12 August 2016
Strategic Human Resource Management
In the post-globalization business context one notices intense competition; only the most competent and sagacious will survive in the midst of chaos. Managers who lack people management skills are finding it difficult to build a culture of cooperation and high performance, which is the key reason of managerial failures in the present business world. Most companies do claim that their people are their greatest asset. In actuality, however, only some (e.g. Google, IBM, Southwest Airlines, Carlsberg, and British American Tobacco) genuinely practice this mantra through creation of people-centric ambiance. Companies that truly value their human resource (HR) are able to build employer brand, hire & retain competent employees, promote employee engagement, and build a conducive performance culture. Eventually, this approach helps produce the requisite people behaviors, attitudes, and mental models that are necessitated by high performance work systems and company’s business strategy.
In this context, this course has been designed with the aim of analysing strategic HR models; emerging HR themes and interventions; as also related scorecards, measures, targets and plans of action. The course underscores a conceptual framework that helps explain why some companies almost always adopt only hard, cost-reduction, and instrumentalist people policies; and in the process remain only short-termist in their approach. It also emphasizes that even several low-cost strategy companies have been following empowering, soft HR interventions for building sustainable competitive advantage.
Concretely speaking, three broad sets of issues are focused on in the course: articulating the strategic HRM context and linking it with trusting and empowering culture; discussing and understanding emerging HR focus areas that help promote sustainable competitive advantage; and aligning the selected HR interventions with business strategy so as to build the employee and customer value proposition. Focus on these issues help shape the desired HR architecture for building a culture of competitive performance.
EUR 680: Danish and EU/EØS (tomplads): 680 EUR
EUR 1704: NON-EU-EØS students (free-mover): 1704 EUR