The 4th in a series about
Strategic Human Resources Management:
This week we are covering a couple different topics that are
highly interesting to me which are Strategic HRM in Action and International
HRM. I am definitely hoping to see and
hear both of these topics live at next week’s SHRM (the organization) annual
Strategy Conference. Here are a few of
the case studies which I believe will hit on the “in action” aspect of this week’s
readings.
Track:
Case Studies
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Workplace Application: Using the Children’s Hospital of
Pittsburgh of UPMC as a case study, you will learn how they positioned HR as
a leader in the organization and are using HR metrics to impact their
culture.
Wednesday, October 3, 2012 | 3:30 PM - 5:00 PM EDT
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Workplace Application: Learn lessons from the best hospitality
and service organizations on how to create and sustain a client-centric HR
department that meets the needs and earns the respect of line managers.
Thursday, October 4, 2012 | 10:45 AM - 12:15 PM EDT
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Workplace Application: Using two biomedical device companies as
a case study, you will learn how to achieve breakthrough performance in your
own organization by driving greater HR and business alignment.
Thursday, October 4, 2012 | 2:00 PM - 3:30 PM EDT
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Workplace Application: This session will help you create a plan
for successful co-ownership of a strategic approach to flexibility between
HR, line leaders and employees in your organization through various case
studies.
Friday, October 5, 2012 | 8:30 AM - 10:00 AM EDT
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Workplace Application: Through a case study approach, this
session will demonstrate how analytics can be applied to maximize talent
management as well as how to turn analytics into practical initiatives.
Friday, October 5, 2012 | 8:30 AM - 10:00 AM EDT
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However, in the readings this week I noted a few exceptional
comments from the various “in action” stories written in the Armstrong
Handbook. First, in story about
Loamshire Council the CEO is quoted as saying “we don’t have a single document
which says ‘this is Loamshire Council corporate strategy’. What we do have are
three processes which run in parallel and together representing the corporate
strategy.” That supports last week’s
discussions that the HR Plan vertically fit with the Business Plan. It should not be separate and apart, it
should work together side by side just like two matching shoes. You can’t have one without the other or you
will walk lopsided. Second,
profitability and training go hand in hand.
The Director of Finance at Megastores said “we’re highly profitable, but
in turn we invest an awful lot in our people.
We spend a lot of money on the training and development of people throughout
the organization. It’s probably one of
our key differentiators”. I bet that is true.
It also probably gives them employer of choice recognition in the
communities they serve. Their recruiting
budget is most likely minimal if they invest that much in their people. I once had an employer that vowed to spend 30
hours a year on employee development. That
was one company I did not want to leave as a result. Unfortunately, due to the economy they ended
up downsizing eventually but I always remember the importance they put on this
aspect of their strategic plan. They are
still thriving today even though they had some tough times.
Overall, I think learning from other organizations success
and failures is ultimately one of the best ways to learn about such a complex
and ever-changing process. Just when you
have your strategic plans in place the economy, competition, technology, or
something changes which sends you back to the drawing board. I think the best plan is to not give up and
be flexible. There is a lot to be said
about strategic perseverance.
I am looking forward to sharing what I learn
next week in Palm Springs. Here is a
glimpse at my schedule so be sure to follow me @DonnaRogersHR for live tweets. http://sessionplanner.shrm.org/conference/shrm-2012-strategy-conference/itinerary
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