STRATEGIC HUMAN RESOURCE MANAGEMENT

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STRATEGIC HUMAN RESOURCE MANAGEMENT

• Dwi Handono Sulistyo

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Pokok Bahasan

• Pengertian SHRM
• Konsep-konsep SHRM
• Aplikasi Konsep SHRM
• Aplikasi Konsep SHRM di Dinas Kesehatan
  (berdasarkan PP No. 38/2007)

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Pokok Bahasan 1

• PENGERTIAN KONSEP DASAR SHRM

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SHRM MEANS

• Memformulasi mengeksekusi Sistem SDM (kebijakan
  kegiatan SDM) sehingga menghasilkan kompetensi
  perilaku SDM yang dibutuhkan organisasi untuk
  mencapai sasaran stratejiknya (Dessler 2005, p.
  80)
• Suatu pola terencana dari penempatan kegiatan
  SDM yang memungkinkan organisasi mencapai
  tujuannya (Noe et al 2006, p.59)

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By SHRM

• Organisasi dapat lebih baik untuk menyesuaikan
  kebutuhan SDM-nya dengan kebutuhan masyarakat
  organisasi
• Fokus tidak sekadar mengelola isu-isu SDM secara
  individu tapi juga mengintegrasikan SDM ke dalam
  strategi organisasi
• Merupakan proses yang visionaris

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Linkages of Strategic Planning and HRM
Administrative linkage
One-way linkage
Two-way linkage
Integrative linkage
Strategic planning
Strategic planning
Strategic planning
Strategic planning
HRM function
HRM function
HRM function
HRM function
Source Noe et al (2006, p. 62)
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A Model of the Strategic Management Process (Noe
et al 2006, p.60)
External Analysis -Oppor- tunities -Threats
HR practice
Recruitment Training Performance management Labor
relations Employee relations
Job analysis Job design Selection Development Pay
structure Incentives benefits
Mission
Strate- gic choice
Goals
Human Resource Needs -Skills -Behavior -Culture
Firm Perform- ance -Productivity -Quality -Profi
tability
Internal Analysis -Strengths -Weak- nesses
Human Resource Capability -Skills -Abilities -Kn
owledge
Human Resource Actions -Behaviors -Results
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Pokok Bahasan 2

• TEORI DAN PROPOSISI SHRM

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Three theoretical approaches to strategic HRM
(Torrington et al, 2005)

• The first there is one best way of managing
  human resources in order to improve business
  performance.
• The second focuses on the need to align
  employment policies and practice with the
  requirements of business strategy in order that
  the latter will be achieved and the business will
  be successful.
• Thirdly, a more recent approach to strategic HRM
  is derived from the resource-based view of the
  firm, and the perceived value of human capital

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• RBV argues that sustained organizational
  competitive advantage can be derived from
  resources that a firm controls that are
• (a) valuable,
• (b) rare,
• (c) imperfectly imitable, and
• (d) not substitutable.
• RBV explains why SHRM practices offer value for
  organizational effectiveness.

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• the extent firm employees possess KSAOs that are
  suitable for the overall organizational design
  and strategy (i.e., are thereby valuable), and
• those same KSAOs are difficult for competitors to
  obtain (i.e., because they are rare, are not
  easily copied, and cannot be replaced through
  other means),
• a firm will have a competitive advantage in the
  marketplace.

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• When the human capital is available in the open
  market, it becomes less rare and more easily
  replaced.
• Consequently, organizational training and
  development programs offer one of the most potent
  means to build competitive advantage from an RBV
  perspective

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3 Proposisi dalam SHRM

• Three propositions
• first, that human capital is a major source of
  competitive advantage
• second, that it is people who implement the
  strategic plan and,
• third, that a systematic approach should be
  adopted to defining where the organization wants
  to go and how it should get there

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The Perspective Challenge

• From the cost of the workforce to the
  contribution of the workforce
• Different business strategy, different workforce
  management systems
• HR workforce management systems must be
  differentiated by jobs (A positions vs non A
  positions) people (A player vs B C
  player) who make a strategic contribution

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Pokok Bahasan 3

• Aplikasi Konsep SHRM

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KATA KUNCI

• SETIAP STRATEGI MEMBUTUHKAN STRATEGI SDM YANG
  BERBEDA (e.g. Skills, Behavior, Culture, etc)
• DD/Strategy Bisnis

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Keterkaitan antara Corporate Strategy dengan
Human Resource Strategies
Corporate Strategy Firm Human Resource Strategies
Retrenchment (cost reduction) GM Layoffs, Wage Reduction, Productivity Increases, Job Redesign, Renegotiated Labor Agreements
Growth Intel Aggressive Recruiting and Hiring, Rapidly Raising Wages, Job Creation, Expanding Training and Development
Renewal Chrysler Managed Turnover, Selective Layoffs, Organizational Development, Transfer/Replacement, Productivity Increases, Employee Involvement
Niche Focus Kentucky Fried Chicken Specialized Job Creation, Elimination of Other Jobs, Specialized Training and Development
Acquisition GE Selective Layoffs, Transfer/Replacement/Job Combinations, Orientation and Training, Managing Cultural Transitions
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Human Capital Development Program  
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Pokok Bahasan 4

• Aplikasi Konsep SHRM
• di Dinas Kesehatan
• (berdasarkan PP No. 38/2007)

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Pertumbuhan fungsi Dinkes (PP No. 38/2007)

• (1) regulator
• (2) pembiayaan
• (3) penelitian dan pengembangan kesehatan (4)
  kerja sama luar negeri dan
• (5) pengembangan sistem informasi kesehatan.
• ? Strategi Pertumbuhan (Growth)

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Fungsi baru Kompetensi baru
Fungsi Baru PP No. 38/2007 Profil Kompetensi Profil Kompetensi Profil Kompetensi Prakiraan Keahlian Yang Dibutuhkan
Fungsi Baru PP No. 38/2007 Pengetahuan Ketrampilan Sikap Prakiraan Keahlian Yang Dibutuhkan
Regulator Policy making Legal Drafting Advokasi Legal Drafting Stewardship oriented Ahli Kebijakan Kesehatan Ahli Hukum Kesehatan
Pembiayaan Asuransi Kesehatan Advokasi Manajemen Asuransi Kesehatan Pro Rakyat tanpa mengorbankan provider Ahli Pembiayaan dan Asuransi Kesehatan
Litbang Kesehatan Metodologi Penelitian Penyusunan Proposal Penelitian Pelaporan Result oriented S2 Kesehatan
Kerja sama luar negeri Bahasa Inggris Hukum Internasional Bahasa Inggris Negosiasi Partnership oriented Ahli Hubungan Internasional
Sistem Informasi Kesehatan (SIK) SIK Pengembangan SIK Result oriented Ahli SIK
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Analisis kebutuhan ketersediaan SDM
Fungsi Baru PP No. 38/2007 Profil Kompetensi Profil Kompetensi Profil Kompetensi Analisis Ketersediaan SDM Analisis Ketersediaan SDM Analisis Ketersediaan SDM
Fungsi Baru PP No. 38/2007 Pengetahuan Ketrampilan Sikap Forma si Qualified Human Capital Readiness
Regulator Policy making Legal Drafting Advokasi Legal Drafting Stewardship oriented 4 2 50
Pembiayaan Asuransi Kesehatan Advokasi Manajemen Asuransi Kesehatan Pro Rakyat tanpa mengorbankan provider 2 0 0
Litbang Kesehatan Metodologi Penelitian Penyusunan Proposal Penelitian Pelaporan Result oriented 2 2 100
Kerja sama luar negeri Bahasa Inggris Hukum Internasional Bahasa Inggris Negosiasi Partnership oriented 2 1 50
Sistem Infor-masi Kese-hatan (SIK) SIK Pengembangan SIK Result oriented 2 0 0
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SHRM Strategy 1

• Aggressive Recruiting and Hiring

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Strategi

• Recruiting Hiring
• PNS baru PNS lama (mutasi/promosi) tenaga
  kontrak?
• Prioritas formasi kepegawaian?
• Pegawai baru tidak siap pakai?
• Paling memungkinkan PNS lama! Kompetensi?

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SHRM Strategy 2

• Rapidly Raising Wages

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• Gaji khusus untuk pekerjaan prioritas/stratejik
  bagi pegawai yang
• valuable,
• rare,
• imperfectly imitable, and
• not substitutable.

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SHRM Strategy 3

• Job Creation

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• Menciptakan jabatan baru

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SHRM Strategy 4

• Expanding Training and Development

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• Dibahas dalam Training Development Learning
  Strategy

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Terima Kasih

• HP 08156751227
• Email luqyboy2_at_yahoo.co.id

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Lampiran

• Konsep-Konsep Pendukung

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Bagaimana Mengelola SDM untuk Mengeksekusi
Strategi

• Pengembangan BSC ? Workforce HR Scorecard

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PETA STRATEGI GENERIK
Long-Term Shareholder Value
Pertumbuhan
Produktivitas
Imej (Citra)
Kemitraan
Atribut Produk/ Jasa
Peduli Masyarakat Lingkungan
Proses Inovasi
Manajemen Customer
Manajemen Operasi
Human Capital
Information Capital
Organization Capital
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BERPIKIR SISTEM DALAM BSC
V I S I
Impact
Perspektif Keuangan
Out come
Perspektif Pelanggan
Output
Perspektif Proses Bisnis Internal
Proses
Input
Perspektif Pembelajaran Pertumbuhan
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BSC FOR HEALTH SERVICE IN AFGHANISTAN
Overall Vision
Patient Community Perspectives
Perspektif Pelanggan
Perspektif Proses Bisnis Intern
Service Provision
Staff Perspectives
Perspektif Pembelajaran Pertumbuhan
Capacity for service provision
Financial Systems
Perspektif Keuangan
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PERSPEKTIF KEUANGAN
THE BALANCED SCORECARD FRAMEWORK
PERSPEKTIF CUSTOMER
With what will we compete?
PERSPEKTIF PROSES BISNIS INTERN
Perspektif Pembelajaran Pertumbuhan
HUMAN CAPITAL
Information Capital
Organization Capital
Workforce Scorecard
Managing Human Capital To Execute Strategy
HR Scorecard
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The Metrics Challenge

• How to develop the right workforce performance
  measures that related to or contribute to firm
  performance
• Or how to convert human capital assets into
  tangible outcomes
• Different business strategy or organization,
  different HR Workforce Scorecard.

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The Execution Challenge

• The Scorecard (or measurement) is unfamiliar
  uncomfortable to manage
• Different strategies ? different workforce
  competencies behaviors ? different HR
  management systems ? different culture mind-set
  among the workforce
• Effective strategy execution requires culture
  mind-set by design, not by accident

Huselid et al (2005), p. 25
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Element of the Workforce Scorecard
Workforce Success Has the workforce
accomplished The key strategic objectives for
the Business?
Leadership and Workforce Behavior Are the
leadership team and workforce Consistency
behaving in a way that will Lead to achieving our
strategic objectives? Have we identified
nurtured A players In A positions?
Workforce Competencies Does the workforce,
especially in The key or A positions, have The
skills it needs to execute strategy?
Workforce Mind-set Culture Does the workforce
understand our Strategy embrace it, and do we
Have the culture we need to Support strategy
execution?
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THE IMPACT OF HR WORKFORCE STRATEGY ON
BUSINESS STRATEGY EXECUTION
Financial Success
BALANCED SCORECARD
Customer Success
Operational Success
Leadership Workforce Behaviors
Workforce Success
HR Success
Workforce Competencies
WORKFORCE SCORECARD
Workforce Mind-set Culture
HR Management Systems
HR Practice
HR SCORECARD
HR Workforce Competencies
Adapted from Huselid et al (2005), p.7
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Aligning Human Capital (Kaplan Norton, 2006)

• Communicate educate to create intrinsic
  motivation
• Reinforce reward with extrinsic motivation
• Develop employee competencies