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Strategic Human Resource Management This module is divided into three sections: > Transformation to strategic human resource management (HRM). > Strategic engagement. > The future of strategic partnerships. 2 ©SHRM 2009 Transformation to Strategic HRM By the end of this section, you will be able to: > Describe the evolution of HRM. > Define strategic HRM. > Distinguish between strategic and tactical HR activities. > Explain the role of the HR professional. > Understand steps in building a strategic relationship. 3 ©SHRM 2009 Evolution of the HR Function Strategic Purchasing Personnel HR Labor Human Relations Resources (HR) Source: Christensen, R. (2006). Roadmap to strategic HR: Turning a great idea into a business reality. New York: AMACOM. 4 ©SHRM 2009 Definitions of Strategic HRM • Is focused on “…building competitive advantage, to enabling business strategy, to fulfilling customer needs” (Christensen, p. 12). • “…the majority of HR time and resources is focused to optimize workplace performance in order to maximize the results of the organization. HR departments must be accountable not for what they do but for the results they are providing—from providing perceived value to demonstrating actual value to the business” (Robinson & Robinson, p. 4). 5 ©SHRM 2009 Three Categories of Work • Transactional work: St > Administrative, order-taking. rat eg > Benefits individuals. ic • Tactical work: Tactical > Solution-focused. > Benefits employee workgroups. Transactional • Strategic work: > Long term. > Linked to one or more business goals. > Solution-neutral in early stages. > Requires multiple solutions or tactics to be implemented. > Benefits business units and perhaps the entire enterprise. Source: Robinson, D. G., & Robinson, J. C. (2005). Strategic business partner: Aligning people strategies with business goals. San Francisco: Berrett-Koehler Publishers, Inc. 6 ©SHRM 2009
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