人力資源管理與企業(yè)戰(zhàn)略

1、人力資源管理與企業(yè)戰(zhàn)略課件第一頁，共21頁。Distinctive human resources are firms core competencies第二頁，共21頁。n 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

2、human resource deployment 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 strate

3、gic needs of the firm; (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 Management第三頁，共21頁。The 5-P ModelORGANIZATIONAL STRTEGYInitiates

4、the process of identifying strategic 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 CHARA

5、CTERISTICSLinking Strategic Business Needs & Strategic HRM Activities第四頁，共21頁。Pepsi-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 bes

6、t selling and marketing companyl The best people-oriented companyThe 5-P Model第五頁，共21頁。PCIs strategic business objectivesl Committed bottling organizationl Uncompromising dedication to qualityl Development of talented peoplel Focus on growthl Quality business plansThe 5-P Model第六頁，共21頁。Human Resourc

7、es PoliciesExpressed as shared values (guidelines)Human Resources PhilosophyExpressed in statements defining business values and cultureHuman Resources ProgramsArticulated as Human Resources StrategiesHuman Resources PracticesFor leadership, managerial, and operational rolesHuman Resources Processes

8、For the formulation and implementation of other activitiesExpress 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 behaviorsDef

9、ines how these activities are carried outThe 5-P ModelSTRATEGIC HUMAN RESOURCES MANAGEMENT ACTIVITIES第七頁，共21頁。1. 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

10、to be treated and managed.n Instead of using the terms HR philosophy or HR values to describe how human resources are regarded, treated, and managed, some organizations use the term culture.The 5-P Model第八頁，共21頁。A statement of the culture at PCILEADERSHIP IN PEOPLEWe will develop an excellent organi

11、zation focused on building the business by:l Empowering people to drive the 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 a

12、rea, division, and headquarters staff to ensure that we coordinate functional 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 integrityStrong and consistent

13、 values Continuous improvementThe 5-P Model: PHILOSOPHY第九頁，共21頁。LEADERSHIP IN OUR 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 consi

14、stent mannerLEADERSHIP IN MARKETINGWe will build on our brand platforms by:l Creating new brand, channel, and package segments that build the business: Faster off the mark Better ideasQuicker to create and take advantage of opportunitiesThe 5-P Model: A statement of the culture at PCI第十頁，共21頁。LEADER

15、SHIP IN OPERATIONSWe will build excellence in our own and bottler operations by:n Being 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 ou

16、r ability to provide the highest level of customer serviceDevelop an ability to measure and manage key parameters of the business in a consistent fashion Provide a common set of practices and disciplines for the organizationThe 5-P Model : A statement of the culture at PCI第十一頁，共21頁。2. HUMAN RESOURCE

17、S POLICIESAll of these statements provide guidelines for action on people-related business issues and 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 Model第十二頁，共21頁。HR policy can link values with a pa

18、rticular people-related business needlValues: high standards of personal performancelNeed: to develop communication 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, o

19、r about an individuals performance, then the organization demands that you raise the issue appropriately and discuss it maturely.The 5-P Model: POLICIES第十三頁，共21頁。3. HUMAN RESOURCES PROGRAMSShaped by HR policies, HR programs represent coordinated HR efforts specifically intended to initiate, dissemin

20、ate, and sustain strategic organizational change efforts necessitated by the strategic business needs.The 5-P Model第十四頁，共21頁。Generic questions help to identify the fundamental issues for programsl What is the nature of the corporate culture? Is it supportive of the business?l Will the organization b

21、e able to cope with future challenges in its current form?lWhat kind of people and how many will be required?l Are performance levels high enough to meet demands for increased profitability, innovation, higher productivity, better quality, and improved customer service?l What is the level of commitm

22、ent to the company?lAre there any potential constraints such as skill shortages or HR problems?The 5-P Model: PROGRAMS第十五頁，共21頁。4. HUMAN RESOURCES PRACTICESLEADERSHIP ROLESv Establishing directionv Aligning peoplev Motivating and inspiring individualsv Causing dramatic and useful changee.g. FPC Live

23、 by the basic values of the Forest Products Company Demonstrate honesty and ethical behavior in business transactions Show a high degree if personal integrity in dealing with others Avoid wasting time or resources Strive for continuous improvement in all you do Demonstrate confidence in yourself as

24、a leaderThe 5-P Model第十六頁，共21頁。MANAGERIAL ROLESl Make sure that objectives are clearly understoodl Level with people on what is not negotiablel Give appropriate 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 out their new ideasl Encourage appropria