1. HR AS A STRATEGIC BUSINESS
PARTNER: THE WAY OF THE FUTURE
Gerardo R. Joson

2. ABSTRACT
 The paper relates Strategic HRM with HR Planning in terms of planning
considerations and discipline required in setting into motion their required
processes and expected outcomes. Thus, the 2 terms have been defined
synonymously and used interchangeably. Both covers the entire scope of HR
functions from hiring to firing but central to these processes is employee
development thru training. The latter is being viewed as a process responsible
for competency improvement and, in a way, sourcing, unleashing and retaining
talents. Strategic HRM has also a crucial role in linking HR functions with the
respective role of line managers to make things in the organization happen in an
effective and efficient manner that are expected from qualified, trained and
highly motivated workforce.
 The paper also dwells on the experience of a power transmission utility in the
Philippines and the role of its HR Department in translating corporate plans and
targets into HR plans, programs and targets. HRD’s strategic role in initiating
programs to address nightmare scenarios and operational challenges comes to
the fore.

3. OUTLINE
• Strategic HRM defined
• Strategic HRM and HR Planning
• Strategic HRM and Employee Development
Introduction
• Strategic HRM
• Training as a Key HRM Process
• The Training Process
Materials &
Methods
• HR Planning and Corporate Target-Setting
• The HRM Challenge
• Commitments as a Regulated Entity
• 5-Year Transmission Development Plan & Projects
Results &
Discussion

4. OUTLINE
• Training Programs Conducted and Schedules for the
Rest of the Year
• Performance Measurement
Training
Initiatives &
Effectiveness
• Transmission Business Innovations
• Effects on HR Management
• On career management
• On management development
• On employee engagement and buy-in
Future Trends
•External Turn-Over Due to Increased Demands for Experienced Professionals by New
Players in the Energy Sector
•Intense Competition for Specialized Workers
•Health Care and Insurance Costs
•Budget Cuts as Part of Rate-Reduction Strategy
•Sudden Growth
•Responding to Workforce Diversity
•Other HRM Issues
•CONCLUSION
•REFERENCES
Nightmare
Scenarios &
HRM Solutions

5. INTRODUCTION
 Strategic HRM is often associated with HR planning in that both considers
company plans and objectives in going about transactions affecting employees,
such as hiring, pay, benefits, training, and processing of transactions related to
benefits and incentives, sick or vacation leave entitlements including medical
benefits and disciplinary matters. Strategic HRM or HR planning are
interchangeable in such a context and requires thinking ahead and planning
ways for a company to better meet the needs of its employees in exchange for
successfully delivering the goals of the company. This can affect the way things
are done from hiring practices and employee training programs to assessment
techniques and discipline.
 The company works real hard to meet the needs of their employees and
cultivate a work environment conducive to productivity. Strategic HRM or HR
planning is the best way to achieve this. Being able to plan for the needs of
employees by thinking ahead can help improve the rate of skilled employees in
choosing to remain working for the company. Improving the employee retention
rate can reduce the money the company will spend in finding and training new
employees.

6. MATERIALS AND METHODS
This paper has been written as an integration
of relevant thoughts on Strategic HRM and the
reality of workforce issues in any business
organization. The narrative has been based on
articles written by HRM practitioners, Plans
and programs and HRD reports and manpower
statistics and the author’s own perception of
the issues and challenges facing the HR
Department.

7. THE TRAINING PROCESS
4. Training Evaluation
• Objectives
• Contents
• Methods
•Learning Resources
2. Training Design
• Objectives
• Contents
• Methods
•Learning Resources
3. Implementation
• Logistics
• Actual Training
1. Training Needs Analysis
• Organizational
• Personal
•Task

8. RESULTS AND DISCUSSION
Taking off from this experience, the paper discusses
the critical role of the HR Department as a strategic
business partner by way of translating corporate
plans and targets into manpower plans and
programs. Here, it has introduced the balanced
scorecard as a concept adopted by the company in
coming up with its key performance indicators and
targets in the 4 performance perspectives in
delivering its responsibility as a business organization
and proceeded to enumerate the programs and
projects to execute its mandate as well as the
challenges and needed initiatives to make the job of
the HR Department valuable to the corporation and
its stakeholders.

9. NIGHTMARE SCENARIOS & HRM SOLUTIONS
 External Turn-Over Due to Increased
Demands for Experienced Professionals by
New Players in the Energy Sector
 Intense Competition for Specialized Workers

10. NIGHTMARE SCENARIOS & HRM SOLUTIONS
 Budget Cuts as Part of Rate-Reduction
Strategy
 Sudden Growth
 Responding to Workforce Diversity
 Other HRM Issues

11. CONCLUSION
The HR Department has to justify why each
decision is best for the company by building
a business case for every major program or
expenditure.

12. REFERENCES
1. Four Levels of Learning, Donald Kirkpatrick
(1959) http://www.acend.com/learning
methods/ kirkpatrick
2. Human Resources/Strategic Implications for
Effective Human Resource Management
http://en.allexperts.com/q/Human-
resources-2866/2011

13. End of Presentation