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Human Resource Management (Business Strategy)

Human Resource Management (Business Strategy). Prepared by Grace Amin , M.Psi , Psikolog. Questions. Do you have any plans for 3 – 5 years later? What do you prepare to get that?. Does a company have any plan?. Why strategic planning is important to all manager?

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Human Resource Management (Business Strategy)

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  1. Human Resource Management(Business Strategy) Prepared by Grace Amin, M.Psi, Psikolog

  2. Questions • Do you have any plans for 3 – 5 years later? • What do you prepare to get that?

  3. Does a company have any plan? • Why strategic planning is important to all manager? • Organizations exist to achieve some purpose, and if they fail to achieve their ends, to that extent they have failed • Those aim or goals – and the hard work you put into accomplishing them – all depend on your company’s plan

  4. In well run companies, the goals from the very top of the organization down to where you’re working should form a more or less unbroken chain (or “hierarchy”) CONTOH

  5. The Planning Process • Set an objective • Make forecasts • Determine what courses of action • Evaluate alternatives • Implement and evaluate the plan ex : planning our budget, study, career, business

  6. Business Plan (long term, strategic plan) • A comprehensive view of the firm’s situation today and of its company – wide and departmental goals and plans for the next 3 to 5 years Description of the business The marketing plan The financial plan The management &/ personnel plan

  7. Putting together the business plan • The MARKETING plan “the four Ps” = product, price, promotion, place • The PERSONNEL / HR plan • The PRODUCTION/OPERATIONS plan implementing the marketing plan • The FINANCIAL plan the vehicle for doing so = the bottom line of planning

  8. How Managers Set Objectives ?? • S • M • A • R • T Specific Measurable Attainable Relevant Timely

  9. How Managers Set Objectives ??

  10. How to set motivational goals?? • Assign specific goals • Assign measurable goals • Assign challenging but doable goals • Encourage participation Goals are only useful if employees are motivated to achieve them

  11. Management by Objectives M B O Peter Drucker • Set organizational goals • Set department goals • Discuss department goals • Set individual goals • Give feedback Supervisor and subordinate jointly set goals for the latter and periodically assess progress toward those goals Goals at each level will relate to those above and belowEmployee participation The downside is time consuming

  12. Management objectives grid • Every manager needs a system for organizing how their subordinates’ goals dovetail with those of the company • The goals of MOG • List department managers’ supporting goals • Clarify department manager own goals should be • Summarize subordinates goals • Track subordinates’ progress

  13. The strategic management process • Strategic plan = “where are we now as a business, where do we want to be and how should we get there?” B SWOT A

  14. The strategic management process Strategic execution Strategic evaluation Strategic Planning

  15. Types of strategies • Corporate wide strategic planning • Competitive (or business unit) strategic planning • Functional (or departmental) strategic planning

  16. Corporate wide strategic planning“how many and what kind of business should we be in?” • Several standard corporate strategy possibilities: • Concentration (single business) strategy • Diversification • Vertical integration • Consolidation • Geographic expansion The portfolio of business that comprise the company and the way in which these businesses relate to each other

  17. Competitive strategy • Standard competitive strategy • Cost leadership • Differentiation • Focusers HUMAN RESOURCES AS A COMPETITIVE ADVANTAGE Identifies how to build and strengthen the business’s long term competitive position in the marketplace

  18. Functional strategy • The broad activities that each department will pursue in order to help the business accomplish its competitive goals

  19. Top Manager’s Role is devising a strategic plan • Departmental Managers roles are : • Help devise the strategic plan • Formulate supporting, functional/ departmental strategies • Execute the plans

  20. Strategic HRM Formulating and executing HR policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims

  21. Strategic HRM tools • Strategy Map • “Big pictures” – how each department’s contributes to achieving company’s strategic goals • The HR scorecard • Take the strategy map and to quantify it • Digital Dashboards • Desktop graphs and charts

  22. Translating strategy into HR policies and practices • New strategy • Produce new services • Capitalize on opportunities • Offer consistently high quality services • New employee competencies and behaviors • New HR policies and practices • New training programs • Enriching work • Appropriate returns • Improved selection, orientation and dismissal procedures HIGH Performance work systems

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