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“A managerial perspective which argues the need to establish an integrated series of personnel policies to support organisational strategy” ( Buchanan & Huczynski, 2004)
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“HRM involves management decisions related to policies and practices that together shape the employment relationship and are aimed at achieving individual, organizational and societal goals” (Boselie, 2002)
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“Human resources are something more than just ‘resources’. HRM is not concerned solely with financial performance. HRM focuses on the exchange relationship between the employee and organization. And the shaping of the employment relationship takes place in an era of continuous tension between the added value and moral values”. (Paauwe, 2004)
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Organisational strategy
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HR strategy
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Intended practices
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Actual practices
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Perceived practices
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->
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->
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HR professional makes HR policies
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Line managers are the enactors of HRM in practice. They are crucial for employee’s success.
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Employees’ experiences and perceptions of HR practices imple- mented by their line manager and/or the organization
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For example: Translating new external developments (e.g. aging population) into new HR policies HR professionals mainly innovators, designers and facilitators of HR policies
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Examples: employee perceptions of the fairness of a performance appraisal procedure and the role of the evaluator employee perceptions of the intensity of employee development efforts made by the organization
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Self-production (3D)
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produces its own goods
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Circular
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sharing, leasing, reusing, repairing, refurbishing and recycling existing materials and products as long as possible
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Functional
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one that optimizes the use (or function) of goods and services and thus the management of existing wealth (goods, knowledge, and nature).
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Bio-based
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using renewable biological resources sustainably to produce food, energy and industrial goods
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Collaborative
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consumers use new technology to provide, buy, sell, share or rent goods and services
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Sharing
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assets or services are shared between private individuals, either free or for a fee, typically by means of the internet.
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Platform business model
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Community based business models
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Circular business models
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a business model that creates value by facilitating exchanges between two or more interdependent groups, usually consumers and producers. (Uber, Airbnb and Pinterest)
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people centered, where collaboration, partnership, advocacy, and co-creation are top values. (Ben&Jerry's, TOMS, Warby Parker)
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articulates the logic of how an organisation creates, offers, and delivers value to its broader range of stakeholders while minimising ecological and social costs. (Timberland, Nike, IKEA)
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The seven Weconomy trends
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New business models
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Platform business models, Community based business models, Circular business models
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Implications for HRM
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HRM Activities
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HRM outcomes
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Performance
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Recritment/selection
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employee satisfaction
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profit
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HR planning
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employee motivation
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market value
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Rewards
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employee retention
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market share
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Participation/consultation
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employee presence
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increase in sales
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Decentralisation
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social climate between workers and management
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productivity
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Training
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employee involvement
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product/service quality
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Opportunity for internal promotion
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trust
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customer satisfaction
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more autonomy
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loyalty/commitment
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development of products/services
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formal procedures
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future investments
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coaching
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||
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Conflicts in expectations
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Conflicts in expectations between Line Managers and HR
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Short-term profit and high salaries versus long term growth
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Line manager has little time for people management (selection, performance appraisals, exit interviews etc) and puts it on the shoulder of HR
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Quality & design versus short-term profit
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Line rather focuses on production / financial performance than people management.
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Environmental posture versus short-term lower-cost
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Invest in training & development versus own responsibility of employees
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Recruitment from within own network versus open recruitment
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Financial independence versus reliance on external financing in order to grow
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Multinationals: Expat compensation in the home country versus the host country
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Hire a diverse team versus homogenous teams
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Flexible shell versus permanent employment
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Outsource to low cost country or stay
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Company
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Strategic Principle
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Coolblue
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Customer first “everything to get a smile”
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General Electric
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Be number one or number two in every industry in which we compete, or get out
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Southwest Airlines
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Meet customers’ short-haul travel needs at fares competitive with the cost of automobile travel
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Vanguard Investment company
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Unmatchable value for the investor-owner
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Wal-Mart
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Low prices, every day
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Netflix
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You can watch as much as you want, whenever you want without a single commercial – all for one low monthly price
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HRM is part of the total company strategy
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HRM brings Added Value
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Making a difference to an organization
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Helping shape the organization's business strategy
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In order to add value, HRM must: “Achieve outcomes that significantly increase the organization's capability to differentiate itself from similar organizations, and thereby enhance its progress”. (Harrison 2002)
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The need to support corporate productivity and performance improvement efforts.
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Employees play an extensive role in employers' performance improvement efforts.
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HR must be more involved in designing —not just executing—the company's strategic plan.
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Line Manager
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HR MANAGER
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Department level
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Organisation level
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Management of own team
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Specialist advise / knowledge
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Daily responsibilities
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Implementation of policies
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Technical knowledge
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HR strategy
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Work conditions of employees
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Changing labour market
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Role of governmental bodies
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Role of individuals
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Changing economy
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Role of organizations
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Covid pandemic-> article Blackboard
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Technology and digitalisation
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Service-orientation
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Role politics and municipalities
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Mergers & acquisitions
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Reorganizations
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Private equity interventions
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Globalization
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Financial crisis
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Labour market; ageing population
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Role society, CSR
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Structuring
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Increased Workload
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Career Options
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New Supervisor
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Reduced Workforce
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Acquisitions
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Changing Work Processes
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New Technology
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“Strategy is the direction and scope of an organization over the long term, which achieves competitive advantage for the organization through its configuration of resources within a changing environment and to fulfill stakeholders' expectations”.
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Well defined long-term goals
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Appraisal of the environment
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Knowledge of own resources & capabilities
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->
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Successful implementation
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<-
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-->
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Successful Strategy
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<--
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Strategic management
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Strategy
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The process of identifying and executing the organization’s mission by matching its organisation capabilities with the demands of its environment
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A strategy is a course of action.
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The company’s long-term plan for how it will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage
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Tangible resources
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Intangible resources
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Financial:
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Technology:
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Borrowing capacity
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Know how, R&D, design
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Internal funds
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Knowledge residing in technical & scientific employees & teams
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Physical:
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Reputation:
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Land & buildings
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Brands, company reputation, social responsibility, environmental pro activeness, quality
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Plant & equipment
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Human resources:
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Technology
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Education, training, experience, adaptability
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Raw materials
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Have no borders
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Think global and act Local
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Have no time Zone
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Use virtual teams to succeed
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Demand global skills
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Are culturally diverse
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Function
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Examples of Capabilities
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Corporate Management
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Financial management, strategic control, coordination of business units, social responsibility
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Management Information System
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Rapid information transfer
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Research & Development
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Development of new products, design, innovation
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Manufacturing
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Flexibility, quality, design, efficiency, eco-efficiency
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Marketing
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Design, brand management, promotion, environmental marketing
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Sales & distribution
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Sales responsiveness, efficiency & speed of distribution, customer service
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Like competitors or easy to imitate
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Better than competitors, difficult to imitate
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Resources
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Threshold resources
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Unique resources
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Capabilities
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Threshold capabilities
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Core competences
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Suppliers
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Bargaining Power
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->
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Industry competition
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Substitutes
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Threat
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->
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Existing competitors
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Potential entrants
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Threat of entrance
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->
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Buyers
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Bargaining Power
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->
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Supplements
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Bargaining Power
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->
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How did HR support this growth?
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How did HR support this growth?
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Hire an HR team
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Admin: proper employee contracts, visa’s, archives
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Payroll system and aligning benefits
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Focus & attention to policies- procedures- standardization-communication
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Recruitment and Selection: 110 employees hired in 18 months
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Factory in Saudi Arabia: flexible force of 50 % changed into permanent staff
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Focus on Health & Safety (absenteeism, admin & follow up)
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Employee Survey was held, and results discussed
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Change of leadership in some areas
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Career development opportunities for High Potentials from Europe/Asia
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Performance Appraisals system in place
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Training & Development (to motivate, to increase productivity, to develop)
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Proper Onboarding (welcome, schedule, trainings program)
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