中国经济管理大学 MBA课堂笔记：加里·德斯勒《人力资源管理》：Human Resource Management Strategy and Analysis
加里·德斯勒《人力资源管理》
中国经济管理大学MBA课堂笔记
Human Resource Management Strategy and Analysis
中国经济管理大学/中國經濟管理大學
Human Resource Management Strategy and Analysis
Lecture Outline:
The Strategic Management Process
The Management Planning Process
Strategic Planning
Types of Strategies
Corporate Strategy
Competitive Strategy
Functional Strategy
Manager’s Roles in Strategic Planning
Strategic Human Resource Management
What Is Strategic Human Resource Management?
Human Resource Strategies in Action
Translating Strategy into Human Resource Policies and Practices: An Example
Strategic Human Management Tools
HR Metrics and Benchmarking
Types of Metrics
Benchmarking and Needs Analysis
Strategy and Strategy-Based Metrics
What Are HR Audits?
Evidence-Based HR and the Scientific Way of Doing Things
High-Performance Work Systems
High-Performance Human Resource Policies and Practices
In Brief:
This chapter explains how to design and develop an HR system that supports the company’s strategic goals. It explains the strategic management process, how to develop a strategic plan, and the HR manager’s role in the process of strategy execution and formulation. The chapter explains why metrics are essential for identifying and creating high-performance human resource policies and practices.
Interesting Issues:
The Human Resource function today continues to play an increasingly visible role in the strategic planning and management process, requiring a new level of skill and competency among HR professionals. HR managers must develop measureable strategies that convincingly showcase HR’s impact on business performance. Successful Human Resource managers have adopted a perspective that focuses on how their departments can play a central role in implementing the organization’s strategy.
Learning Objectives:
1. Explain with examples each of the eight steps in the strategic management process.
2. List with examples the main types of strategies.
3. Define strategic human resource management and give an example of strategic human resource management in practice.
4. Give at least five examples of HR metrics.
5. Give five examples of what employers can do to have high-performance systems.
Annotated Outline:
I. The Strategic Management Process
A. The Management Planning Process - Strategic planning is important because in a well-run organization the goals from the top of the organization downward should form an unbroken chain, or hierarchy, of goals. These goals, in turn, should guide everyone in the organization in what they do.
1. The Hierarchy of Goals - the goals from the top of the firm down to the front line employees.
2. Policies and Procedures - provide the day-to-day guidance and policy employees need to do their jobs in a manner that is consistent with the company's planning goals.
B. Strategic Planning - A strategic plan is the company’s plan for how it will match its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage. Figure 3-2 sums up the strategic management process in seven steps as follows:
Step 1. Ask where are we now?
Step 2. Size up the situation: perform external and internal audits
Step 3. Create strategic options
Step 4. Review strategic options
Step 5. Make a strategic choice
Step 6. Translate into goals
Step 7. Implement the strategies
Step 8. Evaluate performance
II. Types of Strategies
A. Corporate Strategy - Identifies the portfolio of businesses that comprise the company and the ways in which these businesses are related to each other. Concentration, diversification, vertical integration, consolidation, and geographic expansion are all examples of corporate-level strategies.
B. Competitive Strategy - Managers endeavor to achieve competitive advantages for each of their businesses. Competitive advantages enable a company to differentiate its product or service from those of its competitors to increase market share. Examples of competitive strategies include cost leadership, differentiation, and focus.
C. Functional Strategy - These strategies identify the basic course of action that each department will pursue in order to help the business attain its competitive goals.
D. Manager’s Roles in Strategic Planning - Devising a strategic plan is top management’s responsibility. Because the consequences of a poor choice can be dire, few top managers delegate the job of deciding how the company should match internal strengths and weaknesses with external opportunities and threats to maintain a competitive advantage.
III. Strategic Human Resource Management
A. What Is Strategic Human Resource Management?
1. Strategic HRM means formulating and executing human resource policies and practices that produce the employee competencies and behaviors that companies need to achieve its strategic aims.
B. Human Resource Strategies in Action
C. Translating Strategy into Human Resource Policies and Practices: An Example
1. New Strategy
2. Employee Competencies and Behaviors
3. Human Resource Policies and Practices
D. Strategic Human Management Tools
1. Strategy Map – summarizes how each department's performance contributes to achieving the company’s strategic goal.
2. HR scorecard – a process for assigning financial and nonfinancial goals or metrics to human resource management related strategies.
3. Digital Dashboards – presents the manager with the desktop graphics and charts, showing a computerized picture of how the company is doing on all metrics from the HR scorecard process.
IV. HR Metrics and Benchmarking
A. Types of Metrics
B. Benchmarking and Needs Analysis - Benchmarking occurs when an organization compares the practices of high performing organizations with their own in order to understand what they can do to improve.
C. Strategy and Strategy-Based Metrics - Benchmarking is only part of the process. HR must also use strategy-based metrics to determine how HR is helping the organization reach its goals.
1. Data Mining – sifts through huge amounts of employee data to identify correlations that employers use to improve their employee selection and other practices.
D. What Are HR Audits? These audits are a way for an organization to measure its current policies and practices and identify areas where improvements can be made based on company goals.
E. Evidence-Based HR and the Scientific Way of Doing Things – Evidence-based HR is the use of data, facts, etc. to support HR proposals, decisions, practices, and conclusions. This requires managers to be more scientific in making organizational decisions. This approach requires objectivity, experimentation, quantification, explanation, prediction, and replication.
1. How to Be Scientific – objectivity experimentation and prediction are the heart of science.
V. High-Performance Work Systems
A. High-Performance Human Resource Policies and Practices - These policies and practices illustrate the importance of HR metrics and how they help to assess HR performance. They also reveal what HR systems must do to be successful, such as help workers aspire to manage themselves. HR practices also highlight measureable differences between HR systems in high and low performing companies.
Improving Performance Questions:
3-1: Asian culture is different from that in the United States. For example, team incentives tend to be more attractive to people in Asia than are individual incentives. How do you think these cultural differences would have affected how the hotel’s new management selected, trained, appraised, and compensated Portman employees?
3-2: If it is apparently so easy to do what BASF did to size up the potential benefits of health programs, why do you think more employers do not do so?
Discussion Questions:
3-3: Give an example of hierarchical planning in an organization.
Top management approves a long-term or strategic plan. Then each department, working with top management, creates its own budgets and other plans to fit and contribute to the company’s long-term plan.
3-4: What is the difference between a corporate strategy and a competitive strategy? Give one example of each.
Corporate strategy identifies the portfolio of businesses that, in total, comprise the company and how these businesses relate to each other. For example, with a concentration (single-business) corporate strategy, the company offers one product or product line, usually in one market.
Competitive strategy identifies how to build and strengthen the business unit’s long-term competitive position in the market place. For instance, how Pizza Hut will compete with Papa John’s, or how Wal-Mart will compete with Target.
3-5: Explain why strategic planning is important to all managers.
A plan shows the course of action for getting from where you are to the goal and planning is always “goal-directed.” So, a strategic plan is the company’s overall plan for how it will match its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage. Strategic management is the process of identifying and executing the organization’s strategic plan, by matching the company’s capabilities with the demands of its environment and therefore is important to any manger that intends to meet his or her goals.
3-6: Explain with examples each of the eight steps in the strategic management process.
Step 1. Ask, Where Are We Now? The logical place to start is by asking, “Where are we now as a business?” Here the manager defines the company’s current business and mission. Specifically, “What products do we sell, where do we sell them, and how do our products or services differ from our competitors’?” The manager will traditionally focus on four aspects of the current business.
Step 2. Size up the Situation: Perform External and Internal Audits. The next step is to ask, “Are we heading in the right direction given the challenges that we face?” To answer this, managers need to study or “audit” the firm’s environment, and its internal strengths and weaknesses. Managers use a SWOT chart, to compile and organize the company’s strengths, weaknesses, opportunities, and threats.
Step 3. Create Strategic Options. The situation may require that management consider strategic options for the company. Several years ago, for instance, Microsoft, facing a surging product lineup from Apple and competition from Google’s cloud-based office programs, had to decide whether to change its mission and, if so, how.
Step 4. Review Strategic Options. Given the situation, which strategic option should we pursue? Here the manager compares his or her strategic options to see which are most consistent with the firm’s opportunities and threats, and its strengths and weaknesses. For P&G, management had to assess whether building up its Oil of Olay brand was a better option than simply buying (at great expense) a well-known high-tier cosmetics brand.
Step 5. Make a Strategic choice. Here the manager must finalize a strategic choice. For example, after reviewing its competitive opportunities and threats, Procter & Gamble opted for a strategy of building Oil of Olay into a top-tier brand, one competitive with the likes of L’Oreal. And Microsoft introduced a line of tablet computers.
Step 6. Translate into Goals. Next, management translates the new desired direction into actionable strategic goals. At P&G, for instance, strategic goals might have included “generate 20% of corporate revenues from the Oil of Olay brand within 4 years,” and “capture 18% of the top-tier beauty care market within 3 years.” Ford breathed life into its “Quality Is Job One” mission by setting goals such as “no more than 1 initial defect per 10,000 cars.”
Step 7. Implement the Strategies. Strategy execution means translating the strategies into action. This means actually hiring (or firing) people, building (or closing) plants, and adding (or eliminating) products and product lines. To do this, management uses the firm’s new top-level strategic goals to formulate a hierarchy of goals, and policies and procedures. These guide action down the chain of command at lower organizational levels, and in the firm’s various departments.
Step 8. Evaluate Performance. Things don’t always turn out as planned. P&G soon built its Oil of Olay line into a world-class brand. However initially, at least, Microsoft’s new tablets were off to a slow start. Microsoft soon cut their prices.
3-7: Explain with examples how HR management can be instrumental in helping a company create a competitive advantage.
Competitive advantage is any factors that allow an organization to differentiate its product or service from those of its competitors to increase market share. HR management can be instrumental in helping a company create a competitive advantage by identifying broad activities that it will pursue in order to help the business accomplish its competitive goals. These activities include:
· Formulating and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims.
· Implementing new training and communications programs aimed at ensuring all employees understood the importance of the business strategy, and what is required of all employees in terms of services, capitalizing on opportunities, and offering high quality services.
· New job enrichment programs made employees more accountable for their results and more resilient in terms of moving from job to job.
· New compensation and benefits programs to promote personal growth and encouraged searching for innovative solutions.
· Improved selection, orientation, and dismissal procedures.
Individual and Group Activities:
3-8: With three or four other students, form a strategic management group for your college or university. Your assignment is to develop the outline of a strategic plan for the college or university. This should include such things as strategic goals, and corporate, competitive, and functional strategies. In preparing your plan, make sure to show the main strengths, weaknesses, opportunities, and threats the college faces, and which prompted you to develop your particular strategic plans.
Student’s answers will vary.
3-9: Using the Internet or library resources, review the annual reports of at least five companies. Bring to class examples of how those companies say they are using their HR processes to help the company achieve its strategic goals.
In class, facilitate a discussion on how effective the HR processes at each company appear to support strategic goals. Challenge students to come up with additional ideas for other approaches for using the HR processes and how they would go about implementing them, noting the specific difficulties of each.
3-10: Interview an HR manager and write a short report on “The strategic roles of the HR manager at XYZ Company.”
Instruct students to follow the model outlined in this chapter for the steps in the strategic management process, and HR’s role in strategy execution and strategy formulation.
3-11: Using the Internet or library resources, bring to class and discuss at least two examples of how companies are using an HR scorecard to help create HR systems that support the company’s strategic aims. Do all managers seem to mean the same thing when they refer to “HR scorecards”? How do they differ?
For each example, ask students to comment on how effective they believe the measures that were selected by the company are in terms of allowing the company to assess HR’s performance objectively and quantitatively, as well as serving as a tool for the HR manager to build a measurable and persuasive business case for how HR is contributing to achieving the company’s strategic financial goals. Challenge students to critique the scorecard and how it could be improved to measure strategically relevant organizational outcomes, workforce competencies and behaviors, and HR system policies and activities.
3-12: In teams of four or five students, choose a company for which you will develop an outline of a strategic HR plan. What seem to be this company’s main strategic aims? What is the firm’s competitive strategy? What would the strategic map for this company look like? How would you summarize your recommended strategic HR policies for this company?
Students answers will vary.
3-13: Appendix A, PHR and SPHR knowledgebase at the end of this book lists the knowledge someone studying for the HRCI certification exam needs to have in each area of human resource management (such as in strategic management, workforce planning, and human resource development). In groups of four or five students do four things (1) Review Appendix A, (2) identify the material in this chapter that relates to the required knowledge Appendix A lists, (3) write four multiple-choice exam questions on this material that you believe would be suitable for inclusion in the HRCI exam, and (4) if time permits have someone from your team post your teams questions in front of the class, so that students in all teams can answer the exam questions created by the other teams.
Material in this chapter that could be covered in the HRCI certification exam include: Under Strategic Management, the formulation of HR strategies to support the company’s overall strategic plan; HR’s role in helping companies to build a competitive advantage, strategic HR management, role in strategy execution and formulation; high performance work system concepts and supporting HR systems/practices; the HR Scorecard and all the steps involved in developing it.
Experiential Exercises:
Experiential Exercise: Developing an HR Strategy for Starbucks
Purpose: The purpose of this exercise is to give students experience in developing an HR strategy, in this case, by developing one for Starbucks. Students should be familiar with the material in this chapter.
Required Understanding: You should be thoroughly familiar with the material in this chapter.
How to Set up the Exercise/Instructions: Set up groups of three or four students for this exercise. You are probably already quite familiar with what it’s like to have a cup of coffee or tea in a Starbucks coffee shop; but, if not, spend some time in one prior to this exercise. Meet in groups and develop an outline for an HR strategy for Starbucks Corp. Assume for the corporate strategy Starbucks will remain primarily an international chain of coffee shops. Your outline should include four basic elements: a basic business/competitive strategy for Starbucks, the workforce requirements (in terms of employee competencies and behaviors) this strategy requires, specific HR policies and the activities necessary to produce these workforce requirements, and suggestions for metrics to measure the success of the HR strategy.
Video Case Appendix:
Video Title: Strategic Management (Joie de Vivre Hospitality)
Synopsis:
Chip Conley is the founder of Joie de Vivre Hospitality (JDV), a collection of boutique hotels, restaurants, and spas in California. The kitschy atmosphere of the boutique allows JDV to differentiate itself from both the luxury and the chain hotels. Customer loyalty is so great that JDV relies primarily on word-of-mouth advertising and spends little on traditional advertising methods.
Discussion Questions:
3-14: How does JDV Hospitality differentiate its boutique hotels from other hotel offerings in the area?
3-15: How did Chip Conley and JDV Hospitality demonstrate great strategic flexibility during the .com crash and post-9/11 industry recession?
3-16: What is JDV's philosophy on advertising for its hotels? How does this support the firm strategic aims?
3-17: Similarly, list five specific human resource management practices that you would suggest JDV use in order to produce the employee behaviors required to achieve JDV's strategic aims.
Application Case: Siemens Builds a Strategy-Oriented HR System
3-18: Based on the information in this case, provide examples for Siemens of at least four strategically required organizational outcomes and four required workforce competencies and behaviors.
Strategically required organizational outcomes would be the following: 1) An employee selection and compensation system that attracts and retains the human talent necessary to support global diversification into high-tech products and services; 2) A “learning company” in which employees are able to learn on a continuing basis; 3) A culture of global teamwork which will develop and use all the potential of the firm’s human resources; 4) A climate of mutual respect in a global organization. Workforce competencies and behaviors could include: 1) openness to learning; 2) teamwork skills; 3) cross-cultural experience; 4) openness, respect, and appreciation for workforce diversity.
3-19: Identify at least four of the strategically relevant HR policies and activites that Siemens has instituted in order to help HR contribute to achieving Siemens’ strategic goals.
1) Training and development activities to support continuous learning through a system of combined classroom and hands-on apprenticeship training to support technical learning; 2) Continuing education and management development to develop skills necessary for global teamwork and appreciation for cultural diversity; 3) Enhanced internal selection process which includes pre-requisites of cross-border and cross-cultural experiences for career advancement; 4) Organizational development activities aimed at building openness, transparency, fairness, and diversity support.
3-20: Provide a brief illustrative oultine of a strategy map for Siemens.
Student answers will vary but the strategy map should answer the following questions: 1) What overall goals does Siemens want to achieve? 2) What must Siemens do operationally to achieve its goals? and 3) What employee attitudes and behaviors will produce these operational outcomes?
Continuing Case: The Carter Cleaning Company – The High-Performance Work System
3-21: Would you recommend that the Carters expand their quality program? If so, specifically what form should it take?
Most students will agree that there are opportunities to expand the quality program. The employee meeting approach is a good start in terms of utilizing high-involvement organizational practices. There are opportunities to maximize the overall quality of their human capital. For example, training seems to be an obvious area to improve in terms of educating and building awareness about basic standards and procedures.
3-22: Assume the Carters want to institute a high performance work system as a test program in one of their stores. Write a one-page outline summarizing important HR practices you think they should focus on.
Students should include some of the following ideas in their outline: The types of HR practices they would implement to improve quality, productivity, financial performance; methods for job enrichment; strategies for implementing and leveraging a team-based organization; ways to implement and facilitate high commitment work practices; employee development and skill building activities to foster increased competency and capability in the workforce; a compensation program which provides incentives (for example, profit sharing, pay for performance) for achieving major goals and financial targets.
Hotel Paris: Improving Performance at the Hotel Paris –The Hotel Paris International
3-23: Draw a more simplified and abbreviated strategy map for the Hotel Paris. Specifically, summarize in your own words an example of the hierarchy of links among the hotel’s HR practices, necessary workforce competencies and behaviors, and required organizational outcomes.
· What overall goals does the Hotel Paris want to achieve?
· What does the Hotel Paris do operationally to achieve its goals?
· What employee attitudes and behaviors will produce the desired operational outcomes?
The above strategy map for the Hotel Paris succinctly lays out the hierarchy of main activities required for the Hotel Paris to succeed. For example, the Hotel Paris could endeavor to improve workforce competencies and behaviors by instituting an improved recruitment process, and measure the latter in terms of the number of qualified applicants per position.
3-24: Using Table 3-1, Table 3-2, and Figure 3-9 list at least five specific metrics the Hotel Paris could use to measure its HR practices.
· Number of qualified applicants per position
· Percentage of jobs filled from within
· Number of hours of training for each employee
· Percentage of the workforce eligible for incentive pay
· Percentage of the workforce routinely working in a self-managed, cross functional, or project team
Key Terms:
Strategic Plan – The Company’s plan for how it will match its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage.
Strategy - Specific courses of action the company pursues to achieve its aims.
Strategic Management – The process of identifying and executing the organization’s mission by matching the organization’s capabilities with the demands of its environment.
Mission Statement - A more specific and shorter term statement which communicates for a company who they are, what they do, and where they are headed.
Corporate-Level Strategy - Type of strategy that identifies the portfolio of businesses, that in total, comprise the company and the ways in which these businesses relate to each other.
Competitive Strategy - A strategy that identifies how to build and strengthen the business’s long-term competitive position in the marketplace.
Competitive Advantage - Any factors that allow an organization to differentiate its product or service from those of its competitors to increase market share.
Functional Strategies - A strategy that identifies the broad activities that each department will pursue in order to help the business accomplish its competitive goals.
Strategic Human Resource Management - Formulating and executing HR systems – policies and activities that produce the employee competencies and behaviors the company needs to achieve its strategic aims.
Strategy Map - A diagram that summarizes the chain of major activities that contribute to a company’s success.
HR Scorecard - A concise measurement system that shows the quantitative standards or “metrics” the firm uses to measure HR activities, the employee behaviors resulting from these activities, and the strategically relevant organizational outcomes of those employee behaviors.
Digital Dashboard - Presents the manager with desktop graphs and charts, and provides a computerized picture of where the company stands on all those metrics from the HR Scorecard process.
Strategy-Based Metrics - Metrics that specifically focus on measuring the activities that contribute to achieving a company’s strategic aims.
HR Audit - An analysis by which an organization measures where it currently stands and determines what it has to accomplish to improve its HR function.
High Performance Work System - A set of human resource management policies and practices that promote organizational effectiveness.
Human Resource Metric - The quantitative measure of some human resource management yardsticks such as employee turnover, hours of training per employee, or qualified applicants per position.
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