Strategic of role human resource management
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Transcript of Strategic of role human resource management
Dosen : Muhammad Iqbal, Ph.D
Batara D. – Rini Wiji A.– Novika E. - Dian Angga T.
Strategic of Role Human Resource Management
• Strategic HRM involves the development of consistent, aligned collection of practices, programs, and policies to facilitate the achievement of the organization’s strategic objectives.
Introduction
Strategic HR vs Traditional HRStrategic
Focus
Operational Focus
Systems
People
Change agent
Strategic Partner
Employee Champion
Administrative Expert
• Human capital steward
• Knowledge facilitator
• Relationship builder
• Rapid deployment specialist
HR Role in a Knowledge Based Economy
• Strategic contribution
• Business knowledge
• Personal Credibility
• HR delivery
• HR technology
SHRM Critical HR Competencies
Lepak & Snell’s Employment Models
Quadrant 4:Alliances/Partnerships
Collaborative-Based HRConfiguration
Quadrant 1:Knowledge based
employment
Commitment based HRConfiguration
Quadrant 3:Contractual
work/arrangements
Compliance based HRConfiguration
Quadrant 2:Job based employment
Productivity based HRConfiguration
Strategic Value
Uniqueness
High
High
Low
Low
Traditional HR Strategic HR
Responsibility of HR
Staff specialist Line manager
Focus Employee relations Partnership with internal & external customers
Role of HR Transactional change follower and respondent
Tranformational change leader & initiator
Initiatives Slow, reactive, fragmented
Fast, proactive, integrated
Time horizon Short term Short, medium, long
Control Bureaucratic, roles, policies, procedures
Organic, flexible
Job design Tight division of labor, independence, specialization
Broad, flexible, cross training, teams
Key investments
Capital, product People. Knowledge
Accountability Cost center Investment center
Strategic HR vs Traditional HR
• The benefits of outsourcing include :– Allowing the organization to reduce its HR staff (and
possibly save money)
– Enhancing the quality of HR service provided
– Freeing up HR staff to focus on more strategic, value-added activities
– Frequent reduction in the costs of outsourced services through economies of scale “bundling” of services with other employers
Outsourcing & Revamping HR
• Short term mentality/focus on current performance
• Inability of HR to think strategically
• Lack of appreciation of what HR can contribute
• Failure to understand general manager role as an HR manager
• Difficulty in quantifying many HR outcome
• Perception of human assets as higher risk investments
• Incentives for change that might arise
Barrier to Strategic HR
Outcome of Strategic HR
1. Effective management of staffing, retention and turnover through selection of employees that fit with both strategy and culture
2. Cost effective utilization of employee through investment in identified human capital with potential for high retention
3. Integrated HR programs and policies that clearly follow from corporate strategy
4. Facilitation of change and adaptation through a flexible more dynamic organization
5. Tighter focus on customer needs, key and emerging markets, quality
Increased performance
Customer & employee
satisfaction
Enhanced shareholder
value
through
Daftar Pustaka
Mello, Jeffrey A. 2002. Strategic Human Resources Management. USA : South Western.