STRATEGIC ROLE OF HRM MANAGER

• STRATEGIC ROLE OF
   HUMAN RESOURCE MANAGER

•  HUMAN RESOURCE MANAGER

• DR. SHASHI AGGARWAL

• MEANING OF STRATEGIC MANAGEMENT

1. STRATEGIC MGMT IS DEFINED AS THE DYNAMIC PROCESS OF FORMULATION,IMPLEMENTATION,EVALUATION AND CONTROL OF STRATEGIES TO REALIZE THE ORGANIZATION'S STRATEGIC INTENT.
2.  AS PER CHANON,” STRATEGIC MANGEMENT IS DEFINED AS THAT SET OF DECISIONS AND ACTIONS THAT RESULT IN FORMULATING OF STRATEGY AN ITS IMPLEMENTATION TO ACHIEVE THE OBJECTIVES OF THE CORPORATION.

• STRATEGIC HUMAN RESOURCE MANAGEMENT
• TODAY’S HR ‘S ROLE IS CHANGING INTO THE ROLE OF STRATEGIC PARTNER AND CHANGE AGENT
• STRATEGIC MANAGEMENT CAN BE VIEWED AS THE ACTION PLAN OF THE ORGANIZATION REGARDING SURVIVAL AND GROWTH IN THE GIVEN ENVIRONMENT TAKING INTO ACCOUNT THE OPPORTUNITIES AND THREATS,STRENGTH AND WEAKNESSES AND CREATIVITY AND FLEXIBILITY REQUIRED TO MEET THE UNFORESEEN

• DEFINITION OF STRATEGIC HUMAN RESOURCE MANAGEMENT
• TRUSS AND GRATTON,” STRATEGIC HUMAN RESOURCE MANAGEMENT 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
• D GUEST,” STRATEGIC HRM IS TO ENSURE THAT HRM IS FULLY INTEGRATED INTO STRATEGIC PLANNING,THE HRM POLICIES COHERE BOTH ACROSS POLICY AREAS AND ACROSS HIERARCHIES AND THAT HRM POLICIES ARE ACCEPTED AND USED BY LINE MANAGERS AS PART OF THEIR EVERY DAY WORK
• STRATEGIC HRM,THE HR FUNCTION IS THAT OF STRATEGIC PARTNER IN BOTH THE FORMULATION OF THE COMPANY’S STRATEGIES AS WELL AS IN THE IMPLEMENTATION
• STRATEGIC HR

1. A CASE FOR CHANGE
2. THE VISION
3. THE MISSION
4. DEFINITION OF THE CUSTOMER TO THE HR
5. THE DESIGN CRITERIA
6. THE RELATIONSHIP
7. THE TRANSITION PROCESS
8. THE IMPLICATION FOR STAKEHOLDERS

• ROLE OF HRM IN STRATEGIC MANAGEMENT
• HR ROLE IN STRATEGY FORMULATION:

1. ENVIRONMENTAL SCANNING WHICH HELPS IN IDENTIFYING,ANALYZING AND BALANCING COMPANY’S EXTERNAL OPPORTUNITIES AND THREATS,INTERNAL STRENGTH AND WEAKNESSES.
2. FORMULATION IS PRECEDED BY ENVIRONMENTAL SCANNING
3. HR MANAGEMENT SUPPLY USEFUL INFORMATION : DETAILS REGARDING COMPETITORS’S INCENTIVE PLANS,LABOUR LAWS

• HRM’S ROLE IN IMPLEMENTING STRATEGY :
• A FIRM’S FUNCTIONAL STRATEGIES SHOULD SUPPORT ITS COMPETITIVE STRATEGIES. HRM SUPPLIES THE COMPANIES WITH COMPETENT  AND WILLING WORKFORCE. HR STRATEGY ALSO HELP THE FIRM ;S RESTRUCTURING AND DOWNSIZING EFFORTS
• CORPORATE STRATEGY AND HUMAN RESOURCE MANAGEMENT
• RECRUITMENT AND SELECTION:IDENTIFICATION,SELECTION OF MOST COMPETENT PERSON
• TRAINING: RIGHT TRAINING TO EMPLOYEES
• PERFORMANCE APPRAISAL:-STRENGTH AND WEAK AREAS ARE IDENTIFIED .WEAK AREAS ARE RECTIFIED THROUGH PROPER REMEDIAL ACTION.
• COMPENSATION:-BY GIVING ATTRACTIVE COMPENSATION PACKAGE,COMPETENCE CAN BE ENHANCED.
• AIM OF STRATEGIC MANAGEMENT

1. TO ACHIEVE INTEGRATION THE VERTICAL INTEGRATION OF HR STRATEGIES WITH THE BUSINESS STRATEGIES AND HORIZONTAL INTEGRATION OF STRATEGIES
2. TO PROVIDE A SENSE OF DIRECTION
3. TO CONTRIBUTE IN FORMULATION AND IMPLEMENTATION OF STRATEGY

• STRATEGIC ROLE OF HUMAN RESOURCE MANAGER
• MODERN ORGANIZATION ARE FACING THESE CHALLENGES:-

1. IMPACT OF TECHNOLOGICAL CHANGE ON THE PRESENT SKILL AND TECHNIQUES
2. DUE TO CHANGE IN INDUSTRIAL POLICY AND ECONOMIC POLICY INTENSE COMPETITION
3. CHANGING INTERNATIONAL SCENARIO
4. CHANGING PROFILE OF WORKERS
5. CHANGING NEEDS AND EXPERIENCES OF CUSTOMERS

• STRATEGIC ROLE OF HUMAN RESOURCE MANAGER

1. THESE TRENDS HAVE IMMENSE IMPACT ON HR PROFESSIONAL WHO WILL HAVE TO ACT AS CHANGE AGENTS OR CHANGE FACILITATORS
2. HR MANAGER WILL HAVE TO MAKE JUDICIOUS USE OF HRD MECHANISM SUCH AS PERFORMANCE APPRAISAL,TRAINING ETC TO EFFECTIVELY MEET THE CHALLENGES OF THE ENVIRONMENT
3. HAVE TO BUID LEARNING ORGANIZATION HAVING THE CAPACITY AND CAPABILITY TO LEARN FROM EXPERIMENTATION,PAST EXPERIENCES AND THE EXPERIENCES OF THE OTHERS AND TRANSFERS THE LEARNING OF ALL HUMAN RESOURCES FOR GREATER ORGANIZATIONAL EFFECTIVENESS

• STRATEGIC ROLE OF HRM MANAGER
• PROVIDING PURPOSEFUL DIRECTION:-THE HUMAN RESOURCE MANGER WILL HAVE TO ENSURE THAT THE MISSION OF THE ORGANIZATION BECOMES THE MISSION OF EACH PERSON WORKING IN THE ORGANIZATION AND THE OBJECTIVES ARE SET TO FULFILL THE SAME
• BUILDING CORE COMPETENCY:HE HELPS THE BUSINESS IS ORGANIZED ON THE BASIS OF CORE COMPETENCY.A CORE COMPETENCY IS A UNIQUE STRENGTH OF AN ORGANIZATION WHICH MAY NOT BE SHARED BY OTHERS, THIS MAY BE IN THE FORM OF HUMAN RESOURCE,MARKETING CAPABILITY OR TECHNOLOGY CAPABILITY. ORGANIZATION OF BUSINESS AROUND CORE COMPETENCIES IMPLIES LEVERAGING LIMITED RESOURCES OF A FIRM
• CREATING COMPETITIVE ADVANTAGE: TWO WAYS TO ACHIEVE COMPETITIVE ADVANTAGE

1. LOW COST LEADER
2. DIFFERENTIATION UNDER WHICH FIRMS SEEKS TO BE UNIQUE

• FACILITATION OF CHANGE BY AS CHANGE AGENT

1. REQUIRED TO ACT AS CHANGE AGENT THROUGH INVOLVEMENT ENVIRONMENT SCANNING AND DEVELOPMENT PLANNING
2. DEVOTE MORE TIME TO PROMOTE CHANGES

• MANAGING WORK FORCE DIVERSITY:-IN MODERN ORGANIZATION ,MANAGEMENT OF DIVERSE WORK FORCE IS GREAT CHALLENGE. WORKFORCE DIVERSITY CAN BE OBSERVED IN TERMS OF GENDER,YOUNG/OLD,EDUCATED/UNEDUCATED,SKILLED/SEMISKILLED,PROFESSIONAL AND MAY BE COMING FROM DIFFERENT COUNTRIES ETC
• MOTIVATION TO WORKFORCE:-

1. BY INCREASING ASPIRATIONS OF THE EMPLOYEES : WOULD BE REQUIRED TO EVOLVE APPROPRIATE TECHNIQUES
2. AND INCREASING MOBILITY OF PERSONNEL :

• DEVELOPMENT OF WORK ETHICS AND CULTURE:

1. MOBILIZE A NEW WORK ETHICS TO ASSIST THE LINE MANAGERS IN SETTING UP AND ENFORCING GOOD
2. FOCUS ON PROJECT AND TEAM FORM OF ORGANIZATION
3. TO ACHIEVE GROUP COHESIVENESS
4. VIBRANT WORK CULTURE TO CREATE TRUST

• EMPOWERMENT OF HUMAN RESOURCES:-EMPOWERMENT MEANS AUTHORISING EVERY MEMBER OF A SOCIETY OR ORGANIZATION TO TAKE CONTROL OF HIS OR HER DESTINY AND REALIZING HIS POTENTIAL TO FULL. THE GOAL OF EMPOWERMENT IS TO UNDERSTAND AND FEEL GOOD ABOUT THEMSELVES,VOLUNTARY OBEYING OF THE RULES AND UTILIZATION OF THE RESOURCES IN EFFICIENT MANNER.

1. UNDERSTAND AND FEEL GOOD ABOUT THEMSELVES
2. RELATE TO EACH OTHER WITH EMPATHY AND RESPECT
3. GIVE VOLUNTARY AGREEMENT TO THE RULES AND STRUCTURES THAT GOVERN THEIR LIVES
4. HAVE SUFFICIENT RESOURCES

• TOTAL QUALITY MANAGEMENT : DYNAMIC PROCESS INVOLVING ALL LEVELS IN AN ORGANIZATION  TO PROMOTE NEVER ENDING IMPROVEMENT IN THE EFFICIENCY AND EFFECTIVENESS OF THE ELEMENTS OF A BUSINESS.
• QUALITY WAS A RESPONSIBILITY OF  MANAGEMENT AND INSTRUCTION TO BE FOLLOWED BY THE WORKERS BUT NOW A PHILOSOPHY OF THE ORGANIZATION
• TQM TYPICALLY INVOLVES AN INCREASE IN AWARENESS THROUGH TRAINING AND MOTIVATION
• REQUIRES EVERY MEMBERS OF THE ORGANIZATION ACCEPT QUALITY AS HIS RESPONSIBILITY
• A POSITIVE ATTITUDE TOWARDS CUSTOMER AND CONSTANT ENHANCEMENT OF QUALITY MUST BE INGRAINED IN THE MINDS OF THE EMPLOYEE

• BARRIERS

1. LACK OF UNDERSTANDING OF STRATEGIC NEEDS
2. SHORT TERM MENTALITY OF STAKEHOLDERS
3. LACK OF STRATEGIC THINKING
4. HIGH EMPLOYEE ATTRITION
5. RESISTANCE TO CHANGE
6. CONFLICT BETWEEN STRATEGIC HR AND ROUTINE HR FUNCTIONS

• HOW TO OVERCOME THE BARRIERS

1. SWOT ANALYSIS
2. FORMULATION OF STRATEGY
3. GAIN SUPPORT
4. ASSESSMENT OF OBSTACLES
5. PROPER ACTION PLAN
6. PROPER IMPLEMENTATION
7. FOLLOWUP AND EVALUATE