戰(zhàn)略人力資源管理

StrategicHRmanagement(SHRM)ContentsDefinitionofSHRMRelationbetweenSHRMandOrg.StrategySHRMObjectives

DifferencesbetweenSHRMandTraditionalHRM41235SHRMPractices6ChallengesDocumentDefinitionStrategicHumanResourceManagementcanbedefinedasthelinkingofHumanResourcefunctions(Planning,Staffing,TrainingandDevelopment,CompensationandBenefits,EmployeeRelation,etc..)withorganization’sstrategyandobjectivesinordertoimproveorganizationperformanceanddeveloporganizationalculturethatfosterinnovation,flexibilityandcompetitiveadvantage.DefinitionPurposesAssistorganizationtoexecutestrategyandachievegoals/objectivesDeveloporganizationalculture(innovative,hard-working,etc..)Makeorganizationmoreattractive,competitiveandeffectiveKeyMissionsHumanResource(Capital)TrainingDevelopingManagingAssessingSearchingSelectionAllocationUsingDevelopingImplementingSupervisingAssessingAdjustingSHRMSystemSHRMDefinitionStrategicHRmanagement(SHRM)ContentsDefinitionofSHRMRelationbetweenSHRMandOrg.StrategySHRMObjectives

DifferencesbetweenSHRMandTraditionalHRM41235SHRMPractices6ChallengesToughTimesforTopExecutives “Overthepastthreeyears,nearly40percentofthetop2500CEOshavebeenremovedfromtheirposts.Nearlyallofthem,duetoafailuretoexecutethestrategy.”

BossidyandCharanRelationbetweenSHRMandOrg.StrategyFoodforthought

“…itisnotthelackofastrategythatcauses[SeniorExecutives]tolosesleep,butrathertheirorganization’sinabilitytoexecuteagainstastrategy…”

Booz-Allen&

Hamilton“Havingagreatstrategyisnolongerenough–lotsofcompaniescandevelopgreatstrategies.Towin,companiesmustbeabletoturngreatstrategyintogreatperformance.Inshort,theymustbeabletoexecute.”

MarionAssociates

“Executionisadisciplinedprocessorlogicalsetofconnectedactivitiesthatenablesanorganizationtomakeitsstrategywork.Executioncanitselfbeasourceofcompetitiveadvantage.”

Hrebiniak,MakingStrategyWork,WhartonRelationbetweenSHRMandOrg.StrategyExecutionStrategyPeopleProcessesAlignment=SuccessfulExecutionToexecutestrategysuccessfully,youneedtoalignyourstrategy,processandpeople!SHRMBridgeRelationbetweenSHRMandOrg.Strategy8PastStrategyInternalEnvironmentCultureContractModelPoliciesStructureMarketTrendsGovernmentLawsandregulationsCompetitionsTechnologiesExternalEnvironmentCulture/ReligionsHeadQuarterOrganizationStrategySHRMRelationbetweenSHRMandOrg.StrategyProcessesStrategicHRmanagement(SHRM)ContentsDefinitionofSHRMRelationbetweenSHRMandOrg.StrategySHRMObjectives

DifferencesbetweenSHRMandTraditionalHRM41235SHRMPractices6ChallengesServiceCompanyBETTERObjectiveI：AttractiveCompetitiveEffectiveMoreReputationAssistOrganizationtoachievegoalsandobjectivesmucheasierandmoreeffectively.NotjustShort-term,butmorefocusedonMiddleandLong-term.SHRMObjectivesObjectiveII：PsychologicalNeedsBasicNeedsSelfActualizationEsteemLoveandBelongingSafetyPhysiologicalSHRMFocusedonHow?SHRMObjectivesInternalworkenvironmentOrganizationCultureScientificCareerDesign………HumanizedHRPolicy/ProcedureDisciplinaryRulesSHRMOrgStructureCompensationFair/Just/OpenT&DJDReasonableProceduresBenefitsRespect(Position/People)Berespected……..…….……..SHRMObjectivesStrategicHRmanagement(SHRM)ContentsDefinitionofSHRMRelationbetweenSHRMandOrg.StrategySHRMObjectives

DifferencesbetweenSHRMandTraditionalHRM41235SHRMPractices6ChallengesVSPassiveShorttermInitiativeMiddle-LongtermWorkload(40%/40%/20%)BusinessOrientedServiceCentreProfitCentreTHRMSHRM

DifferencesbetweenSHRMandTraditionalHRMTHRMFocusedonRecruitmentCompensationTrainingPolicyAdjustingProceduresPerfectingOtherDepartmentsConsulting/OutsourcingCompaniesLocalGovernmentOilCompanySHRMHRMarket/LocalLawDevelopingandupdatingHRMSystemCooperatingandSupervisingFocusedon

DifferencesbetweenSHRMandTraditionalHRMSHRMAdministrationCommunicationAdminSHRMCommunication10%70%20%30%30%40%ExplanationofPolicyandProcedures.UsageoftheHRsystem.TrainingandCooperationwithFocalPerson.CooperationandSupervisingofConsultingorOutsourcingCom.THRMSHRM

DifferencesbetweenSHRMandTraditionalHRMStrategicHRmanagement(SHRM)ContentsDefinitionofSHRMRelationbetweenSHRMandOrg.StrategySHRMObjectives

DifferencesbetweenSHRMandTraditionalHRM41235SHRMPractices6ChallengesDocumentSHRMPractices1.WhyweneedtodevelopSHRM2.ConditionsforSHRM3.Softwaresupports4.Hardwaresupports5.Developingphases6.companyexperiences7.CNODCPracticesSHRMBECDANewConceptof“PeopleOriented”AcceptedbyManagementInternationalandOpenMarketRapidTechnologicalChanging(IT,Transportation…)IncreasedCompetitionMutualSelection/TurnoverrateWhy?SHRMPracticesDocumentAStrongWillingToDevelopAbigscaleofcompanySHRMABAforeseeableProspectDAcompletecompetitionCConditionsSHRMPracticesDocumentSoftwareSupportsSHRMPracticesConceptsDepartmentsSupport/CoordinationManagementunderstanding/supportMatureHRmarketPeopleOrientedEfficiency/Benefitfirst,thenFairnessWeareinternational.BudgetsupportingProcessing(Dev/Imp/Sup/Ass)Finaldecision(HRC)ApplicationofPolicy/Procedure/DisciplinaryRulesUsageofHRsystemTrainingandDevelopingRoutinecoordinationMatureHRConsultingcompaniesMatureHROutsourcingcompaniesMatureinternationaltalentsSoftwareDocumentHardwareSupportsSHRMPracticesHRIS

CarrierandDisplayplatformHRMSystemAveryimportantpartofSHRMwhichisconsideredasthefootstone.

DepartmentsAssistantKnowbetterdepartmentmanpowersituation.Increaseefficiencyandqualityofemployeemanagement.

HRAssistant1.Increaseefficiencyandqualityofstaffmanagement.2.IncreasequalityofHRservice.3.ReduceHRmanpower.4.MakeHRmoreopenandtransparent.DocumentSHRMPracticesHRISFunctionsHardwareSupportsPositionandPersonCompleteAccurateEasyreadManpowerInformation01PersonaldocumentApplication/Review/ApprovalRewardandPunishmentAllotheractionsinHRMSRecording03ApplicationsneedyouractionApplicationresultsremindingEmployeeContractexpiringReminding05021.RecruitmentProcessing2.CompensationProcessingTimesheet/leaves/Overtime3.TrainingProcessing4.Disciplinaryaction5.PerformanceappraisalProcessingHRaffairesProcessingSummarizingDisplaying041.Positionsituation2.Manpowersituation3.PerformanceappraisalresultsDocumentHardwareSupportsSHRMPracticesHRISConvenienceEasytolearnandoperateTerminaldeviceequippedNetworkflowtoensureoperatingspeedRequirementsSystemdevelopingandapplicationSpeedIndependentDocumentityEnsuredevelopingspeedNottoomuchcomplicated.DocumentPhasesSystematizingSpreading(Innovating)(NewProjects)4BlendingDevelopingSummarizing(companynow)3CopyingPracticing(Earlycompany)2FollowingLearning(EarlierProjects)1SHRMPracticesDocumentSHRMPracticescompanyExperiences