MME Strategic Roles of HRM 2010

8/6/2019 MME Strategic Roles of HRM 2010

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Prasetiya Mulya Business School


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Dua Model StrategiIndustrial Organization Resource-Based View

Penentu utama strategiadalah lingkungan luar

Asumsi : organisasi2 dlmsuatu industri punya akses yg

sama thd sumberdaya,sumber daya bergerak bebas

di antara perusahaan2

Organisasi harus bisamenyediakan produk/layananyg baik dgn harga murah,

atau membuat differensiasi

Sumberdaya, dana,kapabilitas organisasi

seyogyanya menjadi basiskeputusan

Asumsi : SD tidak mobile

Organisasi harus meng-identifikasi dan senantiasamengembangkan SD ygbernilai, artinya sulit ditirudan digantikan


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Sarasota Memorial

HospitalRencana Stratejiknya berpusat pada 5 Pillars of

Excellence, Service, People, Quality, Finance, andGrowth

Performance Mgt & HRM diarahkan mendukung 5pilar tsb ( cross func. Teams Leadership dev., servicerecovery, measurement, reward, recoginition,enpatient, outpatient, patient satisfaction, physiciansatisfaction, etc. )

Hasil : Kepuasan pasien meningkat dari 43% ke 97%,t/o turun dari 24% menjadi 9%, iklim dan kulturmembuat kerasan karyawan sekalipun gajinya lebihrendah dibanding pesaing.

i d


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Corporate Strategies andSHRM

Growth Internal : penetrating existing markets, developing new

product.SHR : ensure that new employee are hired in

timely.

External : acquiring other organizations( vertical/horizontal ).SHR : new organization HRM, dismissal ofemployees.

Stability maintaining the status quo

Limited opportunities, identify key employees anddevelop a retention strategy

Turnaround or Retrenchment Downsizing, streamlining : cost cutting,

terminating, and managing survivors.


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Business Unit StrategiesCost Leadership : efficiency, cut cost.

SHRM : short term, PA focus on results,specialized job, etc.

Differentiation : distinguishes its products.SHRM : creativity & innovation in products

/services, incentives for creativity, longer term,external hiring.

Focus : satisfy one particular group.SHRM : ensuring that employees aware of what

makes the particular market unique, training &customer satisfaction.


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Logics of controlInvestment logics, adaptability of

changing market : loose control, a minimum offormal rules & procedures facilitates adaptability

in response to the environment.Inducement logics cost containment &

efficiency : Tight control mechanisms, narrowjob responsibility, loyalty & commitment

Involvement logics cost containment &innovation : dual strategy : some systemconsistent with investment logic, other withinducement


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Dyer & Holders Typology of

StrategiesGoals Investment Inducement InvolvementContribution High initiative &

creativity, highperformance

expectations, someflexibility

Some initiative &creativity, very highperformance

standards, modestflexibility

Very high initiative& creativity, veryhigh performance

expectations, highflexibility, selfmanaged

Composition Comfortable headcount, high skillmix, moderate staff

Lean head count,low skill mix,minimal staff

Comfortable headcount, high skillmix, minimal staff

Competence High Adequate Very high

Commitment High, identificationwith company

High, instrumental Very high, strongidentification withwork, team and

company


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Practices Investment Inducement Involvement

Staffing Careful selection,extensive career dev.,some flexibility,minimal layoffs

Careful selection, fewcareer options, use oftemps, minimal layoffs

Very careful selection,some career dev.,extreme flexibility, nolayoffs

Development Extensive, continuouslearning

Minimal Extensive, continuouslearning

Rewards Tall structure,competitive, fixed, jobbased, merit, manybenefits

Flat structure; high-variable, piece rate,profit sharing, minimalbenefits

Flat structure; high,partially variable, skill& competency based,gain sharing; flexible

benefits

Work system Broad jobs: employeeinitiative; some groups

Narrow jobs, employeepaced, individualized

Enriched jobs, selfmanaged work teams

Supervision Extensive, supportive Minimal, directive Minimal, facilitative

Employee relation Much communication;

high voice; high dueprocess; high employeeassistance

Some communication;

some voice; egalitarian

Open extensive

communication, highvoice, some dueprocess, egalitarian,some employeeassistance

Labor relations Nonissue Union avoidance orconflict

Union avoidance and/orcooperation

Governmentrelations

Over compliance Compliance Compliance


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MSDM StratejikTidak cukup dgn mengkomunikasikan strategi saja, tetapi

harus membuat link yg jelas antara produktivitas, sasaran2dan reward systemnya.

Faktor2 pada proses mgt. stratejik bisa sangat bervariasi,

bahkan pada industri yg sama.Proses menyusun strategi menjadi landasan membuat

kebijakan2 HR. Pendekatan HRM Stratejik berfaedah :Memfasilitasi pengembangan SDM secara lebih fokus sesuai kebutuhan

manusianya

Memungkinkan pemanfaatan SDM secara cost effective, terutama pada

industri layanan ( biaya karyawan dominan )Memudahkan perencanaan dan penilaian lingkungan yang berpengaruh

pada organisasi


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Human Capital Pool

Knowledge

Skill

Ability

Employee Relationships

& Behaviors

Psychological Contracts

Job Related/RequiredDiscretionary

Organizational Citizenship

People Management PracticesStaffing, Training, Rewards, Appraisal

Work design, participation, recognition, communication


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Kapabilitas DinamikProses untuk mengintegrasikan, menyusun,

memperoleh dan melepaskan sumber,

sehingga senantiasa sesuai dengan pasar atau

bahkan menciptakan pasar

Knowledge management

Mencip-

takanKnow

ledge

Men-

tranfersKnow

ledge

Integras

ikanKnow

ledge

Modal Manusia

ManusiaSistem

Manusia Sosial Organisasional

Change

Flow

Stock

Renewal

Bernilai

Langka/unik

Sulit ditiru

Terorganisas

i


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Core CompetenciesBest practices ? Agak berlebihan. Banyak

perusahaan sukses menerapkan praktekmanajamen yg sangat berbeda.

Praktek HR membantu menciptakankompetensi unik yang dapat membuatdifferensiasi produk atau layanan.

Praktek manajemen manusia menjadidrivers atau sumber bagi terciptanyaDistinctive Competencies dan strategibisnisnya.


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Resource-Based ViewRBV mempengaruhi ilmu strategi dan SHRM

dengan beberapa hal :

Mendorong untuk memperhatikan sumberdayainternal, kapabilitas, kompetensi organisasimeliputi al. knowledge, learning, dynamiccapabilites

Memberi landasan teori yg lebih kuat bagi

SHRM, shg lebih memantapkan peran stratejikSDM dan fungsi SDM


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Prasetiya Mulya Business School


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Stadium 1konco wingking

Stadium 2isi2ne omah

( simah )

Stadium 3isi2ne omah

( simah )

Stadium 4Sigaraning

Nyowo ( Garwo )

File

maintenance

Government

accountability

Organizational

accountability

Strategic

partner


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Pergeseran peran HRMFungsi2 Tradisional Hasil Organisasi

Staffing

Compensation

Menambah nilai bagipemangku kepentingan :pelanggan, investor,karyawan.


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STRATEGIC FOCUS

OPERATIONAL FOCUS

PEOPLESYSTEMS

Strategic Partner Change Agent

Administrative

Expert

Employee

Champion

Rancanganorganisasi,

audit apa ygperlu dibenahi,

metode

renovasinya

Kebijakan ygmenjaminrutinitas

fungsionalefektif, efisien

Membangunkapasitas orgagar mampu

menyesuaikan

diri dgn lingk.

Menjaminkomitmen,mendorong

moralkaryawan dgn

mis.performance

mgt dsb


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Sebuah contoh : Mercantile

BankMenyederhanakan proses

Mengurangi kegiatan yg tak perlu

Mengevaluasi ulang teknologi

Outsourcing fungsi2 non stratejik

Memindahkan sebagian fungsi HR ke unitoperasional


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QUADRANT 4Alliances/

Partnerships

Collaborative Based HRconfiguration

QUADRANT 1Knowledge Based

Employment

Commitment Based HRconfiguration

QUADRANT 3Contractual Work

Arrangements

Compliance Based HRconfiguration

QUADRANT 2Job Based

Employment

Productivity Based HRconfiguration

STRATEGIC VALUE


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Human CapitalSteward

KnowledgeFacilitator

RelationshipBuilder

RapidDeployment

Specialist


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The Human Capital Steward

RoleMenciptakan lingkungan dan

budaya yang mendorongkaryawan secara sukarelamengkontribusikan skill, ide danenerginya


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The Knowledge Facilitator

RoleMenyediakan pengetahuan dan

keterampilan karyawan sehinggamemudahkan memperoleh,mengembangkan, danmenyebarluaskan informasi untukmembangun competitive advantage.

Dgn a.l : merancang pengembangankaryawan, menyiapkan cara berbagipengetahuan dsb.


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The Relationship Builder

RoleMeliputi : merancang

pengembangan struktur, carakerja, kultur yang memudahkan

karyawan bisa bekerja bersamaantar departemen atau fungsi

Bagaimana membangun jejaringyg berfokus pada sasaran org.

dan bagaimana menilai sertamenghargai sinerji dan kerjasamayg menghasilkan kinerja istimewa


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The Rapid Deployment

SpecialistMenciptakan struktur dan

sistem HR yg luwes sertaadaptif thd perubahan.

Knowledge based economymenghadapi perubahanyang sangat cepat.


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Strategic HRMDevelopment of aconsistent, alignedcollection of practices,programs, and policies,to facilitateachievement of theorganizations strategicobjectives


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HR strategi akan kuat

jika :Kaitan dgn strategi organisasijelas

Dikomunikasikan

Diterapkan

Dinyatakan, ditulis


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Kompetensi Pokok SHRM StrategicContribution Business

Knowledge Personal Credibility HR Delivery HR Technology


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Peran2 spesialis dalam

HRMChief Financial Officer

Menghitung efisiensi dsb.

Internal Consultant

Melatih line mgrs, aspek legal hubungan

Talent Manager :Menemukan, mengembangkan, mempertahankan talent

Vendor Manager :

Menentukan beli atau bikin ? Dsb

Self Service Manager :Mencari teknologi aplikasi untuk HR

K t k f HR


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Key tasks of HRStrategy Aligning expectation : gaining employee

understanding of and commitment to the businessstrategy

Building organization : designing organization,planning staffing needs, strategic staffing

Developing capabilities : developing employeecapabilities and management talent

Manage performance : enabling high performanceand evaluating performance


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Traditional HR Strategic HR

Responsibility forHR

Staff specialist Line Mgrs

Focus Employee relations Partnership with internal &external customers

Role of HR Transactional, change

follower and respondent

Transformational, change

leader, and initiator

Initiatives Slow, reactive, fragmentedFast, proactive, integrative

Time horizon Short term Short, medium, Long

Control Bureaucratic-roles,policies, procedures

Organic-flexible, whateveris necessary to succeed

Job design Tight division of labor,independence,

specialization

Broad, flexible, crosstraining, teams

Ke investments Ca ital, roducts Peo le, knowled e


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Barriers to Strategic HRShort term mentality, focus on current

performance

Inability of HR to think strategically

Lack of appreciation of what HR can contribute

Failure to understand GMs role as an HR mgr

Difficulty in quantifying many HR outcomes

Perception of human assets as higher riskinvestment

Incentives for change that might arises


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Customer and

Employee Satisfaction

Increased

performance

Enhanced Shareholder

Value

Through

Effective management ofstaffing, retention, and turnover through

selection of employees that fit with both strategy and culture Cost effective utilization of employees

through investment in identified human capitalwith potential for high retention

Integrated HR programs and policiesthat clearly follow from corporate strategy

Facilitation of change and adaptation througha flexible, more dynamic organization

Tighter focus on customer needs, key and emerging markets, quality

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External environment Competition Government regulation Technology Market trends Economic

Internal environment Culture Structure Politics Employee skills Past strategy

BusinessUnit Strategy

CorporateStrategy

HR Strategy HR planning

Design of jobs andwork systems

What workers do What workersneed How jobsinterface withothers

Employeeseparation

Lawsregulatingemployment

Staffing

Training

Performance mgt

Compensation

Labor relation

HRInformationSystems


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The 5-P Model of Strategy HRM

Philosophy, Policies, Programs, Practices, Processes

HR Philosophy : expressed in statements definingbusiness values and culture, expresses how to treatand value people

HR Policies : expressed as shared valuesguidelines, established guidelines for action on peoplerelated business issues and HR programs HR Programs : articulated as HR strategy,coordinates efforts to facilitates change to adress

major people-related business HR Practices : for leadership, managerial, andoperational roles, motivates needed role behaviorsHR Processes : for the formulation andimplementation of other activities, defines how theseactivities are carried out

MME Strategic Roles of HRM 2010

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