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    Specific HR Strategies

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    indrahermawan765
    Specific HR strategies set out what the organization intends to do in areas such as: • Talent management – how the organization intends to ‘win the war for talent’; • Continuous improvement – providing for focused and continuous incremental innovation sustained over a period of time; • Knowledge management – creating, acquiring, capturing, sharing and using knowledge to enhance learning and performance; • Resourcing – attracting and retaining high-quality people; • Learning and developing – providing an environment in which employees are encouraged to learn and develop; • Reward – defining what the organization wants to do in the longer terms to develop and implement reward policies, practices and processes that will further the achievement of its business goals and meet the needs of its stakeholders; • Employee relations – defining the intentions of the organization about what needs to be done and what needs to be changed in the ways in which the organization manages its relationships with employees and their trade unions.

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    Specific HR Strategies

    Uploaded by

    indrahermawan765
    486 views3 pages
    Specific HR strategies set out what the organization intends to do in areas such as: • Talent management – how the organization intends to ‘win the war for talent’; • Continuous improvement – providing for focused and continuous incremental innovation sustained over a period of time; • Knowledge management – creating, acquiring, capturing, sharing and using knowledge to enhance learning and performance; • Resourcing – attracting and retaining high-quality people; • Learning and developing – providing an environment in which employees are encouraged to learn and develop; • Reward – defining what the organization wants to do in the longer terms to develop and implement reward policies, practices and processes that will further the achievement of its business goals and meet the needs of its stakeholders; • Employee relations – defining the intentions of the organization about what needs to be done and what needs to be changed in the ways in which the organization manages its relationships with employees and their trade unions.

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    Specific HR strategies set out what the organization intends to do in areas such as: • Talent management – how the organization intends to ‘win the war for talent’; • Continuous improvement – providing for focused and continuous incremental innovation sustained over a period of time; • Knowledge management – creating, acquiring, capturing, sharing and using knowledge to enhance learning and performance; • Resourcing – attracting and retaining high-quality people; • Learning and developing – providing an environment in which employees are encouraged to learn and develop; • Reward – defining what the organization wants to do in the longer terms to develop and implement reward policies, practices and processes that will further the achievement of its business goals and meet the needs of its stakeholders; • Employee relations – defining the intentions of the organization about what needs to be done and what needs to be changed in the ways in which the organization manages its relationships with employees and their trade unions.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    486 views3 pages

    Specific HR Strategies

    Uploaded by

    indrahermawan765
    Specific HR strategies set out what the organization intends to do in areas such as: • Talent management – how the organization intends to ‘win the war for talent’; • Continuous improvement – providing for focused and continuous incremental innovation sustained over a period of time; • Knowledge management – creating, acquiring, capturing, sharing and using knowledge to enhance learning and performance; • Resourcing – attracting and retaining high-quality people; • Learning and developing – providing an environment in which employees are encouraged to learn and develop; • Reward – defining what the organization wants to do in the longer terms to develop and implement reward policies, practices and processes that will further the achievement of its business goals and meet the needs of its stakeholders; • Employee relations – defining the intentions of the organization about what needs to be done and what needs to be changed in the ways in which the organization manages its relationships with employees and their trade unions.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
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    At a glance
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    The key takeaways are that HR strategies set out an organization's intentions in areas like talent management, continuous improvement, knowledge management, resourcing, learning and development, rewards, and employee relations. Specific examples are also provided.

    Some specific HR strategies mentioned include those of The Children's Society, Diageo, a government agency, and HR strategies for higher education institutions.

    An effective HR strategy must satisfy business needs, be based on analysis not just thinking, be actionable, be coherent and integrated, and take into account the needs of managers, employees, and other stakeholders.

    Specific HR Strategies

    Specific HR strategies set out what the organization intends to do in areas such as:

    Talent management how the organization intends to win the war for talent;
    Continuous improvement providing for focused and continuous incremental innovation
    sustained over a period of time;
    Knowledge management creating, acquiring, capturing, sharing and using knowledge to
    enhance learning and performance;
    Resourcing attracting and retaining high-quality people;
    Learning and developing providing an environment in which employees are encouraged to
    learn and develop;
    Reward defining what the organization wants to do in the longer terms to develop and
    implement reward policies, practices and processes that will further the achievement of its
    business goals and meet the needs of its stakeholders;
    Employee relations defining the intentions of the organization about what needs to be done
    and what needs to be changed in the ways in which the organization manages its relationships
    with employees and their trade unions.

    The following are some examples of specific HR strategies:

    The Childrens Society:

    Implement the rewards strategy of the society to support the corporate plan and secure the
    recruitment, retention and motivation of staff to deliver its business objectives.
    Manage the development of the human resources information system to secure productivity
    improvements in administrative processes
    Introduce improved performance management processes for managers and staff of society
    Implement training and development which supports the business objectives of the society and
    improves the quality of work with children and young people.

    Diageo:

    These are the three broad strands to the Organization and People Strategy:

    1. Reward and recognition: use recognition and reward programs to stimulate outstanding team
    and individual performance contributions.
    2. Talent management: drive the attraction, retention and professional growth of a deep pool of
    diverse, talented employees.
    3. Organizational effectiveness: ensure that the business adapts its organization to maximize
    employee contribution and deliver performance goals.

    It provides direction to the companys talent, operational effectiveness and performance and reward
    agendas. The companys underlying thinking is that the people strategy is not for the human resource
    function to own but is the responsibility of the whole organization, hence the title Organization and
    People Strategy.

    A government agency:

    The key components of the HR strategy are:

    Investing in people improving the level of intellectual capital.


    Performance management integrating the values contained in the HR strategy into
    performance management processes and ensuring that reviews concentrate on how well people
    are performing those values.
    Job design a key component concerned with how jobs are designed and how they relate to the
    whole business.
    The reward system- in developing rewards strategies, taking into account that this is a very hard
    driven business.

    HR strategies for higher education institutions (The Higher Education Funding Council):

    1. Address recruitment and retention difficulties in a targeted and cost-effective manner.


    2. Meet specific staff development and training objectives that not only equip staff to meet their
    current needs but also prepare them for future changes, such as using new technologies for
    learning and teaching, this would include management development.
    3. Develop equal opportunity targets with programs to implement good practice throughout an
    institution. This would include ensuring equal pay for work of equal value, using institution-wide
    systems of job evaluation. This could involve institutions working collectively regionally or
    nationally.
    4. Carry out regular reviews of staffing needs, reflecting changes in market demands and
    technology. The reviews would consider overall numbers and the balance of different categories
    of staff.
    5. Conduct annual performance reviews of all staff, based on open and objective criteria, with
    reward connected to the performance of individuals including, where appropriate, their
    contribution to teams.
    6. Take action to tackle poor performance.

    A local authority:

    The focus is on the organization of excellence. The strategy is broken down into eight sections:
    employee relations, recruitment and retention, training, performance management, pay and benefits,
    health and safety, absence management and equal opportunities.

    CRITERIA FOR AN EFFECTIVE HR STRATEGY

    An effective HR strategy is one that works in the sense that it achieves what it sets out to achieve. In
    particular, it:
    Will satisfy business needs;
    Be founded on detailed analysis and study, not just wishful thinking;
    Can be turned into actionable programs that anticipate implementation requirements and
    problems;
    Is coherent and integrated, being composed of components that fit with and support each
    other;
    Takes account of the needs of line managers and employees generally as well as those of the
    organization and its other stakeholders. As Boxall and Purcell (2003) emphasize: HR planning
    should aim to meet the needs of the key stakeholder groups involved in people management in
    the firm.

    Here is a comment on what makes a good HR strategy:

    A good strategy is one which actually makes people feel valued. It makes them knowledgeable about the
    organization and makes them feel clear about where they sit as a group, or team, or individual. It must
    show them how what they do either together or individually fits into that strategy. Importantly, it
    should indicate how people are going to be rewarded for their contribution and how they might be
    developed and grow in the organization. (Chief Executive, Peabody Trust)

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