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CHAPTER ONE

HUMAN RESOURCES FRAMEWORK

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ACKNOWLEDGEMENT

ALL THE MATERIALS IN THIS PRESENTATIONS

MOSTLY BASED ON THE BOOK

WRITTEN BY WILLIAM B. Jr WERTHER and KEITH DAVIES

HUMAN RESOURCES and PERSONNEL MANAGEMENT

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HR FUNCTION

hrlawpractice.blogspot.com

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No more performance reviews

The org chart is fading away

Privacy seems to be less of an issue

The sharing economy is also entering organisational life

Mobile/ Mobile/ Mobile

Real time succession management

Robots in the boardroom

The end of Powerpoint

Community Management as a recruitment tool

HR TREND

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HR TREND

http://hrtrendinstitute.com/2014/11/29/9-emerging-hr-trends-for-2015/

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HOW TO COPE WITH THE TREND

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Survival of a country depends on the performance of

organizations/company

Organization will provide more jobs, product, &

services, needed by society

To survive organization need to have market

They need to win the competition

They have to have a great HR

WHY NEED GREAT HR

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BETTER ORGANIZATION

Population

Global competitive

Unemployment

Social responsibility

Medical, food, housing

Ethical

Workforce diversity

Others ....

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BETTER ORGANIZATION

Organization must improve thru efficiency and

effectivity when using their resources

Effective means producing the right goods/services

Efficient means using the minimum resources to

produces goods/services

Productivity is the ratio of organization output to its

inputs

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BETTER ORGANIZATION

HR contribute to

Find a better & more efficient way to meet objectives –

direct

Improving quality of work life for employee - indirect

The challenges for HR is that the situation is

somewhat contradictive

The economic success of the organization often

cause the unsatisfy employees

That is the HR problems

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PURPOSE OF HR

Improve productive contribution of people to

organization in ways that strategically, ethically, &

socially responsibility.

Support managers & employee to pursue the

organization strategies, as well as their personal

goals.

To fullfil its purpose HR must have objectives

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OBJECTIVES OF HR

Organizational. Assisting manager with their HR issues

Functional. Maintain the contribution to the level appropriate with organization need

Societal. Ethically & socially responsive to the need of society. Minimizing negative impact

Personal. Assisting employee in achieving their personal goals

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HRM ACTIVITIES

Help manager to obtain, develop, utilize, evaluate,

maintain, & retain the right numbers & types of

worker.

HR Planning (recruit, select, compile)

Orientation, trained, & develop (SKA)

Appraised

Compensate

Employee relations

Assessment of the activities

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Relation of Activities to Objective

Societal objective : legal compliance, benefits,

union-management relations

Organizational : HR planning, employee relations,

selection, training, appraisal, placement,

assessment

Functional : appraisal, placement, assessment

Personal : training, development, appraisal,

placement, compensation, assessment

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RESPONSIBILITY of HR ACTIVITIES

Rest on each managers

As the activities become more complex, the need of

separate department may arise

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HR STRUCTURES

Depends on the size of business

Lets find some HR structures sample.

The job title also related with the size & responsibilities

HR is service department

Staff authority to advise not direct or command

Functional authority sometimes given by management (the right to decide in certain situation)

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HR KEYROLE

Managers and Specialist

What’s the different?

Which is more important?

Objectives • Societal

• Organizational

• Functional

• Personal

Compensation

and Protection

Development

and Evaluation

Employee Relation

and Assessment

Preparation

and Selection

Frameworks

and Challenges

Organizational

Feedback

Challenges

HRM Model

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PROACTIVE & REACTIVE HR

When your body feel uncomfortable, do you wait until you are sure that you are sick, or you just go & visit your doctor right away?

Reactive is when we are responding to the problems

Proactive is when we anticipate the problems

Should we choose to be proactive?

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HR PERSPECTIVE

Strategic,

HR must contribute to the strategic of the company

HR

Deal with human

Management

Responsibility for the employee performance lies on HR & Supervisor

System

Open and interrelated

Proactive

Anticipating problems & challenges

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HR Roles in

Knowledge-Based Economy

Human capital steward

Creates an environment and culture in which employees

can contribute skills, ideas, and energy

Human capital is not “owned” by organization

Knowledge facilitator

Procures necessary employee knowledge and skill sets

that allow information to be acquired, developed, and

disseminated

Provides competitive advantages

Part of strategic employee development plan

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HR Roles in Knowledge-Based

Economy

Relationship builder

Develops structure, work practices, and culture that

allow individuals to work together

Develops networks that focus on strategic objectives

Rapid deployment specialist

Creates fluid and adaptable structure and systems

Global, knowledge-based economy mandates flexibility

and culture that embraces change

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SHRM Critical Competencies

HR’s success as true strategic business partner

dependent on five specific competencies:

Strategic contribution - development of strategy

Business knowledge - understanding the business’s

nature of organization

Personal credibility - measurable value demonstrated in

programs and policies

HR delivery - serving internal customers through

effective and efficient programs

HR technology - using technology to improve

organization’s management of people

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Lepak & Snell’s Employment Models

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Traditional HR Versus Strategic HR

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Barriers to Strategic HR

Short-term mentality/focus on current performance

Inability of HR to think strategically

Lack of appreciation for what HR can contribute

Failure to understand line managers’ role as an

HR manager

Difficulty in quantifying many HR outcomes

Perception of human assets as higher-risk

investments

“Incentives” for changes that might arise

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Outcomes of Strategic HR

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Model of Strategic HR Management

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ONE STEP CLOSER