短小精悍的戰(zhàn)略人力資源管理講義ppt課件

1、Overview of Strategic Human Resource ManagementMay 2005Eva Santos, Director, Department of PersonnelGinny Dale, Assistant Director, Personnel ServicesHuman resource leadership and solutions.Investing in Human ResourcesTo create a return on the investment in our workforce, leadership and Human Resour

2、ces mustAssess the capacity of management to take on new challenges;Determine the capability of Human Resources to provide guidance and support;Establish accountability at all levels for achieving results.Leadership must take action.Align resources with agency mission and priorities.Create structure

3、s for setting performance expectations.Establish processes that hold people accountable.Managers at all levelsfrom the executives to front-line supervisorsare responsible for effectively managing the workforce.Strategic Human Resource Management.Results of Strategic HR ManagementAligns employees wit

4、h agency missions to achieve the greatest public benefit.Values employees our greatest asset with fairness, dignity, and respect.Ensures high-performance government that responds to changing public needs.Supports Governors directive on Government Management, Accountability and Performance (GMAP)We h

5、ave a simple, powerful vision:Best workforce. Best place to work.Strategic Human Resource Management.Creating a Performance-Based CultureState employees perform at their best and understand that their efforts contribute to achieving the mission of their agency.Managers are held accountable for produ

6、cing the best results at the best cost.Citizens receive true value for their investment in state government.Strategic Human Resource Management.Challenges and OpportunitiesMiddle-management reductions and other mandates to reduce headcount.Implementation of the new civil service rules and collective

7、 bargaining agreements.Developing processes and measurements that establish accountability for agencies and individuals.Managing all of these (and other) changes creates its own significant challenges.Resistance to changeImpact on commitmentDisruption to operationsChanges in workloadsNeed for new sk

8、illsAdapting to new expectationsStrategic Human Resource Management.Roles and ResponsibilityManagers bear responsibility for managing the states workforce.The Human Resources community is a partner.Deliver and enhance operational processes.Identify human resource practices that make agency mission a

9、nd strategy happen.Manage transformation and change.Develop employee competence, capability, and commitment.Personnel Reform moves key decisions out from the Department of Personnel to agencies, and down to managers. Strategic Human Resource Management.Linking People with StrategyPriorities of Gover

10、nmentPlan the OrganizationStrategic PlanMobilize ResourcesDeliver ServicesManage Financial ResourcesManage Human ResourcesManage Work ProcessesManage RelationshipsAchieve Public Value and BenefitStrategic Human Resource Management.Plan and Align Human ResourcesHire WorkforceDevelop WorkforceDeploy W

11、orkforceReinforce Workforce PerformanceManage Human ResourcesStrategic HR Management ProcessesStrategic Human Resource ManagementManage Workforce PerformanceAchieve Public Value and Benefit.Plan and Align Human ResourcesImmediate and directWorkforce structure and human resource strategies and polici

12、es are aligned with the agencys strategic plan and resources.People understand cultural framework and HR management responsibilities.OutcomesOver time and across the organizationOverall HR management foundation and accountability system is in place to build and sustain a productive, high performing

13、workforce. .Opportunities and IssuesPlan how to use human resources to achieve strategic objectives.Plan and manage multiple layers of change.Focus on the competencies that are required for each individual position. Utilize greater flexibility in classification system to make changes in employee dut

14、ies and responsibilities in response to changing business needs.Plan and Align Human Resources.Immediate and directBest qualified candidates are hired.New hires are reviewed during appointment period.OutcomesHire WorkforceOver time and across the organizationThe right people are in the right jobs.Op

15、portunities and IssuesPersonnel Reform decentralizes recruitment and hiring processes and gives agencies more flexibility to meet agency needs.Hiring managers have a broader pool of candidates to consider.Non-permanent appointments are longer and more flexible.Managers may, in many cases, extend a p

16、robationary period.For non-represented positions, additional compensation options may be available for recruitment and retention.Hire Workforce.Immediate and directEmployees know what is expected and how they are doing on ongoing basis.Workplace provides capacity to perform, is safe, and fosters eff

17、ective relations.OutcomesDeploy WorkforceOver time and across the organizationEmployees have day-to-day support needed to perform their work successfully.Opportunities and IssuesChanges in collective bargaining mean many fewer reasons to bargain with union and more flexibility for agency leadership

18、to take action.Employee rights to return to prior positions have changed.New layoff provisions provide agencies with some greater flexibility.Deploy Workforce.Immediate and directEmployees are engaged in development opportunities and seek to learn.OutcomesDevelop WorkforceOver time and across the or

19、ganizationEmployees have competencies for present position and career advancement.Opportunities and IssuesCurrent agency practices for training and development remain in place.Training plans and courses will be linked to competencies.Statewide leadership competencies have been identified and will fo

20、rm the basis for revisions in the existing management and leadership development programs.Develop Workforce.Immediate and directEmployees clearly know how their performance contributes to success of the organization.Successful performance is timely rewarded; poor performance is timely eliminated.OutcomesReinforce Workforce PerformanceOver time and across the organizationSuccessful performance is differentiated and strengthened.Employees are