Summarize three pages to 200-300 words- due after 12hrs
AJ-773
_ch123.docxThe reason companies make bad workforce management decisions is usually the same reason people make other bad decisions: they fail to think through the consequences of their actions or overlook crucial pieces of information. Poor management decisions are often the result of not appreciating what actually drives employee performance.
Successful companies are not built solely on the things leader and managers do themselves. Successful companies result from what leaders and managers are able to get their employees to do.
This book is a guide to using strategic human resources (HR) to increase business performance. Strategic HR encompasses a variety of processes, including staffing, talent management, performance management, compensation, succession, development, and training.
Strategic HR focuses on processes used to align the workforce to deliver business results. It is often described as getting the right people in the right jobs doing the right things and doing it in a way that supports the right development for what we want people to do tomorrow.
Administrative HR focuses on administrative and legal processes associated with the employment of people: managing payroll, providing health care benefits, and handling the administrative and legal details associated with establishing and terminating employment contracts, for example.
Strategic HR is critical to achieving business objectives consistently and effectively. It has a major impact on the profit, growth, and long-term sustainability of organizations. Administrative HR is critical to organizational functioning but is not a strong source of business advantage.
work. Business leaders rarely ask administrative HR questions such as, “How do I ensure people get paid on time?” But they often ask strategic HR questions such as, “How can I get the employees I need to support this project?” or, “How do I get people aligned around the company’s strategic goals?”
Administrative HR is needed to employ people. Strategic HR is necessary for ensuring that people are doing what we have employed them to do. Strategic HR is where companies gain the most competitive advantage because it is about increasing workforce productivity and not just maintaining standard corporate infrastructure.
There isn’t one best way to manage people in general. However, there is a best way to manage the people in your organization, taking into account your company’s particular workforce characteristics, business needs, and resource constraints. This book helps you think about strategic HR process design and deployment so you can uncover the practices that are truly best for your company. It will also help you recognize and avoid particularly bad practices, such as firing your most skilled and experienced employees to save short-term costs!
Chapter 2 provides clarity on what strategic HR is, why it is important, and why it is often difficult. The chapter also explains the four fundamental strategic HR processes of right people, right things, right way, and right development.
Chapter 3 introduces the concept of business execution, explains why understanding a company’s business execution drivers is fundamental to the design of effective strategic HR processes, and describes the link between the six key business execution drivers and the four fundamental strategic HR processes.
-Management systems used to communicate and set employee goals, measure and track -employee performance, and develop and measure employee skills.
-Reporting systems that integrate data on employee accomplishments, qualifications, and pay levels to guide compensation and internal staffing and promotion decisions.
- Learning systems that provide employees with online access to training and knowledge resources necessary to perform their jobs.
- Social communication tools that allow employees to share ideas, feedback, and suggestions with each other through online forums
Strategic HR technology allows organizations to create processes that profoundly improve how line managers run their businesses. This technology enables HR leaders to change the role they play within companies.
A company that does not have employees who can support its strategies will fail, no matter how good its strategies are.
The goal of strategic HR is to help leaders and managers get the right people in the right jobs doing the right things to make a business succeed.
Being effective at strategic HR processes requires understanding the basic factors that influence employee performance, designing HR processes based on how employees truly behave, and recognizing and accepting that this may be quite different from how we might wish they would behave.
Running a business requires doing three things: 1. Defining strategy . Figuring out what you need to do to succeed 2. Managing assets . Securing the capital and resources required to support the strategy 3. Driving business execution . Building and managing the workforce so you effectively leverage company assets to deliver strategic objectives
Defining strategies is about determining your business objectives and developing plans to achieve them. Managing assets is about getting the tools, money, materials, technology, and other resources needed to carry out your plans.
To be successful, a company must identify the right strategies to achieve its business goals and then execute these strategies better, faster, and more efficiently than the competition can.
Strategic HR processes support business execution by changing the workforce either through bringing new employees into the organization or getting existing employees to do things in the future that they were not doing in the past.
To be strategic, HR leaders must understand which business execution drivers (alignment, productivity, efficiency, sustainability, scalability, or governance) are most critical to business leaders and build HR processes that link to these drivers.
