chain is required for
achieving the company’s strategic aims
and for monitoring results

• Digital dashboards:
Presents the manager
with desktop graphs and charts,
It is a computerized picture of
where the company stands
on all those metrics from an HR Scorecard perspective.

[ notes:
{ The strategy map shows the “big picture” of how each department’s performance contributes
to achieving the company’s overall strategic goals.}
Many employers quantify and computerize the map’s activities. The HR Scorecard helps them
to do so.

The HR Scorecard is not a scorecard.

{It refers to a process for assigning financial and nonfinancial goals or metrics to important
human resource management–related chain of activities. That chain is required in order to
achieve the company’s strategic aims and for monitoring results.}

{ A digital dashboard presents the manager with desktop graphics and charts. It is a
computerized picture of where the company stands on all those metrics from an HR Scorecard
perspective.

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HR METRICS AND BENCHMARKING
• HR metrics:
The quantitative device of
human resource management activity,
such as employee turnover,
hours of training per employee, or qualified applicant per position.

[ Being able to measure what you are doing is an integral part of the HR strategy process.
First, management translates its strategic plan into workforce requirements.
Such requirements are tracked in terms of measurable worker competencies and behaviors
(such as outstanding service). Given these workforce requirements, the human resource
manager then formulates supportive HR strategies, policies, and practices such as new training
programs.

If the new strategy calls for doubling profits by improving customer service, to what extent are
our new training practices helping to improve customer service? Managers use strategy-based
metrics to answer such questions. Strategy-based metrics focus on measuring the activities that
contribute to achieving a company’s strategic aims.

Such analyses often employ data-mining techniques.

Data mining sifts through huge amounts of employee data
to identify correlations
that employers then use to improve their employee-selection and other practices.

Finally, the HR manager picks measures by which to gauge whether his or her new policies and
practices are producing the required employee competencies and behaviors.

BENCHMARKING means comparing the practices of high-performing companies to your own,

in order to understand what they do that makes them better.

Human resource managers often collect data on matters such as

employee turnover and safety
via human resource audits.

An HR audit is an analysis by which an organization measures where it currently stands

and determines what it has to accomplish to improve its HR functions.

Evidence-based human resource management

means using data, facts, analytics, scientific rigor, critical evaluation, and critically evaluated
research/case studies
to support
human resource management proposals, decisions, practices, and conclusions.

But How Can Hr Managers Be Scientific? Objectivity, experimentation, and prediction are the
heart of science.
For managers, the point of being “scientific”
is to make better decisions
by forcing you to gather the facts.

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HIGH-PERFORMANCE WORK SYSTEMS
• High-Performance Work System (HPWS):
{ A set of human resource management policies and practices
that promote organizational effectiveness}

A high-performance work system

(HPWS) is
a set of HR policies and practices
that together produce
superior employee performance.

• High-Performance Human Resource Policies and Practices

Pesf
- Practice benchmarking to set goals
and measure the notable performance differences required of an HPWS.

- Emphasize the use of relevant HR metrics.

- Set out the things that HR systems must do to become an HPWS.

- Foster (লালনপালন করা) practices that encourage employee self-management.

[ Notes:

These policies and practices illustrate the importance of HR metrics and how they help to
assess HR performance.

They also reveal what HR systems must do to be successful. Such success may include helping
workers aspire to manage themselves.

HR practices also highlight measurable differences between HR systems in high and low
performing companies. ]