Students learn to deliver their expertise in various human resource disciplines in ways that directly support the business goals of organizations analyzingbusiness needs, developing metrics to support recommendations and evaluate programs. They use specific human resource competencies to add value toorganizations through human resource initiatives. Students develop the skills of a business partner whose expertise is welcomed and rewarded by organizationsfor whom they work. These skills have been identified through comprehensive research as those that distinguish successful human resource professionals; thisentails the use of technical expertise in the traditional human resource disciplines, as well as, mastery of an additional group of human resource competenciesthat enable them to support and be seen to support the strategic imperatives of their organization. Learning experiences will include case analyses, fieldresearch, lecture, role play, group work and presentations. The course will begin by analyzing broader business cases rather than human resource issues;learners identify ways their expertise can contribute to meeting business needs. Learners will also explore and practice the domains in the delivery of humanresources expertise to organizations. A capstone group presentation is made recommending a human resources initiative in a business setting.

Strategic HRM Competencies

Copyrights Disclaimer

A majority of the course lectures and materials provided in class and posted in SLATE are protected byCopyright. Use of these materials must comply with the Acceptable Use Policy, Use of Copyright ProtectedWork Policy and Student Code of Conduct. Students may use, copy these materials for learning and/orresearch purposes provided that the use complies with fair dealing and the Copyright Act, Permission fromthe rights holder would be necessary otherwise.It is prohibited to reproduce and/or post a work that is not your own on third-party commercial websites forprofit or non for profit. It is also prohibited to reproduce and/or post a work that is not your own, It is alsoprohibited to reproduce and/or post a work that is your own work with the intent to assist others in cheatingon third-party commercial websites.

By clicking to go to the next slide you are acknowledging reading, understanding and approving to the above!

This Course is not for everyone. It is not HR forDummies . It is not for those who are afraid of lotsof data, Numbers, and Metrics It is not for thosewho want a quick dip in the fountain of HRMknowledge so they can catch the next wave.

CAUTION!

Module 2

Organizational Needs Analysis (non textbook material)

An Organizational Needs Analysis may be defined as is an effective way to identify skills, competencies, and Capabilities gaps. It involves gathering information to identify areas where your employees can improve their performance to their benefit and that of your business.

Evaluating and reexamining -Using Metrics-proposed implementation plan

Create alternatives and recommendations, and an implementation plan addressing identified business problems

Identify and define business problem/s

Understand and Analyze the Business Performance 04

03

02

01

Module Learning Objectives

Organizational Needs Analysis

Create alternatives and recommendations, and an implementation plan addressing identified business problems

Identify and define business problem/s

Understand and Analyze the Business Performance

Agenda

Evaluating and reexamining -Using Metrics- proposed implementation plan

The Company Overview is a briefsummary of the intended business,including what it uniquely delivers, themission, how it got started, marketpositioning, operational structure, andfinancial goals. After reviewing thissection, the reader should have abroad understanding of what thebusiness is setting out to do and howit is organized.

Understand and Analyze the Business Performance

Organization History (WHY)

Organization Objectives and Structure

Organization Performance SWOT (HOW)

Stake Holders Analysis

The organization History answers the following questions:

 When was the organization established?

 Where Was it Established?

 How Was it Established?

 Who Established it?

 And the most important question is WHY (the Purpose) was it established?

Organization History (WHY)

Every organization comprises ofpeople who run it. These people sharecommon goals and objectives. Inorder to achieve them, these peoplealso share roles and responsibilitieswith each other. An organizationalstructure is simply the pattern ornetwork of division of these roles andresponsibilities.

Organization Objectives and Structure Strategic Leaders

Leaders of Managers

Managers of Others

Individual Contributors

SWOT analysis (strengths, weaknesses, opportunities and threats analysis) is a framework for identifying and analyzing the internal and external factors that can have an impact on the viability of a project, product, place or person.

Organization Performance SWOT (HOW)

Stakeholder analysis is the process of assessing a system and potential changes to it as they relate to relevant and interested parties. This information is used to assess how the interests of those stakeholders should be addressed in a project plan, policy, program, or other action.

Stake Holders Analysis

Other ways to understand the business

The Business Analysis Core Concept Model®

Business Analysis Core Concept Model and BABOK are trademarks owned by the International Institute of Business Analysis.

Understanding / Analyzing the BusinessThe 4 Most Important Financial Metrics

Watch the video, Phil T. will take you through it in seven minutes.

Financial metrics are the key numbers that you can focus on in financial statements. There are three financial statements, the balance sheet, the income statement and the cash flow that we like to look at to find important metrics.

Understanding / Analyzing the BusinessBalance Sheet

Watch the video, Phil T. will take you through it in five minutes.Using a Balance Sheet to Analyze a Company

Balance sheets are one of the 3 financial statements that we use to measure the value of a company. A balance sheet gives the value of all of the assets and liabilities in a company, and shows the difference between the two as equity.

The term “human resources” may refer to five different subjects.

While Studying this course let’s introduce you to what is meant with HRM

Identify and define business problem/s

Problem Definition

Finding a Problem

Drafting a Problem Statement

Creative Problem Solving (CPS)

“A matter or situation regarded as unwelcome or harmful and needing

to be dealt with and overcome.”Problem Definition

Amazon Reported Earnings for Q1 Where is the Problem?

Q1 2019

• Revenue of $59.7 billion• Net income of $3.6 billion• Earnings per share of $7.09

Source:https://venturebeat.com/2020/04/30/amazon-earnings-q1-2020/

Q1 2020

• Revenue of $75.5 billion• Net income of $2.5 billion• Earnings per share of $5.01

Amazon Reported Earnings (what if)Where is the Problem?

Q1 2019

• Revenue of $59.7 billion

• Net income of $3.6 billion

• Earnings per share of $7.09

Q1 2020

• Revenue of $75.5 billion

• Net income of $2.5 billion

• Earnings per share of $5.01

• Revenue of $80 billion

• Net income of $1.5 billion

• Earnings per share of $4.09

Q2 2020

Problem Definition

The Problem Definition Tool helps you clarify you priorities by focusing on key critical issues.

Verification Vs. Validation

• Are you Answering the Questions Correctly

• Are you Answering the Correct Question

Defining the Problem

When working in the engineeringfield, we aren’t necessarily alwaysthinking of problem solving andproblem definition in this way.Throughout your career you will beasked to work on different projectsthat are not fully defined. Thoseprojects will also need to beaccomplished within a specific timeframe and within budget. This cancompromise the decision-makingprocess to explore solutionsprematurely before clearlyunderstanding the problem.

Creative Problem Solving

What is Creative Problem Solving?

Creative problem-solving is themental process of searching for anoriginal and previously unknownsolution to a problem. To qualify,the solution must be novel andreached independently.

The creative problem-solvingprocess was originally developed byAlex Osborn and Sid Parnes

The term “human resources” may refer to five different subjects.

While Studying this course let’s introduce you to what is meant with HRM

Alternatives, recommendations, implementation plan

Generating Alternatives

Crafting Recommendations

Constructing an Implementation Plan

A choice limited to one of two or more possibilities, as ofthings, propositions, or courses of action, the selection ofwhich precludes any other possibility

The Alternatives section is where you will put forward allpossible ideas to help the organization with it’s preidentified problem in the previous section (OrganizationReview),

Alternatives could be addressing business, management,HRM, or other initiatives/solutions, depending on severalPESTEL Environment factors, as well as the type, size,industry, results, stability of the organization.

Picture is courtesy of the alternative Limb Project http://www.thealternativelimbproject.com/

Generating Alternatives

A suggestion or proposal as to the best course of action,The Recommendations section is where you will narrowdown your previously discussed alternatives to a fewernumber usually two – four meaningful recommendationsthat you are recommending for the organization to focuson.

While doing so, make sure that your recommendationsare in direct relation to the discussed alternatives in theprevious section, the below are examples of what mightbe an acceptable recommendations criterion

Crafting Recommendations

An implementation plan breaks eachrecommendation/strategy intoidentifiable steps, assigns each step toone or more people and suggestswhen each step will be completed.

Answering the 7 Key Questions:Who, What, Why, When, Where,How, How Much?

Constructing an Implementation Plan

The term “human resources” may refer to five different subjects.

While Studying this course let’s introduce you to what is meant with HRM

Evaluating and reexamining -Using Metrics- proposed implementation plan

Continues Improvement

Using Business & HRM Metrics

A continual improvement process, alsooften called a continuousimprovement process, is an ongoingeffort to improve products, services, orprocesses. These efforts can seek"incremental" improvement over timeor "breakthrough" improvement all atonce.

Continues Improvement

Human Resource metrics aremeasurements used to determine thevalue and effectiveness of HRinitiatives, typically including suchareas as turnover, training, return onhuman capital, costs of labor, andexpenses per employee

Using Business & HRM Metrics