Module 1: definition and evaluation
1. Evaluation: HR in history
1900-1980s from administration to HR specialist
1980- 2000: made mass production possible, HR at the table but with mixed results
depending on the organisation and the contact: not that much impact as hoped
2000- 2010: outsourcing and downsizing: with main frame computer and technology
2010-2025: strategic leader: doing more with less. What’s the HR impact on strategic
leader? What can be done to help the company grow?
Outsourcing: if an organisation is not good in HR then they will make a partnership with an
organisation which is good in HR
Downsizing: letting people go (less people needed in HR)
Video: The HR function is dealing with a range of questions:
How can it prove its relevance within its organization and bring strategic value? How can it design an
employee experience that responds to evolving demands? And how can it utilize technology to truly
understand the needs and motivations of employees?
HR needs to modernizes its approach to planning for the future needs of the workforce. Preparing
the workforce for artificial intelligence will be biggest challenge.
Pathfinding HR: HR functions who are focusing on 4 discrete capabilities to chart their course to the
future in a disrupted world: the future workforce composition is a strategic priority
1. Workforce shaping
2. Culture
3. Employee experience
4. Data& analytics
Who to buy? Who to build? Who to borrow? What to bot?
They are actively shaping tomorrow’s workforce today and the most of them are prepared to do so.
The most of pathfinding HR finds that HR is playing a vital role in establishing the right culture. They
are also more likely to have more dedicated jobs that focus solely on purpose and culture.
Today’s workforce expects a consumer grade experience at work. It’s a worker’s market. In response
the most of PHR executives have a strategy in place to design an employee experience that mirrors
the customer experience.
They are more likely to rank their analytics capability as very proficient. They understand their root
causes of turnover and spot burn-out before it is too late. They are charting a course toward shaping
a workforce and people functions fit for the future. Are you on the right path?
,Definition HRM
The attainment of organisational goals in an effective and efficient manner through planning,
organising, leading and controlling HR, while respecting the reciprocal relationship between
individual and organisation.
Definition Strategic HRM:
An approach that defines how the organization’s goals will be achieved in in the context, through
people, by means of integrated HR strategies, policies and practices.
SHRM is defending the direction in which HR intents to go. The HR-policies are the guidelines
defending how values, principles and strategies should be applied and implemented in specific area
of HR.
The HR-process’s , they consist kind of a formal procedure which used HR strategic plans and policies
into effect.
The HR practices they consistent more informal approach used in managing people
Differences: evolution HRM -> SHRM
HRM Strategic HRM
Get the basics right (legal compliance and A. Partner in organizational success (strategic
payroll) fit, strategic flexibility)
Inside-out perspectives (thinking within HR) B. Outside-in perspective (taking it to the
context of the organisation)
HR for and by employees C. Connected mindset
A. Partner in organisational success
= its actions, procedures need to be in service of the organisational goals and successes. SO there
have to be strategic fit and strategic flexibility
Strategic fit: refers to the two dimensions that distinguish the Strategic HRM.
Vertically it links the HR practices with the HR processes’ of the organisation. So there is a clear link
between what HR does in terms of HRM practices and what the organisation does in terms of
strategic management processes.
Horizontally there needs to be a coordination amongst the various hr practices. All the different
practices and processes in one organisation need to be coordinated, ex. If you as organisations has a
work@home policy then you could imagine that in the performance evaluation that organisation will
probably not evolute the hours spend in the office, but it may look at the results of the person
working from home of the office;
Strategic process’s
Link
, HR practices Coordination
Strategic flexibility: ability of the firm to respond and adapt to changes in its competitive
environment -> VUCA
We look here at the environment in the context of the organisation. We asking HR to be strategic
flexible and support the organisation by growing in the context of VUCA today. SO it is a dynamic and
unpredictable environment and your organisation needs to develop an organisation system within
that environment and those organisations need to be flexible.
B. VUCA in outside-in:
If you look at VUCA prime then it’s mostly the answer of the organisation towards VUCA.
How to manage in a VUCA world where rapid and unpredictable change had become the norm. A
VUCA environment can be dangerously disruptive. So, it’s vital that we know how to cope.
1. Volatility: change is violent and uncontrollable
2. Uncertainty: the future is unpredictable, making it hard to prepare for
3. Complexity: with so much going on, things can often feel chaotic and confused
4. Ambiguity: we lack clarity bcs it’s hard to know what the root cause of the problem is
How to turn VUCA into advantage?
1. Counter volatility with vision. Create a compelling vision and values for your people. This will
give them a clear focus and help them to react quickly to change.
2. Meet uncertainty with understanding. What are your competitor doing? What’s new in your
industry? When you are in the know you will be able to anticipate threats and take
advantages of new opportunities.
3. React to complexity with clarity. Be crystal clear when you communicate, and promote
teamwork and collaboration. This will give people a clear direction, and encourage to solve
complex problems together.
, 4. Fight ambiguity with agility. Stay adaptable, even during uncertain times. Encourage people
to learn new skills, stimulate debate, and embrace creativity.
C. A connected mindset
We mean that the organisation structures people. Which means the organisation charges highlight
the hierarchy on each level. Nowadays you see more organisations that are growing and start to look
like a network. In this kind of networking the organisation needs to have people who are connected
in their mindset with each other.
It needs to be a culture where people feel connected to each other here and now and to the vision of
the organisation. Leaders have to be connected too so everyone can build our well-being and have
the potential to develop deep friendships.
2. Connecting with stakeholders
HR is in the midden of all de organisation and connects to the stakeholders (a group of people who
are impacted by HR or who impact HR. Amongst all of them, Dave Ulrich and Younger indicate which
of the stakeholder are important in HR transformation, see video.
3. Summery
• Know what Strategic HRM is. IMPORTANT
• To be able to describe the evolution of Strategic HRM. IMPORTANT
• Understand and discuss the different elements of SHRM.
• Reflect on how “strategic” HRM is being implemented in an organisation
• Understand and explain the terms used during this course.
1. Evaluation: HR in history
1900-1980s from administration to HR specialist
1980- 2000: made mass production possible, HR at the table but with mixed results
depending on the organisation and the contact: not that much impact as hoped
2000- 2010: outsourcing and downsizing: with main frame computer and technology
2010-2025: strategic leader: doing more with less. What’s the HR impact on strategic
leader? What can be done to help the company grow?
Outsourcing: if an organisation is not good in HR then they will make a partnership with an
organisation which is good in HR
Downsizing: letting people go (less people needed in HR)
Video: The HR function is dealing with a range of questions:
How can it prove its relevance within its organization and bring strategic value? How can it design an
employee experience that responds to evolving demands? And how can it utilize technology to truly
understand the needs and motivations of employees?
HR needs to modernizes its approach to planning for the future needs of the workforce. Preparing
the workforce for artificial intelligence will be biggest challenge.
Pathfinding HR: HR functions who are focusing on 4 discrete capabilities to chart their course to the
future in a disrupted world: the future workforce composition is a strategic priority
1. Workforce shaping
2. Culture
3. Employee experience
4. Data& analytics
Who to buy? Who to build? Who to borrow? What to bot?
They are actively shaping tomorrow’s workforce today and the most of them are prepared to do so.
The most of pathfinding HR finds that HR is playing a vital role in establishing the right culture. They
are also more likely to have more dedicated jobs that focus solely on purpose and culture.
Today’s workforce expects a consumer grade experience at work. It’s a worker’s market. In response
the most of PHR executives have a strategy in place to design an employee experience that mirrors
the customer experience.
They are more likely to rank their analytics capability as very proficient. They understand their root
causes of turnover and spot burn-out before it is too late. They are charting a course toward shaping
a workforce and people functions fit for the future. Are you on the right path?
,Definition HRM
The attainment of organisational goals in an effective and efficient manner through planning,
organising, leading and controlling HR, while respecting the reciprocal relationship between
individual and organisation.
Definition Strategic HRM:
An approach that defines how the organization’s goals will be achieved in in the context, through
people, by means of integrated HR strategies, policies and practices.
SHRM is defending the direction in which HR intents to go. The HR-policies are the guidelines
defending how values, principles and strategies should be applied and implemented in specific area
of HR.
The HR-process’s , they consist kind of a formal procedure which used HR strategic plans and policies
into effect.
The HR practices they consistent more informal approach used in managing people
Differences: evolution HRM -> SHRM
HRM Strategic HRM
Get the basics right (legal compliance and A. Partner in organizational success (strategic
payroll) fit, strategic flexibility)
Inside-out perspectives (thinking within HR) B. Outside-in perspective (taking it to the
context of the organisation)
HR for and by employees C. Connected mindset
A. Partner in organisational success
= its actions, procedures need to be in service of the organisational goals and successes. SO there
have to be strategic fit and strategic flexibility
Strategic fit: refers to the two dimensions that distinguish the Strategic HRM.
Vertically it links the HR practices with the HR processes’ of the organisation. So there is a clear link
between what HR does in terms of HRM practices and what the organisation does in terms of
strategic management processes.
Horizontally there needs to be a coordination amongst the various hr practices. All the different
practices and processes in one organisation need to be coordinated, ex. If you as organisations has a
work@home policy then you could imagine that in the performance evaluation that organisation will
probably not evolute the hours spend in the office, but it may look at the results of the person
working from home of the office;
Strategic process’s
Link
, HR practices Coordination
Strategic flexibility: ability of the firm to respond and adapt to changes in its competitive
environment -> VUCA
We look here at the environment in the context of the organisation. We asking HR to be strategic
flexible and support the organisation by growing in the context of VUCA today. SO it is a dynamic and
unpredictable environment and your organisation needs to develop an organisation system within
that environment and those organisations need to be flexible.
B. VUCA in outside-in:
If you look at VUCA prime then it’s mostly the answer of the organisation towards VUCA.
How to manage in a VUCA world where rapid and unpredictable change had become the norm. A
VUCA environment can be dangerously disruptive. So, it’s vital that we know how to cope.
1. Volatility: change is violent and uncontrollable
2. Uncertainty: the future is unpredictable, making it hard to prepare for
3. Complexity: with so much going on, things can often feel chaotic and confused
4. Ambiguity: we lack clarity bcs it’s hard to know what the root cause of the problem is
How to turn VUCA into advantage?
1. Counter volatility with vision. Create a compelling vision and values for your people. This will
give them a clear focus and help them to react quickly to change.
2. Meet uncertainty with understanding. What are your competitor doing? What’s new in your
industry? When you are in the know you will be able to anticipate threats and take
advantages of new opportunities.
3. React to complexity with clarity. Be crystal clear when you communicate, and promote
teamwork and collaboration. This will give people a clear direction, and encourage to solve
complex problems together.
, 4. Fight ambiguity with agility. Stay adaptable, even during uncertain times. Encourage people
to learn new skills, stimulate debate, and embrace creativity.
C. A connected mindset
We mean that the organisation structures people. Which means the organisation charges highlight
the hierarchy on each level. Nowadays you see more organisations that are growing and start to look
like a network. In this kind of networking the organisation needs to have people who are connected
in their mindset with each other.
It needs to be a culture where people feel connected to each other here and now and to the vision of
the organisation. Leaders have to be connected too so everyone can build our well-being and have
the potential to develop deep friendships.
2. Connecting with stakeholders
HR is in the midden of all de organisation and connects to the stakeholders (a group of people who
are impacted by HR or who impact HR. Amongst all of them, Dave Ulrich and Younger indicate which
of the stakeholder are important in HR transformation, see video.
3. Summery
• Know what Strategic HRM is. IMPORTANT
• To be able to describe the evolution of Strategic HRM. IMPORTANT
• Understand and discuss the different elements of SHRM.
• Reflect on how “strategic” HRM is being implemented in an organisation
• Understand and explain the terms used during this course.
