1 / 10

The Strategic Contribution of HRM

The Strategic Contribution of HRM. Nicola Broadbent - National Express Natalie Edworthy - EMR Samantha Ho - Experian QAS Dinah Regan - BPIF. Objectives of Presentation . How can the HR function contribute to organisational strategy?

lilia
Download Presentation

The Strategic Contribution of HRM

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. The Strategic Contribution of HRM Nicola Broadbent - National Express Natalie Edworthy - EMR Samantha Ho - Experian QAS Dinah Regan - BPIF

  2. Objectives of Presentation • How can the HR function contribute to organisational strategy? • How can the HR function work effectively with line managers in the achievement of organisational goals?

  3. What is Strategic HRM?

  4. How can HR contribute towards the organisational strategy? • Developing HR strategies which support the business – Board presence • Understanding of business via environmental scanning of the internal and external environment the organisation operates within – pro-active rather then reactive • Financial Management Information – turnover/absence • Transformational activities – agents of change management • Areas of expertise – employment law, reward, learning and development, performance management, recruitment, policy

  5. AMO model For people to perform better organisations must ensure that employees: • Ability – have the ability and necessary knowledge and skills • Motivation – be motivated to work and want to do it well • Opportunity – be given the opportunity to deploy their skills (Purcell et al, 2003)

  6. Strategy Map Viability Competitive Advantage Business Goals: Employer of choice Profit Corporate Social Responsibility Product / Service Development / Differentiation Growth market share Cost reduction Capable People Performance And their actions Relevant non-HR resources: Ability finance, technology, brands Motivation Opportunity to Participate People Management:Relevant management: Recruitment & Selection processes e.g. Marketing, Finance, Learning & Development operations Performance Management / Appraisals Reward & Recognition practices Employee engagement / Well-being

  7. Cost Implications • Cost of initiative: training, consultation, implementation = £28,800 • Cost of absence per year = £2,500,000 Saving ££££

  8. How can HR work effectively with line managers help achieve organisational objectives? • Collaboration with line managers rather then be an ‘obstructive’ function – must involve, consult with key stakeholders within business from outset – buy in is key to the success of HR initiative. • HR must have an understanding of the strategic intentions of business and climate it operates within so it can respond to its needs and be aware of challenges/pressures – closer to the business – less remote. • Training for front line managers to ensure effective and consistent implementation of HR policies/practices • Coaching on area of expertise – employment law/best practice for employee relation issues to mitigate business risks – equip tools/knowledge – Critical friend to line managers. • Management information – demonstrate benefits/impact i.e. turnover & absence – Line managers respond to hard facts! • Cost implications/ benefits/balance

  9. Thinking Performer -CIPD (2008) High Effectiveness Low Low Efficiency High

  10. Any Questions?

More Related