ADM2337 notes for final - Chapter 2 Strategy and Human Resources Planning Strategic Planning Procedures for making decisions about the organizations

ADM2337 notes for final - Chapter 2 Strategy and Human...

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Chapter 2: Strategy and Human Resources Planning Strategic Planning: Procedures for making decisions about the organization’s long-term goals and strategies Human Resources Planning (HRP): The process of anticipating and providing for the movement of people into, within, and out of an organization Strategic Human Resources Management (SHRM): the pattern of human resources deployments and activities that enable an organization to achieve its strategic goals The process: 1) Mission, Vision, Values: a) Mission: the basic purpose of the organization as well as its scope of operations b) Strategic Vision: a statement about where the company is going and what it can become in the future c) Core Values: the strong and enduring beliefs and principles that the company uses as a foundation for its decisions 2) Environmental Analysis a) Environmental Scanning: systematic monitoring of the major external forces influencing the organization b) Competitive Environment: -Customers -Substitutes -Suppliers -New Entrants -Rival firms 3) Internal Analysis a) Capabilities -core capabilities: intergrated knowledge sets within a organization that distinguish it from its competitors and deliver value to customers b) Composition -Strategic Knowledge Workers: the group of workers who tend to have unique skills that are directly linked to the company’s strategy and are difficult to replace (useful and unique) -Core Employees: this group of employees has skills that are quite valuable to a company but are not particularly unique or difficult to replace (useful and common) -Supporting workers: group of workers with skills that are of less strategic value to the firm and are generally available in the labour market (tend to by hired from external agencies, on a contract basis) (not useful, common) -Partners and complementary skills: group of individuals has skills that are unique but frequently are not directly relate to the company’s strategy (not useful, unique) c) Culture -cultural audits: audits of the culture and quality of work life in an organization -Value-based hiring: the process of outlining the behaviours that exemplify a firm’s corporate culture and then hiring people who are a fit for them d) Forecasting: a critical element planning
-Forecasting demand: Considerations: Product/service demand; economics; technology; financial resources; absenteeism/turnover; organizational group; management philisophy Techniques Quantitative Approaches: -trend analysis: based on an organizationa index such as sales Qualitative Approaches -management forecasts: opinions/judgements of supervisors, department managers, experts, or others knowlegable about the organizations future employment need -Forecasting supply: External Considerations: demographic changes; education of workforce; labour mobility; governement policies; unemployment rate Techniques: staffing tables; markov analysis; skills inventories; management inventories; replacement charts; sucession planning -Staffing tables: graphic representations of all organizational jobs, along with the

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