Department of Finance

12th Batch, 2nd year 2nd semester

Course Name: HRM & Organizational Behaviour
Course Code: FIN-2201
Group No:03

Name ID
Md. Nymuzzaman B170203003
Amana Akter B170203004
Yasir Arafat B170203005
Emon Bapari B170203022

Syeda lamia Rahman B170203027

Md. Fazle Rabbi B170203032

Md. Rifat Bapary B170203035

Md. Mominul Islam B170203037
Mehenaz Zahan Mukti B170203040
Md Moniruzzaman B170203070
Human resource
management strategy &
Analysis
 Execution of a program

06 05
Examples of
to improve employee
employees high-
management
performance
systems

Types of strategies

02 04
HR metrics

01 03
Seven steps in strategic Define strategic HRM
management process and practical example
Strategy
A tactic of course of action the company can pursue to achieve
its strategic aims.

Strategic Management
The process of identifying & executing the organizations
strategic plan by matching the company’s capabilities with the
demands of its environment.
 Define the
current
business
Perform external
and internal audits
1 2
Evaluate performance

7 Strategic
management 3 Formulate a new
direction
process

Implement the strategies

6 4 Translate the mission into
strategic goals
5
Formulate strategies to
achieve strategic goals
Evaluate firm’s internal & external performance by auditing as well with help
of SWOT Analysis method.

WEAKNESS
STRENGTH Lack of competitive strength
Financials
Advantages,capab
Our vulnerabilities
ilities,resources,a

S W
Timescales deadlines &
ssets,people,mark
pressures continulty
eting

O T
THREAT
OPPOURTUNITY
Markets developments Environmental affects
& product Market obstacles
developments
 Types of strategies

Managers formulate three types of strategies:

❑ Corporate strategy;
❑ Competitive (business unit) strategy &
❑ Functional (departmental) strategy.
Corporate strategy
Corporate-level strategy identifies the portfolio of businesses
that comprise the company in a way which are related to
each other. Corporate
level strategy

Geographic
Concentration

Diversificatio consolidation
n
Vertical
integration
 COMPETITIVE
STRATEGIES

Competitive strategy
This strategy uses to increase market share & top
differentiate the product from the competitor.

COST FOCUS/
LEADERSHIP NICHE
To
DIFFERENT-
IATION
Functional strategy
This strategy uses to influence each department to achieve the strategic goal. Here all
department as a team.

Management Roles in Strategic Planning

• Top manager sets the strategic planning.
• Top manager orders to lower level manager to execute the plan.
• Managers roles:
1. Devise;
2. Support; &
3. Execution
 Strategic Human Resource Management
Strategic human resource management is the practice of attracting, developing, rewarding, and retaining employees
for the benefit of both the employees as individuals and the organization as a whole.
Steps of Human Resource Planning Process

Analyzes current Forecasts future Identifies gap Implements a

human resources requirements areas plan to tighten
up those gaps
 Employees
competencies & Hr policies & practices
Company’s behaviours for required to produce
employee competencies
strategic goals company to achieve and behaviours
these strategic goals

compensation
 Company’s Strategic Goal

Strategic and Legal Environment

Recruitment

Selection
 Placement

Training and Development

 Compensation

Employee Relations
Strategic Human Resource Management Tools

Strategy Map

➢ Summarizes each ➢ Visualize &

➢ Clarifies “Line of
Department’s Understand the role
Sight”
Performance
 Profitability

S Financial

T Lower Cost Increased Revenues

R
Strategy Map of
A More Customers Southeast Airlines
T Customer

E Low Fares On time flights

G
Y Internal Fly Fewer Planes
Minimize Meals

Operations

M Minimize Turnaround on Ground

A
P Learning &
Highly engaged flight & growth crews
Highly engaged flight & growth crews
Growth
Supportive, higjh-performance
 HR Scorecard
Assigning
Helps to
financial and quantify
nonfinancial goals relationships
Digital Dashboards
 HR Metrics

The quantitative gauge of a human resource management activity,such as employee

turnover,hours of training per employee,or qualified applicants per position.
Common types of human resource metrics:-
1)Time to hire
2)Cost per hire
3)Employee turnover
4)Revenue per employee
5)Cost of HR per employee
6)Employee engagement
7)Cost of training per employee
Benchmarking

A measurment of the quality of an organizations policies ,products,

programes,strategies, etc and their comparison with standard
measurments,or similar measurements of its peers.
The objectives of benchmarking are:
 To determine what and where improvements are called for.

 To analyze how other organization achieve their high performance

levels.
 To use their information to improve performance.
Benefits of benchmarking

❑ Helps organization understand strength and

weakness.
❑ Helps better satisfy the customers needs by
establishing new standards and goals.
❑ Motivates employees to reach new standards and
to be keen on new developments.
❑ Helps organizations improve their competitive
advantage.
Benchmarking process and its five stages.
Decide
1 what to BM

Identify BM
partners 2
3 Gather
info

Analysis
4
5 Implements
 HR AUDIT
It plays a vital role with HR functions of an
organization.HR AUDIT Significance are:
operational compliance
Essential for organizations success
•

It provides required feedback

•

Managing rising labor costs

•

HR Audit can avoid government intervention

• strategic systems
It protects employees interests
•

personnel
functional
DATA ANALYTICS

It means using statistical and mathematical analysis and algorithms to find relationships and make predictions .it
relies on” data mining “.Data mining is the set of activities used to find new ,hidden ,or unexpected patterns in
data
It is also related with “Talent Analytics.”
High-Performance Work Systems (HPWS)
A set of human resource management policies and practices that help to produce superior
employee performance and organizational effectiveness.
Reason to measure, benchmark and scientifically analyze HR practices is to promote high-
performance work practices.
 Paying more wages.

More training .

Practice of
HPWS.
Recruit more candidate.

More self-managing
work teams
Examples Selected from Several Studies of How Recruitment, Selection, Training,
Appraisal, pay and Other Practices Differ in High-Performance and Low-
Performance Company. (From text Book)

Practices Lower-Performance Higher-Performance

Companies’ Companies’ HR
HR Practices Practices
Recruitment 8 37
Selection 4% 30%
Training 35 HOURS 117 HOURS
Appraisal 41% 95%
Pay Practices 28% 84%
Use of Teams 11% 42%
Operational 62% 82%
Information Sharing
Financial 43% 66%
Information Sharing
 Employee Engagement and Performance
 What is Employee Engagement ?

➢ Being physically involved in

➢ Connected to and
➢ Committed to getting one’s job done.

 “Experience a high level of connectivity

 With their work tasks”
 Actively
Not-Engaged Disengaged
Employee Employee
Engaged
Employee

The Three Levels of Employee Engagement

 The Benefits of Employee Engagement

➢ Increased Productivity
➢ Higher Retention
➢ Rise in Profitability
➢ Decrease in Absenteeism
➢ Customer Satisfaction
 The Employee Engagement Problem

➢ Engagement surveys are too little and too late.

➢ May not give you a clear picture
 What can Managers Do to Improve Employee Engagement ?

Set measurable objectives for the program.

1
2 Provide leadership development .

3 Institute new employee recognition programs.

4 Institute a new employee development program.

5 Change the compensation.

6 Other policies to ensure they are aligned with the new cultural values.