1. Human Resource Management (Business Strategy)
Prepared by
Grace Amin, M.Psi, Psikolog

2. Questions Do you have any plans for 3 – 5 years later?
What do you prepare to get that?

3. Does a company have any plan?
Why strategic planning is important to all manager?
Organizations exist to achieve some purpose, and if they fail to achieve their ends, to that extent they have failed
Those aim or goals – and the hard work you put into accomplishing them – all depend on your company’s plan

4. In well run companies, the goals from the very top of the organization down to where you’re working should form a more or less unbroken chain (or “hierarchy”)
CONTOH

5. Double sales revenue $ 20 million
President
Double sales revenue $ 20 million
Vice President of Sales
Double Sales in Java, Sumatra, Kalimantan
Manager Sales, Java
Add 10 new customers
Manager Sales, Sumatra
Hire 4 new sales people
Vice president of Production
Add one production line
Vice President of HR
Add and train 6 sales people
Recruiting Manager
Identify and attract 20 good sales candidates
Training Manager
Train 6 new salesperson

6. The Planning Process Set an objective Make forecasts
Determine what courses of action
Evaluate alternatives
Implement and evaluate the plan
ex : planning our budget, study, career, business

7. Business Plan (long term, strategic plan)
Description of the business
A comprehensive view of the firm’s situation today and of its company – wide and departmental goals and plans for the next 3 to 5 years
The marketing plan
The financial plan
The management &/ personnel plan

8. Putting together the business plan
The MARKETING plan
“the four Ps” = product, price, promotion, place
The PERSONNEL / HR plan
The PRODUCTION/OPERATIONS plan
implementing the marketing plan
The FINANCIAL plan
the vehicle for doing so = the bottom line of planning

9. How Managers Set Objectives ??
Specific Measurable Attainable Relevant Timely

10. How Managers Set Objectives ??

11. How to set motivational goals??
Assign specific goals
Assign measurable goals
Assign challenging but doable goals
Encourage participation
Goals are only useful if employees are motivated to achieve them

12. Management by Objectives
Peter Drucker
Supervisor and subordinate jointly set goals for the latter and periodically assess progress toward those goals
Set organizational goals
Set department goals
Discuss department goals
Set individual goals
Give feedback
Goals at each level will relate to those above and below Employee participation
The downside is time consuming

13. Management objectives grid
Every manager needs a system for organizing how their subordinates’ goals dovetail with those of the company
The goals of MOG
List department managers’ supporting goals
Clarify department manager own goals should be
Summarize subordinates goals
Track subordinates’ progress

14. The strategic management process
Strategic plan = “where are we now as a business, where do we want to be and how should we get there?” B
SWOT A

15. The strategic management process1
Define the current business and mission 2
Perform external and internal audits 3
Formulate new business and mission statements 4
Translate the mission into goals 5
Formulate strategies to achieve the strategic goals 6
Implement the strategy 7
Evaluate performance
The strategic management process
Strategic Planning
Strategic execution
Strategic evaluation

16. Types of strategies Corporate wide strategic planning
Competitive (or business unit) strategic planning
Functional (or departmental) strategic planning
Corporate wide
Competitive
Functional

17. Corporate wide strategic planning “how many and what kind of business should we be in?”
Several standard corporate strategy possibilities:
Concentration (single business) strategy
Diversification
Vertical integration
Consolidation
Geographic expansion
The portfolio of business that comprise the company and the way in which these businesses relate to each other

18. Competitive strategy Standard competitive strategy
Identifies how to build and strengthen the business’s long term competitive position in the marketplace
Standard competitive strategy
Cost leadership
Differentiation
Focusers
HUMAN RESOURCES AS A COMPETITIVE ADVANTAGE

19. Functional strategy
The broad activities that each department will pursue in order to help the business accomplish its competitive goals

20. Top Manager’s Role is devising a strategic plan
Departmental Managers roles are :
Help devise the strategic plan
Formulate supporting, functional/ departmental strategies
Execute the plans

21. Strategic HRM
Formulating and executing HR policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims
Formulate business strategy
Identify workforce requirements
Formulate HR strategic policies and activities
Develop detailed HR scorecard measures

22. Strategic HRM tools Strategy Map The HR scorecard Digital Dashboards
“Big pictures” – how each department’s contributes to achieving company’s strategic goals
The HR scorecard
Take the strategy map and to quantify it
Digital Dashboards
Desktop graphs and charts

23. Translating strategy into HR policies and practices
New strategy
Produce new services
Capitalize on opportunities
Offer consistently high quality services
New employee competencies and behaviors
New HR policies and practices
New training programs
Enriching work
Appropriate returns
Improved selection, orientation and dismissal procedures
HIGH Performance work systems