The document discusses the future direction of human resource management (HRM) in strategic, operational, and administrative terms. It outlines the role of HRM in aligning with business strategy, addressing daily operational issues, and ensuring compliance. It also discusses eight functional areas of HRM: strategy and planning, compliance, talent management, performance management, safety and health, employee and labor relations, total rewards, and developing talent pools to address skills gaps in key functions. The overall goal is to have an effective HRM system that supports the organization's vision and mission.

1. • Different functions of HRM
• Interrelationship with other
process of managing people in
the organization
Part II – Strategic Plan
Future Direction of HR
Josefina B. Bitonio
Associate Professor
Institure of Graduate School and
Professional Studies

2. STRATEGIC PLAN
FUTURE DIRECTIONS
Does the SP relate
to its plan for staff
acquisition and
development?
Public
expectations
are high,
effective
public
management
can be
difficult
NOT ONLY
UPGRADING
BUT
CLOSELY
Align with
business
strategy and
future
requirements

3. STRATEGIC : Linking human resource
strategy with organizational mission and
the work of people in the organization
OPERATIONAL : Managing functional
human resource activities and serving an
“employee champion”
ADMINISTRATIVE : Record keeping
process administration and compliance
efforts
Present
VISION: An effective and efficient
regulatory agency working towards the
development of viable, sustainable,
socially responsive and globally
competitive cooperatives.
MISSION -To ensure the safe and sound
operations of cooperatives
Role of HRM

4. STRATEGIC
OPERATIONAL
ADMINISTRATIVE
Past
Daily, operational
issues and hygiene
factors

5. Future business of the
company, strategic
differentiator, competitive
advantage, impact

7. G
O
A
L
S
These processes have to be interrelated with each other through systems. Thus, the
study of HRM involves a network of interrelated processes through systems which
have to be planned, developed, and implemented by all levels of management and
the rank and files. These are directed towards the achievement of organizational
goals and objectives

9. 8 Functional Areas
GreggU: HR Basics: Human Resource Management
P
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n
w
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M
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10. Strategy and Planning
Identifies and manages current and future needs to
achieve organizational goals. The activities are”
CDA Mandate: Promote the viability and growth of cooperatives as instruments of equity, social
justice and economic development in fulfillment of the mandate in section 15, Article XII of the
Constitution.
• Analysis
• Planning
• Effectiveness – Satisfaction of clients, positive
feedbacks
• Metrics
• Technology

11. Compliance
• Equal employment
• Regulations (DBM. COA,
CSC, NEDA, Congress,
LGUs, MOA, national and
local)
Doing what is asked or required by the
national and local government

12. Talent Management
Integrated processes to attract. Motivate
and retain productive, engaged
employees. The activities are:
• Recruitment
• Interviewing
• Selecting
• Hiring

13. Talent Pool
• Identify talent pool or put all available
candidates that are capable stepping
up in a higher level.
• Candidates that are proactive,
attentive, motivated and fulfilled

14. gaps as far as key functions
HR
Planning
Talent
Deficient
Development
of talents
Gaps on
key
functions

17. Value of Talent Management
Capabilities Abilities
Increases organizational
capabilities
Increases personal
abilities

18. Betterment of people and performance
thru information they will use. The
activities are:
• Training
• Development
• Career planning

19. o Employees have to be trained and retrained in order to keep up with the
pace of changes. For examples, computers in office work demand a new set
of skills from the employees particularly from the clerical force.
o In fact, computer literacy as now a requirement in hiring new personnel in
many agencies. Other organizations change the nomenclature of position
from clerks to computer operators or data entry machine processors.

20. Performance Management
Processes to ensure the organization connects
mission with the work of employees. The
activities are:
• Appraisal
• Improvement
• Interventions

21. Safety and Health
Ensuring the safety, health and welfare of people at
work. The activities are:
• Employee Safety
• Security
• Well being

22. Employee and Labor Relations
The relationship of employees with organization
and with each other
• Policy
• Investigation
• Grievance
• Employee rights

23. Total Rewards
Financial and non financial tools
used to attract, motivate and retain
employees. The activities are:
• Compensation
• Benefits
• Recognition
• Work Life Balance

24. Top Employee Benefits
• Paid overtime
• flexible work arrangements
• retirement benefits
• professional development support
• training opportunities
• incentives
• insurance benefit
• health care assistance
• When a Google employee passes away surviving spouse
or partner of a deceased employee 50% of their salary for
the next 10 years.
• Free gourmet food and never ending snacks!
• 24/7 in-house tech support from their Tech Stop service
Dogs are welcome into the office
• Employee s given 'massage credits’ for a job well done
• The 80/20 rule allows Google employees to dedicate 80%
of their time to their primary job and 20% on passion
projects
• Xoogler alumni support for the rest of their lives

25. Part III