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STRATEGIC HUMAN RESOURCE MANAGEMENT

STRATEGIC HUMAN RESOURCE MANAGEMENT. Dwi Handono Sulistyo. Pokok Bahasan. Pengertian SHRM Konsep-konsep SHRM Aplikasi Konsep SHRM Aplikasi Konsep SHRM di Dinas Kesehatan (berdasarkan PP No. 38/2007). Pokok Bahasan 1:. PENGERTIAN & KONSEP DASAR SHRM. SHRM MEANS.

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STRATEGIC HUMAN RESOURCE MANAGEMENT

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  1. STRATEGIC HUMAN RESOURCE MANAGEMENT Dwi Handono Sulistyo

  2. PokokBahasan • Pengertian SHRM • Konsep-konsep SHRM • Aplikasi Konsep SHRM • Aplikasi Konsep SHRM di Dinas Kesehatan (berdasarkan PP No. 38/2007)

  3. PokokBahasan 1: PENGERTIAN & KONSEP DASAR SHRM

  4. SHRM MEANS • Memformulasi & mengeksekusi Sistem SDM (kebijakan & kegiatan SDM) sehingga menghasilkan kompetensi & perilaku SDM yang dibutuhkan organisasi untuk mencapai sasaran stratejiknya (Dessler; 2005, p. 80) • Suatu pola terencana dari penempatan & kegiatan SDM yang memungkinkan organisasi mencapai tujuannya (Noe et al; 2006, p.59)

  5. By SHRM: • Organisasi dapat lebih baik untuk menyesuaikan kebutuhan SDM-nya dengan kebutuhan masyarakat & organisasi • Fokus: tidak sekadar mengelola isu-isu SDM secara individu; tapi juga mengintegrasikan SDM ke dalam strategi organisasi • Merupakan proses yang visionaris

  6. Linkages of Strategic Planning and HRM Administrative linkage One-way linkage Two-way linkage Integrative linkage Strategic planning Strategic planning Strategic planning Strategic planning HRM function HRM function HRM function HRM function Source: Noe et al (2006, p. 62)

  7. A Model of the Strategic Management Process (Noe et al; 2006, p.60) External Analysis -Oppor- tunities -Threats HR practice Recruitment Training Performance management Labor relations Employee relations Job analysis Job design Selection Development Pay structure Incentives benefits Mission Goals Strate- gic choice Human Resource Needs -Skills -Behavior -Culture Firm Perform- ance -Productivity -Quality -Profitability Internal Analysis -Strengths -Weak- nesses Human Resource Capability -Skills -Abilities -Knowledge Human Resource Actions -Behaviors -Results

  8. PokokBahasan 2: TEORI DAN PROPOSISI SHRM

  9. Three theoretical approaches to strategic HRM (Torrington et al, 2005) • The first: there is ‘one best way’ of managing human resources in order to improve business performance. • The second: focuses on the need to align employment policies and practice with the requirements of business strategy in order that the latter will be achieved and the business will be successful. • Thirdly, a more recent approach to strategic HRM is derived from the resource-based view of the firm, and the perceived value of human capital

  10. RBV argues that sustained organizational competitive advantage can be derived from resources that a firm controls that are • (a) valuable, • (b) rare, • (c) imperfectly imitable, and • (d) not substitutable. RBV explains “why” SHRM practices offer value for organizational effectiveness.

  11. the extent firm employees possess KSAOs that are suitable for the overall organizational design and strategy (i.e., are thereby valuable), and • those same KSAOs are difficult for competitors to obtain (i.e., because they are rare, are not easily copied, and cannot be replaced through other means), • a firm will have a competitive advantage in the marketplace.

  12. When the human capital is available in the open market, it becomes less rare and more easily replaced. • Consequently, organizational training and development programs offer one of the most potent means to build competitive advantage from an RBV perspective

  13. 3 Proposisidalam SHRM Three propositions: • first, that human capital is a major source of competitive advantage; • second, that it is people who implement the strategic plan; and, • third, that a systematic approach should be adopted to defining where the organization wants to go and how it should get there

  14. The Perspective Challenge • From “the cost of the workforce” to “the contribution of the workforce” • Different business strategy, different workforce management systems • HR & workforce management systems must be differentiated by jobs (“A” positions vs “non A” positions) & people (“A” player vs “B” & “C” player) who make a strategic contribution

  15. PokokBahasan 3: Aplikasi Konsep SHRM

  16. KATA KUNCI: SETIAP “STRATEGI” MEMBUTUHKAN “STRATEGI” SDM YANG BERBEDA (e.g. Skills, Behavior, Culture, etc) DD/Strategy Bisnis

  17. Keterkaitan antara Corporate Strategy dengan Human Resource Strategies

  18. Human Capital Readiness Strategic Initiatives Jumlah Strategic Budget Indikator Kini Target 40% 100% -Recruiting -Training -Development 1 2 - Rp.X juta Rp. Y juta - -100% terpenuhi -100% dilatih 60% 100% -Recruiting -Training -Development 1 1 - Rp. A juta Rp. B juta - -100% terpenuhi -100% dilatih Human Capital Development Program

  19. PokokBahasan 4: Aplikasi Konsep SHRM di Dinas Kesehatan (berdasarkan PP No. 38/2007)

  20. PertumbuhanfungsiDinkes(PP No. 38/2007) • (1) regulator; • (2) pembiayaan; • (3) penelitian dan pengembangan kesehatan; (4) kerja sama luar negeri; dan • (5) pengembangan sistem informasi kesehatan. •  Strategi Pertumbuhan (Growth)

  21. Fungsibaru; Kompetensibaru

  22. Analisiskebutuhan & ketersediaan SDM

  23. SHRM Strategy 1: Aggressive Recruiting and Hiring

  24. Strategi Recruiting & Hiring: • PNS baru; PNS lama (mutasi/promosi); tenaga kontrak? • Prioritas formasi kepegawaian? • Pegawai baru tidak siap pakai? • Paling memungkinkan: PNS lama! Kompetensi?

  25. SHRM Strategy 2: Rapidly Raising Wages

  26. Gaji khusus untuk pekerjaan prioritas/stratejik bagi pegawai yang: • valuable, • rare, • imperfectly imitable, and • not substitutable.

  27. SHRM Strategy 3: Job Creation

  28. Menciptakan “jabatan” baru

  29. SHRM Strategy 4: Expanding Training and Development

  30. Dibahas dalam Training; Development & Learning Strategy

  31. TerimaKasih HP: 08156751227 Email: luqyboy2@yahoo.co.id

  32. Lampiran: Konsep-Konsep Pendukung

  33. BagaimanaMengelola SDM untukMengeksekusiStrategi * Pengembangan BSC  Workforce & HR Scorecard

  34. PETA STRATEGI GENERIK Long-Term Shareholder Value Produktivitas Pertumbuhan Atribut Produk/ Jasa Kemitraan Imej (Citra) Manajemen Operasi Manajemen Customer Proses Inovasi Peduli Masyarakat & Lingkungan Human Capital Information Capital Organization Capital

  35. BERPIKIR SISTEM DALAM BSC V I S I Impact Perspektif Keuangan Out come Perspektif Pelanggan Output Perspektif Proses Bisnis Internal Proses Input Perspektif Pembelajaran & Pertumbuhan

  36. BSC FOR HEALTH SERVICE IN AFGHANISTAN Overall Vision Patient & Community Perspectives Perspektif Pelanggan Perspektif Proses Bisnis Intern Service Provision Staff Perspectives Perspektif Pembelajaran & Pertumbuhan Capacity for service provision Financial Systems Perspektif Keuangan

  37. PERSPEKTIF KEUANGAN THE BALANCED SCORECARD FRAMEWORK PERSPEKTIF CUSTOMER With what will we compete? PERSPEKTIF PROSES BISNIS INTERN Perspektif Pembelajaran & Pertumbuhan HUMAN CAPITAL Information Capital Organization Capital Workforce Scorecard Managing Human Capital To Execute Strategy HR Scorecard

  38. The Metrics Challenge • How to develop the right workforce performance measures that related to or contribute to firm performance • Or how to convert human capital assets into tangible outcomes • Different business strategy or organization, different HR & Workforce Scorecard.

  39. The Execution Challenge • The Scorecard (or measurement) is unfamiliar & uncomfortable to manage • Different strategies  different workforce competencies & behaviors  different HR management systems  different culture & mind-set among the workforce • Effective strategy execution requires culture & mind-set by design, not by accident Huselid et al (2005), p. 25

  40. Element of the Workforce Scorecard Workforce Success Has the workforce accomplished The key strategic objectives for the Business? Leadership and Workforce Behavior Are the leadership team and workforce Consistency behaving in a way that will Lead to achieving our strategic objectives? Have we identified & nurtured “A” players In “A” positions? Workforce Competencies Does the workforce, especially in The key or “A” positions, have The skills it needs to execute strategy? Workforce Mind-set & Culture Does the workforce understand our Strategy & embrace it, and do we Have the culture we need to Support strategy execution?

  41. THE IMPACT OF HR & WORKFORCE STRATEGY ON BUSINESS STRATEGY EXECUTION Financial Success BALANCED SCORECARD Customer Success Operational Success Leadership & Workforce Behaviors Workforce Success HR Success Workforce Competencies WORKFORCE SCORECARD Workforce Mind-set & Culture HR Management Systems HR Practice HR SCORECARD HR Workforce Competencies Adapted from: Huselid et al (2005), p.7

  42. Aligning Human Capital (Kaplan & Norton, 2006) • Communicate & educate to create intrinsic motivation • Reinforce & reward with extrinsic motivation • Develop employee competencies

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