SDM Kunci Pasar Global

  

Human Resource Development

build. develop. benefi

  Human Resource Developmeni

  H U M A N

COMPETENCY OBJECTIVES

   R ES O U R C E D EV

  FOCUS

  EL O P M EN

  Competitive Challenges & its implications to HRD

  T

  Strategic planning

   S T R A T

  To make a training & dev program based on TNA

  EG Y

  To implement the activities of education, training &

  Competitive Challenges Sustainability Challenges

• The ability of a company to survive and exceed in a dynamic competitive environment.
• Understand customer needs
• The ability to deal with : economic & social changes, engage in responsible and ethical business practice, provide high quality products and services, develop methods and measures, etc
• Skilled workers : productive, creative, and innovative
• HRM Practice ---------------- long-term company’s success

  Competitive Challenges Global Challenges

• The ability to compete with foreign companies from around the world.

• • The ability to defend their domestic market from foreign competitors

• The ability to broaden their scope encompass global market

  Technology Challenges

• • New technology for doing something : computer-aided manufacturing,

  virtual reality, expert systems, and Internet.
• To support HRM practice : high-performance work systems, encompass : work, training, program, and reward systems
• High-performance work systems :
• – Human Resources and their capabilities
• – New technology and its opportunities
• – Efficient work structure and policies (interact between employees and technology)
• Using of e-HRM for doing all things in line with HRM practice (ie:

  Human Resource Practices Meet Competitive Challenges

• HRM Strategy is matched to business strategy
• Knowledge is shared
• Work is performed by teams
• Pay systems reward skills and accomplishments
• Selection system is job-related and legal
• Flexibility in where and when work is performed
• Work attitudes of employees are monit
• Continuous learning environment is created
• Discipline systems is progressive
• Cust satisfaction and quality are evaluated in the performance management system
• Skills and values of a diverse

  workforce are valued and used

• Technology is used to reduce the

  time for administrative tasks and to improve HR efficiency and effectiveness Technology Challenge Global Challenge Sustainability Challenge

  Competitive Challenges Influencing US Companies Competing through Sustainability Competing through Globalization Competing through Technology

• Expand into foreign
• Change employees’
• Provide a return to
• Prepare employees
• Provide high-quality
• Integrate technology
• Development of e-
• Increase value

   shareholders

   products, services,and work experience for employees

   placed on knowledge

   markets

   to work in foreign location

   and managers’ work roles

   and social systems

   commerce and e-hrm

  Occupations with largest job growth and decline 2002 - 2012 LARGEST JOB GROWTH LARGEST JOB DECLINE Registered nurses Farmers & ranches Retail salespersons Sewing machine operators Customer service representatives Stock clerks and order filers Food preparation and serving workers Administratives assistants Cashier Electrical and electronic equipment assemblers Waiters and waitresses Computer and telephone operator

  

Nursing aides, orderlies, and attendants Postal service mail sorters, processors,

and processing machine operator Loan interviewers and clerks

  D Hecker : Occupational Employment Projections to 2012, Monthly Labor Review

  COMPANY VISION, MISSION, VALUES, AND STRATEGY

• CORPORATE GOALS & OBJECTIVES
• BUSINESS PLANS & BUDGETS

  enclosed HUMAN RESOURCE MANAGEMENT

• Education, Training, and Development
• Etc

The Training Cycle

  Organizational Vision, mission and objectives

  Evaluate Gap Analysis

  Implement Learning needs learning analysis inverventions

  Design learning Other strategy and organizational materials needs

  

Company Objective

COMPANY STAKEHOLDERS

  CUSTOMER Value of Products & the firm services quality

  Human Resource Management POLICIES PRACTICES SYSTEMS BEHAVIOUR ATTITUDES PERFORMANCE BUSINESS GOALS & OBJECTIVES H R M

CUST SATISFACTION

  

Human Resource Management Framework

  Analysis & design of work

  C H

• V

  A

  Human Resource Planning

  s ge N ES alu n

  G G ge le n e

  IN EN al s G of le Recruiting h

   T LL al R ge C h A h

  O n y C H le e it C

  LE y

  Selection

  il al Fi E

   O h og rm ab

  F

  IV C ol n H

  IT n al ai R h Training & Development b

  M ET st lo ec P F Su G T M U

• • C •

  N

  Compensation

  C T

  IO N

  Performance Management Employee Relations

  Human Resource Management Roles & Responsibilites Future/Strategic Focus

  Management of Management of strategic human transformation & resources Change

  STRATEGIC CHANGE AGENT PARTNER Processes People

  Management of Management of firm infrastructure employee

  ADMINISTRATIVE

  contribution

EXPERT EMPLOYEE ADVOCATE

  

Human Resource Roles & Competencies

CHANGE AGENT STRATEGIC PARTNER

  Negotiations Data-based Communications decision making Overcoming resistance to change Legal compliance Counseling Contract administration Developing teams E-HRM & HR Information System

EMPLOYEE ADMINISTRATIVE

  

Human Resource Practices in

Total Quality Companies

Human Resource Management Traditional Model Total Quality Model Characteristics Communications Top-down Top-down Horizontal, lateral

  Multidirectional Voice & Involvement Employment at will Due process Suggestion systems Quality circles Attitude surveys

  Job Design Efficiency Quality Productivity Customization Standard procedures Innovation Narrow span of control Wide span of control Specific job descriptions Autonomous work teams Empowerment

  Human Resource Practices in Total Quality Companies Human Resource Management Traditional Model Total Quality Model Characteristics Training Job-related skills Broad range of skills Functional, technical Cross-functional

  Diagonstic, problem solving Performance measurement Productivity Productivity and quality and evaluation

  Individual goals Team goals Supervisory review Customer peer and supervisory reiew Emphasize financial performance Emphasize quality and service

  Rewards Competition for individual Team-and-group-based merit increase and benefits rewards Financial rewards, financial and non financial recognition

  

Human Resource Practices in

Total Quality Companies

Human Resource Management Traditional Model Total Quality Model Characteristics Health and safety Treat problems Prevent problems Safety programs

  Wellness programs Employee assistance programs Selection and promotion Selection by manager Selection by peers

  Career development Narrow job skills Problem-solving skills Promotion based on Promotion based on group individual accomplishment facilitation Linear career path Horizontal career path

  Human Resource Developmeni Defniiion

  Human Resource Developmeni Defniiion TRAINING

  A Planned effort to facilitate the learning of job related knowledge, skills, and behavior by employees ( Noe – Hollenbeck )

  DEVELOPMENT

• The acquisition of knowledge, skills, and behaviors that improve an employee’s ability to meet changes in job requirements and in client and customer

  demands ( Noe – Hollenbeck )

• The growth or realisation of a person’s abilities through concious or unconcious learning,

  development programmes, usually include elements

  of planned study and experience, and are

  frequently supported by a coaching or counselling

  facility ( Manpower services Commission, (1981:15 )

  EDUCATION

Learning focused on a future job, and emphasizes on

the individual career preparation ( William J. Rothwell & Henry J. Sredl )

  LEARNING  the acquisition of knowledge or skill

a relatively permanent change in, or acquisition of,

knowledge, understanding, or behavior Learning is seen as something that you do in order to understand the real world

• Knowing That and,
• Knowing How ( Paul Ramsden)

  Human Resource Developmeni Defniiion

  is the framework for helping employees develop

  Human Resource Development

  their personal and organizational skills, knowledge, and abilities . Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, succession planning, key employee identification, tuition assistance, and organization development. of all aspects of Human Resource Development is on developing the most

  The focus

superior workforce so that the organization and individual employees can accomplish their

  work goals in service to customers Human Resource Development can be such as in classroom training, a college

  formal

  course, or an organizational planned change effort. Or, Human Resource Development can be as in employee coaching by a manager. Healthy organizations believe in

   informal Human Resource Development and cover all of these bases. ( Susan M. Heathfield, About.Com )

  Comparison between Training & Development

  Implications of e-HRM for HRM Practices

  

The Influence of Major Human Resource

Practices to Company Competitiveness

  C O M

  Dimensions of HRM Practices

  P ET Managing Acquiring Assessment Compensating

  IT the human & preparing & dev of human

  IV resource human human Resources

  EN environment resources resources

  ES S