Dosen : Muhammad Iqbal, Ph.D

Batara D. – Rini Wiji A.– Novika E. - Dian Angga T.

Strategic of Role Human Resource Management

• Strategic HRM involves the development of consistent, aligned collection of practices, programs, and policies to facilitate the achievement of the organization’s strategic objectives.

Introduction

Strategic HR vs Traditional HRStrategic

Focus

Operational Focus

Systems

People

Change agent

Strategic Partner

Employee Champion

Administrative Expert

• Human capital steward

• Knowledge facilitator

• Relationship builder

• Rapid deployment specialist

HR Role in a Knowledge Based Economy

• Strategic contribution

• Business knowledge

• Personal Credibility

• HR delivery

• HR technology

SHRM Critical HR Competencies

Lepak & Snell’s Employment Models

Quadrant 4:Alliances/Partnerships

Collaborative-Based HRConfiguration

Quadrant 1:Knowledge based

employment

Commitment based HRConfiguration

Quadrant 3:Contractual

work/arrangements

Compliance based HRConfiguration

Quadrant 2:Job based employment

Productivity based HRConfiguration

Strategic Value

Uniqueness

High

High

Low

Low

Traditional HR Strategic HR

Responsibility of HR

Staff specialist Line manager

Focus Employee relations Partnership with internal & external customers

Role of HR Transactional change follower and respondent

Tranformational change leader & initiator

Initiatives Slow, reactive, fragmented

Fast, proactive, integrated

Time horizon Short term Short, medium, long

Control Bureaucratic, roles, policies, procedures

Organic, flexible

Job design Tight division of labor, independence, specialization

Broad, flexible, cross training, teams

Key investments

Capital, product People. Knowledge

Accountability Cost center Investment center

Strategic HR vs Traditional HR

• The benefits of outsourcing include :– Allowing the organization to reduce its HR staff (and

possibly save money)

– Enhancing the quality of HR service provided

– Freeing up HR staff to focus on more strategic, value-added activities

– Frequent reduction in the costs of outsourced services through economies of scale “bundling” of services with other employers

Outsourcing & Revamping HR

• Short term mentality/focus on current performance

• Inability of HR to think strategically

• Lack of appreciation of what HR can contribute

• Failure to understand general manager role as an HR manager

• Difficulty in quantifying many HR outcome

• Perception of human assets as higher risk investments

• Incentives for change that might arise

Barrier to Strategic HR

Outcome of Strategic HR

1. Effective management of staffing, retention and turnover through selection of employees that fit with both strategy and culture

2. Cost effective utilization of employee through investment in identified human capital with potential for high retention

3. Integrated HR programs and policies that clearly follow from corporate strategy

4. Facilitation of change and adaptation through a flexible more dynamic organization

5. Tighter focus on customer needs, key and emerging markets, quality

Increased performance

Customer & employee

satisfaction

Enhanced shareholder

value

through

Daftar Pustaka

Mello, Jeffrey A. 2002. Strategic Human Resources Management. USA : South Western.