人力资源管理摩托罗拉大学.pptVIP

Module Two Strategy and Planning in Human Resource Management Stakeholders Stakeholders include all of those who might be affected in a significant way by the decisions of the firm. Shareholders actually own shares of the company, while stakeholders may or may not own a part of the company. Internal stakeholders include employees, union representatives and unions, executives, interest groups. External stakeholders include customers, stockholders, community, unions, suppliers, debtors, governments. Stakeholder Tensions HR decisions are likely to create tension among internal and external stakeholder groups (and even within subgroups) Ex. shareholders vs. employees shareholders vs. community male employees vs. female employees working mothers vs. single women Environmental Scanning Systematic surveying to identify and interpret relevant events and conditions, i.e. expanding markets What is coming? What will it mean to us? The company What actions should we take? Management decisions Environmental Scanning Social/demographic changes Economic conditions International competition Technological change Government regulations Union actions Monitor ?Screen ?Research ?Act Strategy Formulation Higher level philosophy and policy and goals Hannon’s Strategic HR Diagnostic Tool Strategy Formulation, Cont. Strategy Implementation Specific practices, “nuts and bolts”, practical Ex. Arthur Andersen: Hire the best and brightest and retain them Pay above market average Opportunity and specific career path (voice) Offer move and better benefits Select only the best offer best training Importance of “fairness” and “equity” between groups Internal and external equity Perceived fairness S.W.O.T. Technique Use this technique to identify the company’s strengths, weaknesses, opportunities, and threats in order to devise the best strategy. Internal: strengths, weaknesses. External: opportunities, threats. Business environment (things that the company can’t control, but must loo