Strategic Planning & Human Resources The Diagnostic Model

1. Strategic Planning &Human ResourcesThe Diagnostic Model

2. Strategic Planning & Organizational Behavior • Strategic Planning • Procedures for making decisions about the organization’s long-term goals and strategies • Organizational Behavior - Human Resources Planning (HRP) • Process of anticipating and making provision for the movement (flow) of people into, within, and out of an organization.

3. Organizational Behavior • Actually Strategic Human Resources Management (SHRM) • The pattern of human resources deployments and activities that enable an organization to achieve its strategic goals • Strategy formulation—providing input as to what is possible given the types and numbers of people available. • Strategy implementation—making primary resource allocation decisions about structure, processes, and human resources.

4. OB and Strategic Planning • Strategic Analysis • What human resources are needed to do job and what are available? • Strategic Formulation • What structure is required and necessary in support of human resources? • Strategic Implementation • How will the human resources be allocated? Human Resources Planning StrategicPlanning

5. Linking Strategic Planning and Organizational Behavior

6. 1. Mission, Vision, and Values • Mission • The basic purpose of the organization as well as its scope of operations • Strategic Vision • A statement about where the company is going and what it can become in the future; clarifies the long-term direction of the company and its strategic intent • Core Values • The strong and enduring beliefs and principles that the company uses as a foundation for its decisions

7. F E E D B A C K ASSESS ENVIRONMENT SET OBJECTIVES APPLY HUMAN RESOURCE ACTIVITIES EVALUATE RESULTS • EXTERNAL • CONDITIONS • World • Conditions • Economic • Conditions • Government • Regulations • Unions • Technology • ORGANIZATIONAL • CONDITIONS • Nature of the • Organization • Nature of the • Work • EMPLOYEE • CONDITIONS • Abilities (KSA) • Motivation • Interests • EFFICIENCY • Organization • Employee • EQUITY • Organization • Employee PLANNING STAFFING DEVELOPMENT EMPLOYEE/UNION RELATIONS COMPENSATION EFFICIENCY EQUITY 2. THE DIAGNOSTIC MODEL George Milkovich John Boudreau

8. 2. Diagnostic Model - External Environmental Scanning • Environmental Scanning (Assess Environment) • The systematic monitoring of the major external forces influencing the organization. • Economic factors: general and regional conditions • Competitive trends: new processes, services, and innovations • Technological changes: robotics and office automation • Political and legislative issues: laws and administrative rulings • Social concerns: child care and educational priorities • Demographic trends: age, composition, and literacy

9. 3. Internal Organizational Analysis Culture Competencies Internal Analysis Composition

10. Scanning the Internal Environment • Cultural Audits • Audits of the culture and quality of work life in an organization. • How do employees spend their time? • How do they interact with each other? • Are employees empowered? • What is the predominant leadership style of managers? • How do employees advance within the organization?

11. 4. Determining Required Employee Skill Mix • Core Competencies • Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers. • Sustained competitive advantage through people is achieved if these human resources: • Are valuable. • Are rare and unavailable to competitors. • Are difficult to imitate. • Are organized for synergy.

12. 5. Formulating Strategy – (Setting Objectives) • Strategy Formulation • Moving from simple analysis to devising a coherent course of action. • SWOT analysis • A comparison of strengths, weaknesses, opportunities, and threats for strategy formulation purposes. • Use the strengths of the organization to capitalize on opportunities, counteract threats, and alleviate internal weaknesses.

13. Corporate Strategy Growth and Diversification Mergers and Acquisitions Corporate Strategy Strategic Alliances and Joint Ventures

14. Setting Business Strategy • Value Creation • What the firm adds to a product or service by virtue of making it; the amount of benefits provided by the product or service once the costs of making it are subtracted. • Low-cost strategy: competing on productivity and efficiency • Keeping costs low to offer an attractive price to customers (relative to competitors). • Differentiation strategy: compete on added value • Involves providing something unique and distinctive to customers that they value.

15. Functional Strategy: Ensuring Alignment • External Fit (or External Alignment) • Focuses on the connection between the business objectives and the major initiatives in HR. • Internal Fit (or Internal Alignment) • Aligning HR practices with one another to establish a configuration that is mutually reinforcing.

16. 6. Applying Human Resource Activities Forecasting: A Critical Element of Planning • Forecasting involves: • forecasting the demand for labor • forecasting the supply of labor • balancing supply and demand considerations.

17. Model of HR Forecasting FORECASTING DEMAND • Considerations • Product/service demand • Technology • Financial resources • Absenteeism/turnover • Organizational growth • Management philosophy • Techniques • Trend analysis • Managerial estimates • Delphi technique BALANCING SUPPLY AND DEMAND • (Shortage) Recruitment • Full-time • Part-time • Recalls • Techniques • Staffing tables • Markov analysis • Skills inventories • Management inventories • Replacement charts • Succession planning • External Considerations • Demographic changes • Education of the workforce • Labor mobility • Government policies • Unemployment rate • (Surplus) Reductions • Layoffs • Terminations • Demotions • Retirements FORECASTING SUPPLY

18. Applying Human Resource Activities:Determining Types of Employees • Core knowledge workers • Employees who have firm-specific skills that are directly linked to the company’s strategy. • Example: Senior software programmer • Traditional job-based employees • Employees with skills to perform a predefined job that are quite valuable to a company, but not unique. • Example: Security guard

19. Applying Human Resource Activities: Determining Types of Employees • Contract labor • Employees whose skills are of less strategic value and generally available to all firms. • Example: General electrician • Alliance/partners • Individuals and groups with unique skills, but those skills are not directly related to a company’s core strategy. • Example: Independent product label designer

20. McKinsey’s 7-S Model Source: McKinsey & Company

21. 7. Strategy Implementation • Taking Action: Reconciling Supply and Demand • Balancing demand and supply considerations • Forecasting business activities (trends) • Locating applicants • Organizational downsizing • Reducing “headcount” • Making layoff decisions • Seniority or performance? • Labor agreements

22. 8. Evaluation and Assessment • Evaluation and Assessment Issues • Benchmarking: The process of comparing the organization’s processes and practices with those of other companies • Human capital metrics • Assess aspects of the workforce • HR metrics • Assess the performance of the HR function itself

23. Measuring Strategic Alignment • Strategy Mapping and the Balanced Scorecard • Balanced Scorecard (BSC) • A measurement framework that helps managers translate strategic goals into operational objectives • financial • customer • processes • learning

24. Balanced Scorecard

25. Ensuring Strategic Flexibility for the Future • Organizational Capability • Capacity of the organization to act and change in pursuit of sustainable competitive advantage. • Coordination flexibility • The ability to rapidly reallocate resources to new or changing needs. • Resource flexibility • Having human resources who can do many different things in different ways.