Building a Diverse Workforce The Role of Inclusive Hiring Practices.ppt

Building a Diverse Workforce The Role of Inclusive Hiring Practices

1. GARY DESSLER
HUMAN RESOURCE MANAGEMENT
Global Edition 12e
Chapter 3
The Manager’s Role
in Strategic Human
Resource
Management
PowerPoint Presentation by Charlie Cook
The University of West AlabamaCopyright © 2011 Pearson Education
Part 1 Introduction

2. Copyright © 2011 Pearson Education 3–2
Fundamentals of Management PlanningFundamentals of Management Planning
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2
3
4
5
The Planning Process
Make forecasts and check assumptions.
Set an objective.
Determine/develop alternative courses of action.
Evaluate the alternatives.
Implement and evaluate your plan.

3. Copyright © 2011 Pearson Education 3–3
Specific
Measureable
Attainable
Relevant
Timely
How Managers Set Objectives: How Managers Set Objectives:
SMART GoalsSMART Goals
S
M
A
R
T

4. Copyright © 2011 Pearson Education 3–4
How to Set Motivational GoalsHow to Set Motivational Goals
Assign
specific
goals
Assign
measurable
goals
Assign
challenging but
doable goals
Motivational Goal Setting
Encourage
employee
participation

5. Copyright © 2011 Pearson Education 3–5
Using Management by Objectives (MBO)Using Management by Objectives (MBO)
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The MBO Process
Set departmental (supporting) goals.
Set overall organizational goals.
Discuss departmental goals with subordinates.
Set individual goals and timetables.
Give feedback on progress toward goal.

6. Copyright © 2011 Pearson Education 3–6
The Strategic Management ProcessThe Strategic Management Process
•StrategyStrategy
A course of action the organization intends to pursue to achieve A course of action the organization intends to pursue to achieve
its strategic aims.its strategic aims.
•Strategic PlanStrategic Plan
How an organization intends to match its internal strengths and How an organization intends to match its internal strengths and
weaknesses with its external opportunities and threats to weaknesses with its external opportunities and threats to
maintain a competitive advantage over the long term.maintain a competitive advantage over the long term.
•Strategic ManagementStrategic Management
The process of identifying and executing the organization’s The process of identifying and executing the organization’s
mission by matching its capabilities with the demands of its mission by matching its capabilities with the demands of its
environment.environment.
•LeveragingLeveraging
Capitalizing on a firm’s unique competitive strength while Capitalizing on a firm’s unique competitive strength while
underplaying its weaknesses.underplaying its weaknesses.

7. Copyright © 2011 Pearson Education 3–7
Business Vision and MissionBusiness Vision and Mission
•VisionVision
A general statement of an organization’s intended direction that A general statement of an organization’s intended direction that
evokes emotional feelings in organization members.evokes emotional feelings in organization members.
A vision statement details where the organization aspires to go.
•MissionMission
Spells out who the firm is, what it does, and where it’s headed.Spells out who the firm is, what it does, and where it’s headed.
A mission statement defines the organization's business, its
objectives, and how it will reach these objectives.
 

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FIGURE 3–5The Strategic Management Process

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FIGURE 3–6Worksheet for Environmental Scanning

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FIGURE 3–7SWOT Matrix, with Generic Examples

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Types of Corporate StrategiesTypes of Corporate Strategies
Concentration
Vertical
integration
Diversification
Corporate Strategy Possibilities
Consolidation
Geographic
expansion

12. Copyright © 2011 Pearson Education 3–12
ConcentrationConcentration
A concentration strategy involves
 trying to compete successfully
within a single industry. Market penetration, market
development, and product development are three methods to
grow within an industry.
Vertical IntegrationVertical Integration
vertical integration is the term used to describe
 a business
strategy in which a company takes ownership of two or more key
stages of its supply chain. A vertically integrated automaker, for
example, might produce automobile components and vehicles
and also sell directly to customers.

13. Copyright © 2011 Pearson Education 3–13
DiversificationDiversification
A diversification strategy is
 a method of expansion or growth
followed by businesses. It involves launching a new product or
product line, usually in a new market. It helps businesses to
identify new opportunities, boost profits, increase sales revenue
and expand market share.
Geographic ExpansionGeographic Expansion
Geographic expansion is a business growth strategy that
 aims to
spread to other geographical areas from its original location. For
example, Samsung, originally a South Korean company, is
currently present in 213 locations across the globe.
ConsolidationConsolidation
Consolidation strategy is
 a business strategy that involves
merging, purchasing, or partnering with other companies that
have similar goals and products. This approach is often used to
create economies of scale, increase market share, and reduce
competition.

14. Copyright © 2011 Pearson Education 3–14
Strategic Human Resource ManagementStrategic Human Resource Management
•Strategic Human Resource ManagementStrategic Human Resource Management
The linking of HRM with strategic goals and objectives in order The linking of HRM with strategic goals and objectives in order
to improve business performance and develop organizational to improve business performance and develop organizational
cultures that foster innovation and flexibility.cultures that foster innovation and flexibility.
Involves formulating and executing HR systems—HR policies Involves formulating and executing HR systems—HR policies
and activities—that produce the employee competencies and and activities—that produce the employee competencies and
behaviors that the company needs to achieve its strategic aims.behaviors that the company needs to achieve its strategic aims.

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Strategic HRM ToolsStrategic HRM Tools
Strategy map HR scorecard
Strategic HRM Tools
Digital
dashboard

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FIGURE 3–14The Basic HR Scorecard Relationships
HR activities
Organizational
performance
Emergent employee
behaviors
Strategically relevant
organizational outcomes
Achieve strategic goals

17. Copyright © 2011 Pearson Education 3–17
Creating an HR ScorecardCreating an HR Scorecard
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Outline value chain activities
Define the business strategy
Outline a strategy map
Identify strategically required outcomes
Identify required workforce competencies and
behaviors
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Create HR Scorecard
Identify required HR policies and activities
Choose HR Scorecard measures
Summarize Scorecard measures on digital
dashboard
Monitor, predict, evaluate
The 10-Step HR Scorecard Process