ORGB 423 Lecture Notes - Lecture 3: Google.Org, Markov Chain, Adam Grant
12 Jun 2018
School
Department
Course
Professor
Lecture 3
Evolution of HR
Employee Relations/Personnel Management/Labor Relations/IR
• These are employee advocates: A historical position
• Draws from HR’s role in the early 19th century
In the 21st century: HRM & HRP
• These are employer advocates:
o They are a strategic partner, considers what’s best for
everyone and the company
o Advocates for organizational efficiency and organizational
alignment. Not only for employee needs
o Have to know about strategic planning
HR and Strategic Planning
HRM: Managing human talent to achieve objectives
Human Resource Planning/HRP: Anticipation and providing for the
movement of people in and out of an org.
Strategic Planning: Set of policies, procedures to guide an org. towards
their long term goals
• Lays out an org. future direction
Five steps of strategic planning:
1. Define the mission, vision, values: Where are we going?
o Vision: Where is the company headed, its future? Clarifies
the long-term direction of the company
o Mission: Outlines the purpose of the org.
o Core values: What the company believes in. The beliefs,
traits, norms of the company.
2. Setting objectives: The performance targets, results, and see if
they are measurable, specific, timely.
3. Crafting or formulating strategy: Addressing the “hows”
o Choosing among strategic alternatives
o Involves managers in various positions, from different
organizational levels.
o Low-cost strategy could be competing on productivity and
efficiency, low-costs. E.g. McDonalds
o Differentiation strategy: competing on added value.
Uniqueness.
find more resources at oneclass.com
find more resources at oneclass.com
o Value creation: What the organization adds to a product. The
“it” factor.
o Functional strategy: Vertical fit or Horizontal fit
4. Executing the strategy: Converting the plan into action
o Direct action, motivate people, build competencies.
5. Evaluating performance: Deciding if the organization passes the 3
tests of good fit, competitive advantage & strong performance.
o If it doesn’t, decide what to change, the organization vision
and mission
The role of HRM/HRP (Actitvity)
Linking strategic planning and HRP:
• Strategic Formulation: Determining how your company is unique,
what are your goals, objectives, how to attain them.
o Who plays a role? Executives, founders, shareholders, people
you hire outside for consulting.
o Identifying someone to implement the strategy
• Strategic Implementation:
o Who implements the strategy? Someone (probably a leader)
close to the employees.
• Strategic Analysis:
o Looking at your company and at what your competitors are
doing.
• SWOT analysis (beginning or after implementing strategy?)
o SWOT: analysis is an acronym for strengths, weaknesses,
opportunities, and threats and is a structured planning
method that evaluates those four elements of an
organization, project or business venture.
o Time and planning can be an issue in strategic planning
Organizational Effectiveness
• Efficiency ≠ Effectiveness
• Effectiveness is the degree to which an organization realizes its
goals
• Efficiency is the amount of resources used to produce a unit of
output
• Effectiveness is hard because organizations are diverse, large, the
goals are multiple and conflicting.
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Employee relations/personnel management/labor relations/ir: these are employee advocates: a historical position, draws from hr"s role in the early 19th century. In the 21st century: hrm & hrp: these are employer advocates, they are a strategic partner, considers what"s best for everyone and the company, advocates for organizational efficiency and organizational alignment. Not only for employee needs: have to know about strategic planning. Hrm: managing human talent to achieve objectives. Human resource planning/hrp: anticipation and providing for the movement of people in and out of an org. Strategic planning: set of policies, procedures to guide an org. towards their long term goals: lays out an org. future direction. Clarifies the long-term direction of the company: mission: outlines the purpose of the org, core values: what the company believes in. Mcdonalds: differentiation strategy: competing on added value. Uniqueness: value creation: what the organization adds to a product. Four approaches to measure effectiveness: resource based.
