Strategic of role human resource management

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Strategic of role human resource management

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  • Kuadran 1 : menggambarkanpekerjaanberbasispengetahuan, modal manusia yang unikdanmemilikinilaistrategis yang tinggikepadaorganisasi. Jenispekerjaaninimemerlukankomitmenberbasismanajemen SDM. Komitmenberdasarkan HR melibatkaninvestasidalampelatihandanpengembangan, karyawanotonomidanpartisipasi, karyawankeamanandansistemkompensasidanpengetahuanjangkapanjangKuadran 2 : menggambarkanpekerjaanberbasiskerja, sumberdayamanusia yang memilikikeunikan yang terbatastetapinilaistrategis yang tinggiterhadaporganisasi. Jenispekerjaanyamembutuhkanproduktivitasberbasimanajemen SDM. Kurangnyainvestasiakanpekerjadanorganisasiakanberusahauntukmemperolehindividudenganketerampilan yang diperlukandaripadamemberikanpelatihanketerampilan yang generic. Kerangkawaktu yang lebihpendekkinerjapendiriuntukimbalandanpekerjaakanlebihstandar.Kuadran 3 : menggambarkankontrakkerja, modal manusia yang tidakunikmaupunnilaistrategisdalamorganisasi. Jenispekerjaaninimemerlukankepatuhanberbasismanajemensumberdayamanusia, strukturdanarahakandisediakanbagikaryawandansistemuntukmemastikanbahwakaryawansesuaidenganaturan, peraturandanprosedur. Pekerjaakanmenerimasedikitkebijaksaandanpelatihan, performance manajemendankompensasiakandidasarkanpadakepastiankepatuhanterhadapstrukturkerja.Kuadran 4 : menggambarkanaliansiataukemitraankerja, modal manusia yang uniktetapinilaistrategis yang terbatasuntukorganisasi. Tipedaripekerjaaninimemerlukankolaboratifberbasismanajemen SDM. Banyakdaripekerjaanakan outsourcing untuk vendor luarberdasarkanberbagaiinformasidanpembentukankepercayaan. Organisasiakanmemilihmitraaliansi yang berkomitmenuntukhubungansertakeberhasilanorganisasi. Standarkerjadaninsentifakandibentuk yang salingmenguntungkankeduamitra.
  • Strategic of role human resource management

    1. 1. Strategic of Role Human Resource Management Dosen : Muhammad Iqbal, Ph.D Batara D. – Rini Wiji A.– Novika E. - Dian Angga T.
    2. 2. Introduction • Strategic HRM involves the development of consistent, aligned collection of practices, programs, and policies to facilitate the achievement of the organization’s strategic objectives.
    3. 3. Strategic HR vs Traditional HR Strategic Focus Strategic Partner Change agent People Systems Employee Champion Administrative Expert Operational Focus
    4. 4. HR Role in a Knowledge Based Economy • Human capital steward • Knowledge facilitator • Relationship builder • Rapid deployment specialist SHRM Critical HR Competencies • Strategic contribution • Business knowledge • Personal Credibility • HR delivery • HR technology
    5. 5. Lepak & Snell’s Employment Models Quadrant 4: Alliances/Partnerships High Uniqueness Low Collaborative-Based HR Configuration Quadrant 3: Contractual work/arrangements Compliance based HR Configuration Low Quadrant 1: Knowledge based employment Commitment based HR Configuration Quadrant 2: Job based employment Productivity based HR Configuration Strategic Value High
    6. 6. Strategic HR vs Traditional HR 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
    7. 7. Outsourcing & Revamping 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
    8. 8. Barrier to Strategic 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
    9. 9. Outcome of Strategic HR Increased performance Customer & employee satisfaction Enhanced shareholder value through 1. 2. 3. 4. 5. Effective management of staffing, retention and turnover through selection of employees that fit with both strategy and culture Cost effective utilization of employee through investment in identified human capital with potential for high retention Integrated HR programs and policies that clearly follow from corporate strategy Facilitation of change and adaptation through a flexible more dynamic organization Tighter focus on customer needs, key and emerging markets, quality
    10. 10. Daftar Pustaka Mello, Jeffrey A. 2002. Strategic Human Resources Management. USA : South Western.

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