Download - MME Strategic Roles of HRM 2010
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Prasetiya Mulya Business School
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Dua Model StrategiIndustrial Organization Resource-Based View
Penentu utama strategiadalah lingkungan luar
Asumsi : organisasi2 dlmsuatu industri punya akses yg
sama thd sumberdaya,sumber daya bergerak bebas
di antara perusahaan2
Organisasi harus bisamenyediakan produk/layananyg baik dgn harga murah,
atau membuat differensiasi
Sumberdaya, dana,kapabilitas organisasi
seyogyanya menjadi basiskeputusan
Asumsi : SD tidak mobile
Organisasi harus meng-identifikasi dan senantiasamengembangkan SD ygbernilai, artinya sulit ditirudan digantikan
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Sarasota Memorial
HospitalRencana Stratejiknya berpusat pada 5 Pillars of
Excellence, Service, People, Quality, Finance, andGrowth
Performance Mgt & HRM diarahkan mendukung 5pilar tsb ( cross func. Teams Leadership dev., servicerecovery, measurement, reward, recoginition,enpatient, outpatient, patient satisfaction, physiciansatisfaction, etc. )
Hasil : Kepuasan pasien meningkat dari 43% ke 97%,t/o turun dari 24% menjadi 9%, iklim dan kulturmembuat kerasan karyawan sekalipun gajinya lebihrendah dibanding pesaing.
i d
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Corporate Strategies andSHRM
Growth Internal : penetrating existing markets, developing new
product.SHR : ensure that new employee are hired in
timely.
External : acquiring other organizations( vertical/horizontal ).SHR : new organization HRM, dismissal ofemployees.
Stability maintaining the status quo
Limited opportunities, identify key employees anddevelop a retention strategy
Turnaround or Retrenchment Downsizing, streamlining : cost cutting,
terminating, and managing survivors.
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Business Unit StrategiesCost Leadership : efficiency, cut cost.
SHRM : short term, PA focus on results,specialized job, etc.
Differentiation : distinguishes its products.SHRM : creativity & innovation in products
/services, incentives for creativity, longer term,external hiring.
Focus : satisfy one particular group.SHRM : ensuring that employees aware of what
makes the particular market unique, training &customer satisfaction.
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Logics of controlInvestment logics, adaptability of
changing market : loose control, a minimum offormal rules & procedures facilitates adaptability
in response to the environment.Inducement logics cost containment &
efficiency : Tight control mechanisms, narrowjob responsibility, loyalty & commitment
Involvement logics cost containment &innovation : dual strategy : some systemconsistent with investment logic, other withinducement
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Dyer & Holders Typology of
StrategiesGoals Investment Inducement InvolvementContribution High initiative &
creativity, highperformance
expectations, someflexibility
Some initiative &creativity, very highperformance
standards, modestflexibility
Very high initiative& creativity, veryhigh performance
expectations, highflexibility, selfmanaged
Composition Comfortable headcount, high skillmix, moderate staff
Lean head count,low skill mix,minimal staff
Comfortable headcount, high skillmix, minimal staff
Competence High Adequate Very high
Commitment High, identificationwith company
High, instrumental Very high, strongidentification withwork, team and
company
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Practices Investment Inducement Involvement
Staffing Careful selection,extensive career dev.,some flexibility,minimal layoffs
Careful selection, fewcareer options, use oftemps, minimal layoffs
Very careful selection,some career dev.,extreme flexibility, nolayoffs
Development Extensive, continuouslearning
Minimal Extensive, continuouslearning
Rewards Tall structure,competitive, fixed, jobbased, merit, manybenefits
Flat structure; high-variable, piece rate,profit sharing, minimalbenefits
Flat structure; high,partially variable, skill& competency based,gain sharing; flexible
benefits
Work system Broad jobs: employeeinitiative; some groups
Narrow jobs, employeepaced, individualized
Enriched jobs, selfmanaged work teams
Supervision Extensive, supportive Minimal, directive Minimal, facilitative
Employee relation Much communication;
high voice; high dueprocess; high employeeassistance
Some communication;
some voice; egalitarian
Open extensive
communication, highvoice, some dueprocess, egalitarian,some employeeassistance
Labor relations Nonissue Union avoidance orconflict
Union avoidance and/orcooperation
Governmentrelations
Over compliance Compliance Compliance
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MSDM StratejikTidak cukup dgn mengkomunikasikan strategi saja, tetapi
harus membuat link yg jelas antara produktivitas, sasaran2dan reward systemnya.
Faktor2 pada proses mgt. stratejik bisa sangat bervariasi,
bahkan pada industri yg sama.Proses menyusun strategi menjadi landasan membuat
kebijakan2 HR. Pendekatan HRM Stratejik berfaedah :Memfasilitasi pengembangan SDM secara lebih fokus sesuai kebutuhan
manusianya
Memungkinkan pemanfaatan SDM secara cost effective, terutama pada
industri layanan ( biaya karyawan dominan )Memudahkan perencanaan dan penilaian lingkungan yang berpengaruh
pada organisasi
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Human Capital Pool
Knowledge
Skill
Ability
Employee Relationships
& Behaviors
Psychological Contracts
Job Related/RequiredDiscretionary
Organizational Citizenship
People Management PracticesStaffing, Training, Rewards, Appraisal
Work design, participation, recognition, communication
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Kapabilitas DinamikProses untuk mengintegrasikan, menyusun,
memperoleh dan melepaskan sumber,
sehingga senantiasa sesuai dengan pasar atau
bahkan menciptakan pasar
Knowledge management
Mencip-
takanKnow
ledge
Men-
tranfersKnow
ledge
Integras
ikanKnow
ledge
Modal Manusia
ManusiaSistem
Manusia Sosial Organisasional
Change
Flow
Stock
Renewal
Bernilai
Langka/unik
Sulit ditiru
Terorganisas
i
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Core CompetenciesBest practices ? Agak berlebihan. Banyak
perusahaan sukses menerapkan praktekmanajamen yg sangat berbeda.
Praktek HR membantu menciptakankompetensi unik yang dapat membuatdifferensiasi produk atau layanan.
Praktek manajemen manusia menjadidrivers atau sumber bagi terciptanyaDistinctive Competencies dan strategibisnisnya.
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Resource-Based ViewRBV mempengaruhi ilmu strategi dan SHRM
dengan beberapa hal :
Mendorong untuk memperhatikan sumberdayainternal, kapabilitas, kompetensi organisasimeliputi al. knowledge, learning, dynamiccapabilites
Memberi landasan teori yg lebih kuat bagi
SHRM, shg lebih memantapkan peran stratejikSDM dan fungsi SDM
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Prasetiya Mulya Business School
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Stadium 1konco wingking
Stadium 2isi2ne omah
( simah )
Stadium 3isi2ne omah
( simah )
Stadium 4Sigaraning
Nyowo ( Garwo )
File
maintenance
Government
accountability
Organizational
accountability
Strategic
partner
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Pergeseran peran HRMFungsi2 Tradisional Hasil Organisasi
Staffing
Compensation
Menambah nilai bagipemangku kepentingan :pelanggan, investor,karyawan.
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STRATEGIC FOCUS
OPERATIONAL FOCUS
PEOPLESYSTEMS
Strategic Partner Change Agent
Administrative
Expert
Employee
Champion
Rancanganorganisasi,
audit apa ygperlu dibenahi,
metode
renovasinya
Kebijakan ygmenjaminrutinitas
fungsionalefektif, efisien
Membangunkapasitas orgagar mampu
menyesuaikan
diri dgn lingk.
Menjaminkomitmen,mendorong
moralkaryawan dgn
mis.performance
mgt dsb
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Sebuah contoh : Mercantile
BankMenyederhanakan proses
Mengurangi kegiatan yg tak perlu
Mengevaluasi ulang teknologi
Outsourcing fungsi2 non stratejik
Memindahkan sebagian fungsi HR ke unitoperasional
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QUADRANT 4Alliances/
Partnerships
Collaborative Based HRconfiguration
QUADRANT 1Knowledge Based
Employment
Commitment Based HRconfiguration
QUADRANT 3Contractual Work
Arrangements
Compliance Based HRconfiguration
QUADRANT 2Job Based
Employment
Productivity Based HRconfiguration
STRATEGIC VALUE
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Human CapitalSteward
KnowledgeFacilitator
RelationshipBuilder
RapidDeployment
Specialist
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The Human Capital Steward
RoleMenciptakan lingkungan dan
budaya yang mendorongkaryawan secara sukarelamengkontribusikan skill, ide danenerginya
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The Knowledge Facilitator
RoleMenyediakan pengetahuan dan
keterampilan karyawan sehinggamemudahkan memperoleh,mengembangkan, danmenyebarluaskan informasi untukmembangun competitive advantage.
Dgn a.l : merancang pengembangankaryawan, menyiapkan cara berbagipengetahuan dsb.
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The Relationship Builder
RoleMeliputi : merancang
pengembangan struktur, carakerja, kultur yang memudahkan
karyawan bisa bekerja bersamaantar departemen atau fungsi
Bagaimana membangun jejaringyg berfokus pada sasaran org.
dan bagaimana menilai sertamenghargai sinerji dan kerjasamayg menghasilkan kinerja istimewa
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The Rapid Deployment
SpecialistMenciptakan struktur dan
sistem HR yg luwes sertaadaptif thd perubahan.
Knowledge based economymenghadapi perubahanyang sangat cepat.
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Strategic HRMDevelopment of aconsistent, alignedcollection of practices,programs, and policies,to facilitateachievement of theorganizations strategicobjectives
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HR strategi akan kuat
jika :Kaitan dgn strategi organisasijelas
Dikomunikasikan
Diterapkan
Dinyatakan, ditulis
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Kompetensi Pokok SHRM StrategicContribution Business
Knowledge Personal Credibility HR Delivery HR Technology
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Peran2 spesialis dalam
HRMChief Financial Officer
Menghitung efisiensi dsb.
Internal Consultant
Melatih line mgrs, aspek legal hubungan
Talent Manager :Menemukan, mengembangkan, mempertahankan talent
Vendor Manager :
Menentukan beli atau bikin ? Dsb
Self Service Manager :Mencari teknologi aplikasi untuk HR
K t k f HR
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Key tasks of HRStrategy Aligning expectation : gaining employee
understanding of and commitment to the businessstrategy
Building organization : designing organization,planning staffing needs, strategic staffing
Developing capabilities : developing employeecapabilities and management talent
Manage performance : enabling high performanceand evaluating performance
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Traditional HR Strategic HR
Responsibility forHR
Staff specialist Line Mgrs
Focus Employee relations Partnership with internal &external customers
Role of HR Transactional, change
follower and respondent
Transformational, change
leader, and initiator
Initiatives Slow, reactive, fragmentedFast, proactive, integrative
Time horizon Short term Short, medium, Long
Control Bureaucratic-roles,policies, procedures
Organic-flexible, whateveris necessary to succeed
Job design Tight division of labor,independence,
specialization
Broad, flexible, crosstraining, teams
Ke investments Ca ital, roducts Peo le, knowled e
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Barriers to Strategic HRShort term mentality, focus on current
performance
Inability of HR to think strategically
Lack of appreciation of what HR can contribute
Failure to understand GMs role as an HR mgr
Difficulty in quantifying many HR outcomes
Perception of human assets as higher riskinvestment
Incentives for change that might arises
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Customer and
Employee Satisfaction
Increased
performance
Enhanced Shareholder
Value
Through
Effective management ofstaffing, retention, and turnover through
selection of employees that fit with both strategy and culture Cost effective utilization of employees
through investment in identified human capitalwith potential for high retention
Integrated HR programs and policiesthat clearly follow from corporate strategy
Facilitation of change and adaptation througha flexible, more dynamic organization
Tighter focus on customer needs, key and emerging markets, quality
E l i
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External environment Competition Government regulation Technology Market trends Economic
Internal environment Culture Structure Politics Employee skills Past strategy
BusinessUnit Strategy
CorporateStrategy
HR Strategy HR planning
Design of jobs andwork systems
What workers do What workersneed How jobsinterface withothers
Employeeseparation
Lawsregulatingemployment
Staffing
Training
Performance mgt
Compensation
Labor relation
HRInformationSystems
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The 5-P Model of Strategy HRM
Philosophy, Policies, Programs, Practices, Processes
HR Philosophy : expressed in statements definingbusiness values and culture, expresses how to treatand value people
HR Policies : expressed as shared valuesguidelines, established guidelines for action on peoplerelated business issues and HR programs HR Programs : articulated as HR strategy,coordinates efforts to facilitates change to adress
major people-related business HR Practices : for leadership, managerial, andoperational roles, motivates needed role behaviorsHR Processes : for the formulation andimplementation of other activities, defines how theseactivities are carried out