Strategisch Human Resource Management Bijeenkomst 2 2007.pdf• Need to look beyond HR policies and...
Transcript of Strategisch Human Resource Management Bijeenkomst 2 2007.pdf• Need to look beyond HR policies and...
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Strategisch Human Resource Management
MC College 2 2007
Willem E.A.J. Scheepers MBA
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Vaststellen
huidig
strategisch
profiel
Vaststellen
strategische
kloof
Ontwikkelen
strategische
alternatieven
Evaluatie
+
keuze
Uitwerken
naar
deelplannen
Functionele
gebieden
Intern onderzoek:
vanuit functionele
gebieden
vanuit resultaten
sterke en
zwakke punten
Omgevingsonderzoek:
demografisch
economisch
technologisch
sociaal-maatschappelijk
politiek
ecologisch
markt
Mission
statement
Criteria
Doelstellingen
Model van strategieformulering
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Deze week in de media:
“Slechts één op de zes Nederlandse HR-managers gelooft dat het aanbieden van
opleidingen zorgt voor behoud van personeel voor de organisatie.
In geen enkel ander Europees land hebben P&O’ers zo weinig vertrouwen in het effect
van het volgen van trainingen.”
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Seven Critical People Management Policies
1. Emphasising employment security
2. Recruiting the right people
3. Extensive use of self managed teams & decentralisation
4. High wages linked to organisational performance
5. High spending on training
6. Reducing status differentials
7. Sharing information(Pfeffer, 1998)
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Focus on the Resource Based View
• Each organisation is unique and complex
• Need to look beyond HR policies and practices
• Need to consider long term performance capability
• Move to longitudinal studies can be useful
• Organisational context and institutional arrangements need more attention
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Investeren in de ontwikkeling van medewerkers
Gericht investeren levert resultaat op!
een vergroting van de winst per medewerker met € 12.400,-
een verhoging van de 'return on sales' per medewerker met 0,37%
een stijging van de productiviteit per medewerker met gemiddeld € 57.000,-
Onderzoek Univ Maastricht
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Value of Commitment
Thought to result in:
• Better quality
• Lower turnover
• Greater capacity for innovation
• More flexible employees
(Walton, 1985)
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Measuring Outcomes of Commitment
• Industrial relations climate
• Absence levels
• Turnover levels
• Individual performance
(Mabey & Robertson, 1990)
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Simple Model of HRM & Performance
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Factors Affecting Commitment
• Training
• Career opportunities
• Management leadership
• Performance appraisal
• Work life balance
• Communication about organisational performance
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Major Performance Initiatives – Organisational Focus
• Learning
organisation
• Knowledge
management
• Just in time
• Total quality
management
• Performance culture
• Investors in People
• Standards
• Customer care
• Lean production
• Business Proces
Reengineering
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Things That Go Wrong
• The process/people balance
• Getting the measures right
• Management losing interest
• The team/individual balance
• Missing out the development part
• Implementing and managing change
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Mix of Measures
1. Financial measures
2. Customer measures
3. Internal business measures
4. Innovation and learning
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Suggestions for Running a SuccessfulPerformance Initiative
1. Develop a clear vision for the business as a framework for individual and team goals
2. Consult, develop and agree individual goals and targets:– what to do to achieve – how to satisfy customers– precise, difficult, and challenging
3. Gain commitment from the top
4. Train all participants
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De Human Resource Cyclus
Selectie Performance Beoordeling
Beloning
Training
Fombrum, Tichy and Devanna, 1984
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Een Algemene Context voorHRM
Externe Context
Interne Context
HRM
Context
HRM Inhoud
Ondernemings-
strategie
Hendry & Pettigrew, British Jnl. of Mgt, 1992
Socio-Econom.
Technisch
Politiek/Wettel.
Concurrentie
Cultuur
Structuur
Politiek/Leiderschap
Taak-Technologie
Ondernem. output
HR stromen
Werksystemen
Belonings
systemen
Invloed & Com.
Rol
Definitie
Organisatie
HR Outputs
Doelen
Product/Markt
Strategie & Tactiek
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Matrix van Whittington
Monistisch (Winstmax)
Pluralistisch (veel doelen)
Bewust Spontaan
Klassiek Evolutionair
Systemisch Procesmatig
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Kenmerken Klassieke schema
• Winstmaximalisatie
• Proces van rationele calculatie en analyse
• Normatief: stappenplan
• Strategische kloof dichten
• Denkproces a.h.v. bureaucratisch-
wetenschappelijke procedures
• Orde, overzichtelijkheid en zorgvuldigheid
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Kenmerken Evolutionaire schema
• Winstmaximalisatie
• Onvoorwaardelijke klantgerichtheid
• Decentralisatie
• Darwin is betere gids dan econoom
• Intuïtie, snelheid, flexibiliteit
• Markt selecteert de winnaar
• De markt is een genadeloze jungle
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Aanbevelingen Evolutionaire schema
• Richten op winstmaximalisatie
• Winst kun je niet rationeel plannen
• De markt bepaalt de strategie
• Optimaal aanpassingsvermogen
• Wees zuinig
• Cultuur en structuur (HR) zijn ondergeschikt
aan de strategie
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Kenmerken Procesmatige schema
• Winstmaximalisatie en aandeelhouders- waarde
zijn niet vanzelfsprekend
• ‘Zwarte doos’
• Ondernemend, baanbrekend en visionair
• Zelfreflectie
• Opportunisme en initiatief
• Experimenteren en leren
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Kenmerken Systemisch schema
• Strategie is geen vrije keuze, maar een
uitkomst van bepaalde maatschappelijke
ontwikkelingen en omstandigheden
• Sociale en culturele omstandigheden hebben
meer invloed op processen in organisatie dan de
organisatie of markt
• Interventionistische en niet-interventionistische
staten beïnvloeden werk in organisaties
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Kenmerken Systemisch schema
(vervolg)
• Saneren gaat ten koste van de samenleving,
maar ook van het strategisch potentieel in
organisaties
• Maakbaarheid van organisatie versus de
onberekenbaarheid van strategische
inspanningen: strijd om de macht
• Balans zoeken tussen individuele autonomie
en socio-cultureel determinisme
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De flexibele firma
• Functionele flexibiliteit
• Numerieke flexibiliteit
• Financiële flexibiliteit
• Outsourcing
• Ondermijning van permanente arbeid
• Onderscheid kernmedewerkers en
supplementaire medewerkers
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Learning Organisations
• Learning is considered to be only way of obtaining and keeping competitive edge
• Concept of organisational learning comparatively new
• Can be defined as ‘an organisation which facilitates the learning of all its members and continually transforms itself’ (Pedlar, Boydell &
Burgoyne, 1987)
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De lerende organisatie
(procesmatig)
• Verandering is de zienswijze, niet controle of
structuur
• Geen eenduidige structuur, maar dynamische
processen en structuren aangepast aan de
leerbehoefte
• Belonen van experimenteergedrag
• Butlers en mentoren
• Fouten worden getoond om ervan te leren
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Connectivity Between The Different Learning Loops
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Importance of Knowledge Management
• Knowledge increasingly being viewed as a critical resource
• Speed of change necessitates innovation
• Knowledge based organisations are growing
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Defining Knowledge
• Many different perspectives
• Knowledge is more than information – it has to be reflected on and processed to an extent it is then applied
• Explicit knowledge is often referred to as operational knowledge
• Tacit knowledge – residing in a person’s head often unaware of what we know until it is used
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To Be Of Value
Knowledge needs to be:
• Accessed
• Applied appropriately
• Used to enhance organisational ability
It needs to be turned into action
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Barriers to Knowledge Management
• Organisational culture
• Risk of admitting failure
• Lack of incentive to change
• Resistance to ideas and learning from other contexts
• Internal competition
• Individual reward practices
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