STRATEGIC HR CHOICES

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STRATEGIC HR CHOICES
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STRATEGIC HR CHOICESCOMPENSATION

• Internal vs. external equity
• Fixed vs. variable pay
• Performance vs. membership
• Job vs. individual pay

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STRATEGIC HR CHOICESCOMPENSATION

• Egalitarian vs. elitism
• Below-market vs. above- market compensation
• Monetary vs. non-monetary awards
• Open vs. secret pay

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STRATEGIC HR CHOICESCOMPENSATION

• Centralization vs. Decentra- lization of pay
  decisions
• Narrow bands vs. broad bands
• Structured vs. versatile
• Reward vs. investment

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STRATEGIC HR CHOICESTRAINING AND DEVELOPMENT

• Quick-fix vs. long-term solutions
• Haphazard approach vs. designed
• Reactive vs. TNA - based
• Political selection of programs, resource
  persons and participants vs.
  cost-benefit assessments

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STRATEGIC HR CHOICESTRAINING AND DEVELOPMENT

• Content is peripherally related to business
  objectives vs. directly linked to strategic
  goals
• General topics vs. specific
• Training as reward and benefit vs. training
  as investment
• General audience vs. targeted

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STRATEGIC HR CHOICESTRAINING AND DEVELOPMENT

• Passive participants vs. active
• Inductive vs. deductive
• Limited evaluation vs. systems-wide
  evaluation
• Carrot and stick vs. fun and engaging
• Directive vs. participatory

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STRATEGIC HR CHOICES
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Identify the strategic HR choices and the
specific HR practice

• When participation in training programs are
  decided according to specific criteria rather
  than offering it to everyone, even to those who
  do not have a clear need for the program.
• When the task of organizing company affairs and
  activities are assigned to employees from
  different departments who are given the authority
  to make decisions rather than being simply
  decided by management.

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Identify the strategic HR choices and the
specific HR practice

• When appraisals are conducted to help supervisors
  diagnose and solve performance problems rather
  than simply assigning grades for past
  performance.
• When compensation and benefits are customized to
  the specific needs of employees rather than being
  uniform regardless of need or reason.

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Identify the strategic HR choices and the
specific HR practice

• When HRM programs are used as drivers for
  organizational change efforts and new strategic
  directions rather than as monitoring devices for
  compliance and participation.
• When candidates for hiring are evaluated
  according to how their capabilities and
  personalities match the requirements and the
  conditions in the department rather than mere
  general IQ or scholastic records.

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Identify the strategic HR choices and the
specific HR practice

• When management practices open book management
  with the Union, trusting them with the true
  financial condition of the company rather than
  viewing the Union as opportunists whose only aim
  is to take advantage of the company.
• When HR programs are horizontally and vertically
  aligned to be able to respond to strategic
  business issues in a holistic way rather than as
  piecemeal approaches to problems as they crop up.

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What are strategic HR choices?

• ________ shifts
• that implement the _________ _________ in HRM
• across various HRM ________
• through deliberately ________ strategies
• that aim for ___________
• of strategic __________of the organization

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General classifications of strategic HR choices

• Shift in focus from functional to business
• textbook solutions vs real business solutions
• consultant perspective vs partnership
• Shift in management perspective from control to
  empowerment
• management vs leadership
• discipline vs control to empowerment
• cost vs investment

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General classifications of strategic HR choices

• Shift in orientation from admin to strategic
  business partner
• efficiency vs effectiveness
• operational vs long-term
• Shift in philosophy from psychology to
  multi-disciplinary approaches
• counseling vs coaching
• controlling vs influencing
• individual vs teams/networks

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General classifications of strategic HR choices

• Shift in objectives from people to organization
• individual level vs multi levels
• productivity vs total performance
• Shift in utility of HRM from processes to
  results

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Traditional vs Strategic Job Descriptions of HRM
Managers

• Traditional Job Description
• Implement and monitor compliance to Policies
• Manage Compensation Structure to avoid
  distortions
• Ensure equity in compensation and benefits
• Implement and manage training efforts
• Manage employee relations to maintain industrial
  peace
• Ensure availability of manpower

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Traditional vs Strategic Job Descriptions of HRM
Managers

• Strategic Job Description
• Grill executives about strategic directions
• Stay in touch with workers work processes to be
  aware of skill needs
• Broker services delivered by internal external
  suppliers
• Teach line managers how to manage employees
• Facilitate process improvement and/or teach line
  managers how to do it
• Manage diversity issues
• Push HRM programs upstream (front-end of a
  business initiative)

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Traditional vs Strategic Job Descriptions of HRM
Managers

• Strategic Job Description
• Help managers think through performance problems
  find solutions, whether the solution is HRM or
  something else
• Make big-picture observations of work processes
  for problems or potential improvements that
  people might not see
• Facilitate problem-solving teams
• Bring about change that will develop competencies
  and push up the bottom line

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COMPETENCY CHECKLIST for strategic HRM managers

• Listening.
• Negotiating.
• Coaching.
• Facilitating small group interaction (Spend less
  time talking).
• Awareness of individual differences.
• Testing and measurement
• Knowledge of business processes.
• Strategic planning.
• Problem solving.
• Facilitating organizational change.