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HRM 2600 (105)
Ron Ophir (13)
Lecture

ADMS 2600 - 2.docx

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Department
Human Resources Management
Course
HRM 2600
Professor
Ron Ophir
Semester
Winter

Description
Ch.2 Strategic Planning and Human Resources Strategic Planning - Procedures for making decisions about the organization’s long-term goals and strategies. Human Resources Planning (HRP) - Process of anticipating and making provision for the movement (flow) 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.  Strategy formulation—providing input as to what is possible given the types and numbers of people available.  Strategy implementation—making primary resource allocation decisions about structure, processes, and human resources. Step One: Mission, Vision, and Values Mission - The basic purpose of the organization as well as its scope of operations. Strategic Vision - A statement about where the company is going and what it can become in the future; clarifies the long-term direction of the company and its strategic intent. Core Values - The strong and enduring beliefs and principles that the company uses as a foundation for its decisions. Step Two: Environmental Analysis Environmental Analysis: The systematic monitoring of the major external forces influencing the organization. 1. Economic factors: general and regional conditions 2. Competitive trends: new processes, services, and innovations 3. Technological changes: robotics and office automation 4. Political and legislative issues: laws and administrative rulings 5. Social concerns: child care and educational priorities 6. Demographic trends: age, composition, and literacy Five Forces Framework 1. Customers: - Firm should focus on value - Speed of delivering normal orders - Willingness to meet extraordinary needs - Availability of installation and repair services and parts 2. Rival Firms: - Examining the nature of competition 3. New Entrants: - New companies enter an industry and compete well against firms 4. Substitutes: - Firms may need to adjust their employee skill bases to support different technologies 5. Suppliers: - They provide raw materials for production, money and labour Step Three: Internal Analysis Cultural Audits - Audits of the culture and quality of work life in an organization Strategic knowledge workers - Employees who have firm-specific skills that are directly linked to the company’s strategy. Example: Senior software programmer Core employees - Employees with skills to perform a predefined job that are quite valuable to a company, but not unique. Example: Security guard Supporting labour - Employees whose skills are of less strategic value and generally available to all firms. Example: General electrician Alliance or Partners - Individuals and groups with unique skills, but those skills are not directly related to a company’s core strategy. Example: Independent product label designer Forecasting involves: - forecasting the demand for labour. - forecasting the supply of labour. - balancing supply and demand considerations Quantitative Approach: Trend Analysis Forecasting labour demand based on an organizational index such as sales: - Select a business
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