Strategic
HumanResource
Management
Reporter : Benedick C. Ferreras
GSAC Account Officer
Strategic
careful planning, relating to the gaining of overall or longterm advantage
Human Resource Management
is the strategic approach to the effective management of
people in an organization, so that they help the business to
gain a competitive advantage.
AchievingGoals&Objectives:Purpose of strategy
Strategic Human Resource Management
Managing people
Recruitment – starting point to put strategies in place
What do companies get in return?
People in the company will ultimately determine
the success and failure of the business.
Putting HR on a higher ground
Quality - the degree of excellence of something.
Teamwork - collaborative effort of a team to achieve a
common goal.
Reengineering - fundamental rethinking and
radical redesign of processes to achieve dramatic
improvements in cost, quality, service, and speed.
Three major categories of HR Practices:
1. Work Design and People Management
2. Pay Structure and Benefits
3. Employee Relationships and Negotiations
Work Design and People Management
HR Planning, Job Analysis, Work Design, Recruitment Selection and
Placement, Training and Development
Pay Structure and Benefits
Performance Management, Compensation and Benefits
Employee Relationships and Negotiations
Labor-Management Relations, Employee Discipline, Employee Safety
and Health
Proper Implementation of HR will result to:
Improved productivity
High performing employees
Cost effectiveness
New Challenge in the
Role of HR:
Complete
transformation of the
business!
CEO has the biggest role in transforming HR to its new role.
Line managers must be partners with HR and work as one / team.
Work Design
Jobs are designed on the basis of strategy formulation, strategy
implementation as well as organizational structure.
If an organization is to focus on offering low costs, operations should
be efficient. Operation will be manned by low skilled people.
If an organization is to focus on innovation, use of high talent and
skilled workforce should be maximized.
There is no one best way of designing jobs.
Because it depends on the organization’s overall strategies and
plans.
Job Analysis
Refers to the process of obtaining information about jobs. As a building
block of HR, job analysis forms the foundation and starting point of HR
managers in the following:
Selection – determining tasks to be performed by individuals
Performance Appraisal – deals on the performance of employee
Training and Development – determining the kind of training needed
Job Evaluation – setting up just pay structure
Career Planning – listing of career opportunities
Work Redesign – obtaining further and more detailed information
about the job.
Human Resource Planning – determining the appropriate number of
personnel needed/manpower requirements.
Elements of Recruitment
Question: What are the objectives for recruiting and hiring?
Reasons for recruitment:
replacements for high turnover
additional manpower for future expansion
upgrading the calibre of people because positions have become
morecomplex and complicated
hiring to hurt the competitor’s ability to hire top calibre talents
increase of capability of the firm through people with new sets of
skills
Internal Hiring - when the business looks to fill the vacancy from within
its existing workforce.
External Hiring - when the business looks to fill the vacancy from any
suitable applicant outside the business.
Ways on how to assess candidates:
Psychological Tests – written, visual, or verbal evaluations
administered to assess the cognitive and emotional functioning of
children and adults.
Mental Ability/IQ Tests – measures the general intelligence of a
person.
Aptitude Test – measures the inclination of a person towards a certain
field.
Personality Test – provides some of the traits or values of a person.
Ways on how to assess candidates: (continuation)
Interviews – can be done on one-on-one basis or in other cases, a panel
interview as the need arises.
Skill Tests – provide the company a rundown of the skills of the
candidate, to assess whether these skills can be used by company now or in
the future.
Background Check References – provide the company with a brief
background of the candidates in terms of his previous work experience,
personal background.
Transcript of Records – identifies the academic background of the
candidate, how he faired in school, in terms of performance and
achievements.
Question: What is the primary attraction of the company in
order to draw applicants?
Company can choose among these options:
Competitive compensation and benefits package
Career opportunities
Excellent culture
Highly reputable image
Job Description
Written statements of duties, responsibilities, reporting relationships,
and minimum qualifications of the job.
Elements of Job Description:
Identification information - identifies the job title, location, and
source of job-analysis information; who wrote the job description; the dates of
the job analysis and the verification of the job description
Job summary - short statement that summarizes the job’s duties,
responsibilities, and place in the organizational structure.
Job duties and responsibilities - explains what is done on the job,
how it is done, and why it is done.
Job specifications and minimum qualifications - lists the worker
characteristics (KSAs) needed to perform a job successfully.
How does Job Description helps a company?
provides the vision of the company
tells employee where he/she should fit in inside the organization
company knows what to expect from employees
provides legal basis of certain functions and physical requirements
lessens burden on the part of HR on issues concerning the employees who
were not hired