Human Resource Management (Business Strategy) Prepared by Grace Amin, M.Psi, Psikolog
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?
• 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
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
PresidentDouble sales revenue $ 20 million
Vice President of Sales
Double Sales in Java, Sumatra, Kalimantan
Manager Sales, Java
Add 10 new customers
Manager Sales, Sumatra
Hire 4 new sales people
Vice president of Production
Add one production line
Vice President of HRAdd and train 6
sales people
Recruiting ManagerIdentify and attract
20 good sales candidates
Training ManagerTrain 6 new salesperson
The Planning Process
• Set an objective• Make forecasts• Determine what courses of
action• Evaluate alternatives• Implement and evaluate the
plan
Business 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
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
How Managers Set Objectives ??
• S•M• A• R• T
SpecificMeasurableAttainableRelevantTimely
How to set motivational goals??
Assign specific goals
Assign measurable goals
Assign challenging but doable goals Encourage participation
1. Set organizational goals
2. Set department goals3. Discuss department
goals4. Set individual goals5. Give feedback
Management by Objectives
Supervisor and subordinate jointly set goals for the latter
and periodically assess progress toward those goals
MBO
The downside is time consuming
Goals at each level will relate to those above and belowEmployee participation
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
1Define the current business and mission
2Perform external and internal audits
3Formulate new business and mission statements
4Translate the mission into goals
5Formulate strategies to achieve the strategic goals
6Implement the strategy
Strategic PlanningStrategic
execution Strategic
evaluation
Types of strategies
Corporate wide strategic planning
Competitive (or business unit) strategic planning
Functional (or departmental) strategic planning
Corporate wide strategic planning
• 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
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
Functional strategy
• The broad activities that each department will pursue in order to help the business accomplish its competitive goals
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
Strategic HRM
Formulate business strategy
Identify workforce
requirements
Formulate HR strategic
policies and activities
Develop detailed HR scorecard measures
Formulating and executing HR policies and practices that produce the employee competencies and
behaviors the company needs to achieve its strategic aims
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
Translating strategy into HR policies and
practices• New strategy• 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