1. Strategic Human Resource Management learning

learn and look for new strategy in HRM

1. STRATEGIC
HUMAN RESOURCE MANAGEMENT
3–1
Eduard Jacob. SH. CPHR
EDO JACOB.SH.CPHR

2. HR BODY OF KNOWLEDGE (BOK) - CPHR
Strategic Management (12%)
Workforce Planning and Employment (26%)
Human Resource Development (17%)
Total Rewards (16%)
Employee and Labor Relations (22%)
Risk Management (7%)
3–2EDO JACOB.SH.CPHR

3. EDO JACOB.SH.CPHR 3–3

4. 3–4
The Strategic Management Process
Strategic management
–Proses mengidentifikasi dan mengeksekusi
misi organisasi dengan mencocokkan
kemampuan yang ada dengan tuntutan
lingkungannya atau deman.
Strategy
–Strategi adalah tindakan.
–Rencana jangka panjang perusahaan untuk
bagaimana ia akan menyeimbangkan kekuatan
dan kelemahan internal dengan peluang dan
ancaman eksternal untuk mempertahankan
keunggulan kompetitif.
Edo Jacob.SH.CPHR

5. Strategic Planning Process
Defines where the organization is now, where it wants to
be, and how it will get there.
Gathers internal and external information.
Develops alternative strategies.
Selects appropriate strategies.
Implements a plan.
Evaluates and revises the plan as needed.
Strategy
Implementa-
tion
Phase 3
Strategy
Development
Phase 2
Strategy
Formulation
Phase 1
Strategy
Evaluation
Phase 4
1-5Edo Jacob.SH.CPHR

6. Phase 1: Strategy Formulation
Must understand:
•What business the
company is in.
•When to change the
mission and alter
strategy.
•How and when to
communicate the
mission.
Strategy Formulation
•Develop vision and
mission statements.
•Define organizational
values.
1-6Edo Jacob.SH.CPHR

7. Phase 2: Strategy Development
S= Internal strengths
W= Internal
weaknesses
O= External
opportunities
T= External threats
Strategy Development
•Conduct a SWOT
analysis, including
environmental scan.
•Establish long-term
objectives (three to five
years).
•Identify corporate, unit,
and functional strategies.
1-7Edo Jacob.SH.CPHR

8. Edo Jacob.SH.CPHR 3–8
A SWOT Chart
SWOT Analysis
The use of a SWOT chart
to compile and organize
the process of identifying
company
Strengths,
Weaknesses,
Opportunities, and
Threats.

9. Learning & Growth
Information
Capital
-Systems
-- Databases
-- Networks
Human
Capital
-Skill
-- Training
-- Knowledge
Organization
Capital
-Culture
-- Leadership
-- Alignment
-- Teamwork

10. Phase 3: Strategy Implementation
Resources needed to
achieve objectives:
•Financial
•Physical
•Human
•Technological
Strategy
Implementation
•Establish short-term
objectives (six months to
a year).
•Develop action plans.
•Allocate resources.
•Motivate employees.
1-10Edo Jacob.SH.CPHR

11. Phase 4: Strategy Evaluation
•Assess strategies by
noting changes in:
–Internal strengths and
weaknesses.
–External opportunities
and threats.
•Take corrective action
when changes have
occurred.
Strategy Evaluation
•Review strategies at
planned intervals.
•Measure performance.
•Take corrective action.

1-11Edo Jacob.SH.CPHR

12. HRM DEFINED :
a strategic and coherent approach to the
management of an organization’s most valued
assets – the people working there who individually
and collectively contribute to the achievement of its
objectives.
Strategis dan pendekatan yang koheren untuk
mengelola aset organisasi yang paling bernilai -
orang-orang yang bekerja di sana yang secara
individual dan kolektif berkontribusi pada
pencapaian tujuannya.
3–12EDO JACOB.SH.CPHR

13. AIMS OF HRM
The overall purpose of human resource management is to
ensure that the organization is able to achieve success
through people.
Tujuan keseluruhan dari manajemen sumber daya
manusia adalah untuk memastikan bahwa organisasi
mampu mencapai kesuksesan melalui orang.
3–13EDO JACOB.SH.CPHR

14. STRATEGIC
HUMAN RESOURCE
MANAGEMENT
Strategic Human Resource Management
Menghubungkan HRM dengan tujuan dan sasaran
strategis untuk meningkatkan kinerja bisnis dan
mengembangkan budaya organisasi yang
mendorong inovasi dan fleksibilitas.
Merumuskan dan menjalankan sistem SDM —
kebijakan dan aktivitas SDM — yang menghasilkan
kompetensi dan perilaku karyawan yang diperlukan
perusahaan untuk mencapai sasaran strategisnya.
.
EDO JACOB.SH.CPHR 3–14

15. HOW TO BE BUSINESS STRATEGIC
“PARTNER” ?
By create value and deliver
results..
Not Focusing on activities of
work but Deliverables of that
work…
3–15EDO JACOB.SH.CPHR

16. 16
4 Culture Types
Edo Jacob.SH.CPHR

17. Edo Jacob.SH.CPHR 17

18. 18
Clan Culture
•Internal focus & flexibility
•‘Family’: friendly
•Leader type: father, mentor
•Communication, commitment,
development
•Theory = High commitment and solidarity
produce effectiveness
Edo Jacob.SH.CPHR

19. 19
Adhocracy Culture
•External focus & flexibility
•Dynamic, entrepreneurial, creative
•Leader type: innovator, entrepreneur
•Innovation, agility, transformation
•Theory = Innovativeness, growth and
creativity produce effectiveness
Edo Jacob.SH.CPHR

20. 20
Market Culture
•External focus & stability
•Result orientated, competitive
•Leader type: hard-driver, demanding
•Market share, goal achievement,
profitability
•Theory = Goal achievement, market
share, numbers produce effectiveness
Edo Jacob.SH.CPHR

21. 21
Hierarchy Culture
•Internal focus & stability
•Formal attitude, structure, procedures
•Leader type: coordinator, organizer
•Efficiency, reliability, timeliness,
consistency
•Theory = Efficiency, timeliness and
consistency produce effectiveness
Edo Jacob.SH.CPHR

22. Role/Cell Outcome /Hasil Metaphor Activity
Management of
Strategic Human
Resources
Executing strategy Strategic Partner Aligning HR and
business strategy:
"Organizational
diagnosis"
Management of
Firm Infrastructure
Building an efficient
infrastructure
Administrative Expert Reengineering
Organization Processes:
"Shared services"
Management of Employee
Contribution
Increasing
employee commitment
and capability
Employee
Champion
Listening and responding
to Employees: "Providing
resources to employees"
Management of
Transformation
and Change
Creating a renewed
organization
Change Agent Managing transformation
and change: "Ensuring
capacity for change"
EDO JACOB.SH.CPHR 3–22
Definition of HR Roles

23. STRATEGIC BUSINESS PARTNER
EDO JACOB.SH.CPHR 3–23

24. STRATEGIC BUSINESS PARTNER
EDO JACOB.SH.CPHR 3–24
Business partners exist in all four roles
defined in the multiple-role model, not
just in the strategic role.

25. 3–25EDO JACOB.SH.CPHR