STRATEGIC HUMAN RESOURCE

MANAGEMENT
- HR strategies-

associate professor PhD Valentina Mihaela GHINEA

 Generic Generic HR HR strategy HR strategy implementation
strategy strategy function creation
impact Action plan Action Duration
over the steps - &
how it will financial
HR
be done? impact

Personnel Employee WHO will do?

Low-cost leadership engagement
Generalist
WHAT will do?
Differentiation Organization
Business partner
development When will do?
Customer Call center
relationship Knowledge
Outsourcing management

Network effect Centers of Employee resourcing

excellence

Self-service Talent management

Fact-based decision Learning &

making
development
e-HR
Reward
Performance culture
Employee relations
 Analyzing & planning
Doing the right thing
Thinking
Entrepreneurial & market
Initiating
oriented
CREATION Starting at the top
Being entrepreneurial
Setting goals

STRATEGY

IMPLEMENTATION
= action plan consisting
in several action steps
Executing
Doing
Doing things right Following through
Operations oriented Moving from top to bottom
Being operational
Achieving goals
Any rival can duplicate a company’s strategy
- it is NOT a tool for differentiation

! Nobody can duplicate the strategy’s implementation

Any successful strategy must be backed by a coherent
set of supportive practices & structure

ALIGNMENT (VERTICAL INTEGRATION)

(HR strategy has to be aligned with the general
strategy of the company)

HORIZONTAL INTEGRATION
‘Bundling’ = development and implementation of HR practices so
that they are interrelated and therefore complement and reinforce
each other.
Example: Company operating a chain of fresh-baked-cookie shops in shopping
malls and other high-traffic areas across the USA
-Years of experience had helped management learn which cookies to bake, when and in what quantities
-Executives knew that if store managers simply followed their published operating procedures, sales and
profits would follow – they always had

The cookie company’s recruitment advertising campaign for store manager

candidates focused on the theme of “Be your own boss”

the ads attracted entrepreneurial people who wanted to run things their own way.

RESULT:
RESULT
-The newly hired managers didn’t follow the company’s success formula
-Profitability
plummeted wherever the entrepreneurial recruits ran things (they made
the wrong cookies, too few or too many at different times of the day or week)

CONCLUSION:

The personnel recruitment-selection process was out of alignment

TRAINING RECRUITMENT
PERFORMANCE APPRAISAL SELECTION
TEAM
COMMUNICATION
BUILDING
CONFLICT MANAGEMENT
PEOPLE

INDUCED & = VISION X

CULTURE LEADERSHIP
SUSTAINED BY MOTIVATION X
LEADER ENTHUSIASM
VALUES, BELIEVES, STRATEGIC
ASSUMPTIONS,
OPERATING STYLE
GOALS

SUPPORTIVE
STRUCTURE
ACTIVITIES

HOW the individual elements

reinforce each other = MOTIVATION
SYNERGY

FINANCIAL MOTIVATION
NON-FINANCIAL MOTIVATION
“What you do
makes a difference,
and you have to decide
what kind of difference you want to make.”
Jane Goodall, Primatologist
 HR strategies

 WHAT KIND OF COMPANY (size / field of activity)?

 WHAT GENERAL STRATEGY could it be aligned to?
 WHERE TO LOOK FOR this type of people?
 HOW TO SELECT them?
 HOW TO MOTIVATE them?
 WHAT TYPE OF LEADERSHIP this HR strategy triggers and boosts?
 WHAT ORGANIZATIONAL CULTURE this HR strategy nurtures?
 HR strategies
Human capital management strategy

Key word: USE OF METRICS

= focus on obtaining, analysing and reporting on data:
 employee engagement and retention
 talent management
 learning and development programs

EMPLOYEES = ASSETS

https://ro.pg.com/despre-noi/
 High performance strategy
Key word: PERFORMANCE

= achieving competitive advantage by improving performance through people

- developing and implementing high-performance work systems  EMPLOYEES =
USERS / OPERATORS

Infosan Ophthalmology Hospital is a Center of Excellence in Pediatric Ophthalmology and General

Ophthalmology in the true sense of the word. We have a new headquarter, downtown, with an operating block
equipped with top equipment. However, the most important aspect is that Dr. Andreea Ciubotaru, the President of the
Romanian Society of Strabology and Ophthalmopediatrics,
Ophthalmopediatrics the primary ophthalmologist and the founder of Infosan,
one of the best ophthalmologists in Romania, is the heart of our hospital. Yes, we know it sounds like praise, but the
reality of the past years shows us something else. It shows us thousands and thousands of satisfied patients. Healthy!
Doctor Andreea Ciubotaru is the angel of children who do not see or whose eyesight is threatened by the disease. An
absolutely upright, correct man, 100% involved in everything he does and whose passion for medicine goes far beyond
the normalcy of today. (https://infosan.ro/)
 Corporate social responsibility strategy

Key word: VALUES

= focus on recruiting people with high ethical standards  promoting values such as
trust, good behaviour, fairness, kindness .. considering their social, environmental
and economic impact

Organization’s commitment to managing the business ethically in order to make a

positive impact on society and the environment
 Employee engagement strategy

Key word: LOYALTY

= focus on recruiting people willing to put discretionary effort into their work (in
terms of extra time, brainpower or energy)

Deloitte is a leading global provider of audit and assurance, consulting, financial

advisory, risk advisory, tax, and related services. With more than 150 years of hard work and
commitment to making a real difference, our organization has grown in scale and diversity—
approximately 286,000 people in 150 countries and territories, providing these services—yet our
shared culture remains the same. Our organization serves four out of five Fortune Global 500®
companies. https://www2.deloitte.com/ro/ro/pages/about-deloitte/articles/about-deloitte.html
 Organization development strategy

Key words: FLEXIBILITY & ADAPTABILITY

= seeks for people with a propensity for effectively working in teams, flexible and
adaptable

Organization’s commitment to:

organizational processes improvement
management of change

The company "Supremia“, part of the Solina Group,

specialized in the production of spices for the food
industry, is the first company in Alba Iulia that has
adopted the "Kaizen" philosophy of Japanese cleaning
(http://www.solina-group.ro/)
 Knowledge management strategy

Key word: EXPERTISE

= the source of competitive advantage lies within the firm = people & their knowledge
Focus on:
 creating, acquiring, capturing, sharing and using knowledge to enhance learning

and performance

https://www.valuement-group.com/
 Employee resourcing strategy

Key word: MOTIVATION

 Selecting motivation  recruiting and retaining only the people that fit the pre-set
motivational framework
 Creating motivation  recruiting and retaining valuable people to whom the
company will tailor its motivation functional strategy upon
 Talent management strategy

Key word: POTENTIAL

= focus on the identification and development of the outstanding employees
 Learning & development strategy

Key words: TRAINING & DEVELOPMENT

= hiring regular people that are then given the opportunity to enhance their
knowledge and skills and levels of competency
 Reward strategy

Key word: REWARD

= focus on developing reward policies, practices and processes, such that the
employees feel recognized and motivated to engage in the daily work and perform
at their highest level of productivity
 Employee relations strategy

Key words: CONFLICT MANAGEMENT & COMMUNICATION

= define the intentions of the organization about what needs to be done and what
needs to be changed in the ways in which the organization manages its
relationships with employees and their trade unions
“WHO KNOWS USEFUL THINGS,
NOT MANY THINGS,
IS WISE”
Aeschylus