5CHR LO2 - August 19 - pre.pptx - Learning Outcome 2 LO2 Understand how organisational and HR strategies and practices are shaped and developed Analyse

5CHR LO2 - August 19 - pre.pptx - Learning Outcome 2 LO2...

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LO2: Understand how organisational and HR strategies and practices are shaped and developed. - Analyse the forces shaping the HR agenda. (2.1) - Compare different tools for analysing the business environment (2.2) - Explain the key stages in strategy formulation and implementation and the role of HR (2.3) - Examine Hr’s contribution to business ethics and accountability (2.4) Learning Outcome 2
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Learning Outcome 2
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Learning Outcome 2
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Strategic HR focuses on the strategic management of human resources in alignment with the organisation’s strategic objectives HR aims to ensure organisational success and future capability through its people. The nature of HR’s support in organisations constantly change and is influenced by external drivers and factors Forces shaping the HR agenda The HR Agenda- What Shapes it?
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Strategic Alignment
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Key forces shaping the HR agenda Strategic HRM Human capital evaluation Globalisation Changing labour markets / demographics High performance working practices (HPWP) Change management Legislation – immigration, pensions, Life-long learning The CIPD HR Profession Map – perfect hr professional
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Activity Activity: Reviewing the examples just discussed……. How do these shape and form what HR does?
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The HR Agenda.. What Shapes it?
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The HR Agenda.. What Shapes it?
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The HR Agenda.. What Shapes it?
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As Strategic Partner Working with managers and line managers to help them reach their goals through strategy formulation and execution As Change Agent Advocate and facilitate change across the entire organisation, resolving issues that arise and institutionalising change by implementing flexible and efficient processes As Administrative Expert The central role of recruiting, hiring, compensating, rewarding, disciplining, training, record- keeping and terminating. As Employee Champion Promoting communication including employee surveys, communication of business goals, building employee engagement and ensuring fair treatment Future/Strategic Focus Processes Day to Day / Operational Focus People Functional Expert Human Capital Developer Employee Advocate 2008 Ulrich: HR Delivery Model (1998)
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HR Leadership & Strategy – Delivered through 3 major areas HR Business Partners HR Shared Services HR Centres of Expertise / excellence All you need to know about this from CIPD! Emerged from Ulrich’s delivery model Models of Service Delivery …The ‘3 legged stool’.
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All you need to know about this from CIPD! Models of Service Delivery …The ‘3 legged stool’. HR business partners) – Senior or key HR professionals working closely with business leaders or line managers, influencing and steering strategy and strategy implementation . Shared services – A single, often relatively large, unit that handles all the routine services across the business (recruitment administration, payroll, absence monitoring, simpler employee relations issues ) Centres of excellence usually small teams of HR experts with specialist knowledge of leading-edge HR solutions .
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HR and the future – as seen by Ulrich
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Ulrich has moved on…..
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and indeed further…..
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