Strategic of role human resource management

1. Strategic of Role
Human Resource
Management
Dosen : Muhammad Iqbal, Ph.D
Batara D. – Rini Wiji A.– Novika E. - Dian Angga T.

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

3. Strategic HR vs Traditional HR
Strategic
Focus
Strategic
Partner
Change
agent
People
Systems
Employee
Champion
Administrative
Expert
Operational
Focus

4. HR Role in a Knowledge Based Economy
• Human capital steward
• Knowledge facilitator
• Relationship builder
• Rapid deployment specialist
SHRM Critical HR Competencies
• Strategic contribution
• Business knowledge
• Personal Credibility
• HR delivery
• HR technology

5. Lepak & Snell’s Employment Models
Quadrant 4:
Alliances/Partnerships
High
Uniqueness
Low
Collaborative-Based HR
Configuration
Quadrant 3:
Contractual
work/arrangements
Compliance based HR
Configuration
Low
Quadrant 1:
Knowledge based
employment
Commitment based HR
Configuration
Quadrant 2:
Job based employment
Productivity based HR
Configuration
Strategic Value
High

6. Strategic HR vs Traditional HR
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

7. Outsourcing & Revamping 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

8. Barrier to Strategic 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

9. Outcome of Strategic HR
Increased
performance
Customer &
employee
satisfaction
Enhanced
shareholder
value
through
1.
2.
3.
4.
5.
Effective management of staffing, retention and turnover through
selection of employees that fit with both strategy and culture
Cost effective utilization of employee through investment in
identified human capital with potential for high retention
Integrated HR programs and policies that clearly follow from
corporate strategy
Facilitation of change and adaptation through a flexible more
dynamic organization
Tighter focus on customer needs, key and emerging markets,
quality

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