SHRM
Strategic human resource management means formulating and executing HR systems ,HR policies and activities that produce the employee competencies and behaviors the company needs to achieve its strategic aims. Pattern of HR related decision strategies adopted over a period of time and its linkages with the corporate strategies to be able to achieve the distinctive competitive advantage. A companys plan for how it will match its internal strength and weakness with external opportunities and threats in order to maintain a competitive advantage. A pattern of top management decision for fulfilling the goal and objectives of the organization and achieve competitive advantage.
Process of SHRM
INTERNAL ANALYSIS
Strategy formulation
EXTERNAL ANALYSIS
Strategy implementation
HR Capabilities
HR Practices HR Outcomes
Strategy evaluation
Firms Outcome
I. Strategy formulation stage Linkage between strategic planning and HRM: Administrative linkage Two-way linkage
Strategic planning
HRM One-way linkage Strategic planning HRM
Strategic planning
I. LINKAGE MODELS
Matching model
MATCHING MODEL
resource
Unique Resource
competency
Threshold competency
Distinctive Competency
BARNEYS MODEL
Barney argues that four characteristics of resources and capabilities
Value rarity Inimitability non-substitutability
are important in sustaining competitive advantage. Resources which have value are rare, which cannot be initiated or substituted, will be helpful in shaping the HR strategies which inturn will give the organisation competitive advantage.
BAMBERGERS MODEL
Acquisition and development are concerned with the extent to which the HR strategy develops internal human capital as opposed to the external recruitment of human capital Locus of control is concerned with the degree to which HR strategy focuses on monitoring employees compliance with process-based
standards.
outcome
COMMITMENT Workforce locus of control COLLABORATION
PATERNALISTIC
process internal
TRADITIONAL
ANCILLIARY WORKFORCE
low
COMPULSARY WORKFORCE
high
VALUE
IHRM
IHRM is the process of procuring, allocating and effectively utilizing human resources in an international business or in a multinational organization. IHRM is a set of activities aimed at managing organizational human resources at international level to achieve organizational objectives and achieve competitive advantage over competitors at national and international level. IHRM includes HRM functions such as recruitment, selection, training and development, performance appraisal and dismissal done at international level and additional activities such as global skills management, expatriate management and so on.
MODEL OF IHRM
HUMAN RESORCE ACTIVITIES
Procure Allocate Utilize
TYPES OF COUNTRIES
Home Country Host Country Other Country
TYPES OF EMPLOYEE
Parent Host Third
Features of IHRM
IHRM involves employment of the right people at the right positions, irrespective of geographic locations. It requires the development of a long-term HR plan to make sure of an effective alignment of the HR strategies with the corporate objectives. It requires the development of a diversified range of skills for employees, especially for those who need to work beyond national boundaries. It necessitates the determination of compensation for host-, home- and third-country nationals on the basis of countryspecific factors. It requires the creation of centralized reporting relationships around the world for faster information sharing.
oBJeCTIVES of iHRM
The main objective of international human resources management is to enable the firm, the multinational enterprise (MNE), to be successful globally. This entails being competitive throughout the world efficient locally responsive flexible and adaptable within the shortest of time periods capable of transferring learning across their globally dispersed units.
3) Comparison of HRM practices in a variety of different countries 4) Management of international assignments to women
PROCTER & GAMBLE In P&G, one of the priorities for HR at global level is to develop HR capability. This is being achieved by creating interdependencies within the HR community across the company. A sophisticated network of ten communities of practice, each focusing on a different area of HRM activity (such as remuneration or employee relations) has been established. These communities are international, and are resulting in less difference between countries in HRM policies due to the collaborative nature of policy development and implementation.
GREEN HRM
Green HR is a strategy used primarily for reducing the carbon footprint of each employee and talent retention. This term is combined by traditional CSR concept with longerterm renewable approach to business practices. It involves undertaking environment-friendly HR initiatives resulting in greater efficiencies, lower costs and better employee engagement and which in turn, help organizations to reduce employee carbon footprints by the likes of electronic filing, carsharing, job-sharing, teleconferencing and virtual interviews, recycling, telecommuting, online training.
Green Recruiting Training, Development, and Learning Performance Measurement Compensation and Rewards
ONGC: Implementing Green HR practices Project of Landscaping, designing of garden and greening of area in the campus of Jollygrant Airport, Dehradun is started. ONGC has many such initiatives towards green HRM. Another one is Vadodara Movement with Indian Express.
THANK YOU