Strategic HR

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• three sets of mechanisms alignment, consistency, external fit
• consistency (eternal triangle) culture, strategy and structure, these cornerstones are connected and affect each other and will affect what I can do. HRM in the middle. If you change one, you change the others
• vertical alignment how the organisation's strategy is aligned with the HR strategy, three levels, seperated, fit or holistic.
• horizontal alignment the functions is aligned and work with each other as one
• external fit strategy is a link between the organization and the environment (pestel, swot, forces)
• market forces suppliers and competitors
• institutional forces government and eu
• contingent forces pestel
• purpose of flexibility handle forces
• essence of shrm connection to external fit and longer term view, vertical and horizontal alignment between hr strategy and organisation strategy, deciding how consistent policies and practices should be developed and implemented
• How to make HRM strategic hr philosophies, hr strategies, hr practice, hr policies
• hr philosophy how you view human and human resources, costs or investments? and how does it align with the organisation's strategy, mission and vision. different types of organisations: business, mutual benefits, service, commonwealth
• hr strategies high performance, high commitment, high involvement, one dominant and the other latent
• hr policies overall guidelines, what hrm is there to do
• hr practices activities involving managing and developing human, hr and employment relationships
• three legged stool center of expertise, strategic business partners, shared service centers
• developing policies managing employment relationships, developing employees and managers, equality and diversity
• hr roles human capital developer, strategic partner, functional expert and employee advocate
• human capital developer developing the human capital, attracting, retaining and developing employees
• strategic partner aligning HR strategy with the overall business strategy and respond to changes in the business environment
• functional expert HR expertise in areas such as compensation, benefits and employee relations, understanding of the relevant laws and best practices
• employee advocate ensuring that the employees needs are met, being good at communication and understanding
• centres of expertise they have high levels of advice in the key activities of hr
• strategic business partner works strategic with line managers to help they reach the goals
• shared service centers handles the transactional services across the business such as recruitment and advice for employee issues
• the universalistic perspective best practice, there is a set of hrm practices that are the best in any situation and everywhere, two major streams: shareholder dominant accounts and stakeholder perspective
• the contingency perspective best fit, the total opposite of universal, the external fit is the most important and it claims that hr strategies is depending on the context and circumstances, different models: life-cycle and competitive strategy
• the configurational perspective bundling, the best of both worlds and the most complex, bundling is the development and implementation of several hr policies and practices so that they are interrelated and complement each other
• employer branding an organisation needs to be betters than the others on the market, be the candidates first option
• the good practice process a basic recruitment process that everyone do the same and makes us sure that you will reach the recruitment you want. it includes job analysis, design, recruitment, selection, induction. the steps are universal but the content of the steps is unique
• different forms of flexibility numerical, temporal, functional, financial, geographical
• numerical flexibility amount of work, part time or full time, 25%, 75%
• temporal flexibilty when do you work? day or night shift, different days at home and in the office
• functional flexibility employees having different tasks/functions or working in different departments
• financial flexibility bonuses, decreased and increased salary
• geographical flexibility depends on where you work, at the office or on a distance, work for a swedish firm but works in norway
• the purpose of flexibility handle forces, content of work, context of work, changing workforce
• flexibility for whom? employers perspective, money, or employees perspective, work life balance and satisfaction, psychological contract
• Total reward motivation, expectancy, reward, goal setting, equity theory
• major principles of human development (HRD) believing in employees capacities, retaining employees, promoting integration and diversity
• challenges with hrd talent, well being, career
• talent management bundles of hr practice to attract an retain talented people in the organisation
• talent development person in the top and position in the bottom, we need to have few key positions and the right persons to fill the positions, inclusive view claims that everyone has something unique and are talented, exclusive view claims that there are a few stars that have talent
• two major types of career traditional career and protean career
• three overall categories of measuring HR measuring hr efficiency, measuring hr practices, measuring hr systems

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