短小精悍的战略人力资源管理讲义PPT课件

.,1,OverviewofStrategicHumanResourceManagement,May2005EvaSantos,Director,DepartmentofPersonnelGinnyDale,AssistantDirector,PersonnelServices,Humanresourceleadershipandsolutions,.,2,InvestinginHumanResources,Tocreateareturnontheinvestmentinourworkforce,leadershipandHumanResourcesmustAssessthecapacityofmanagementtotakeonnewchallenges;DeterminethecapabilityofHumanResourcestoprovideguidanceandsupport;Establishaccountabilityatalllevelsforachievingresults.Leadershipmusttakeaction.Alignresourceswithagencymissionandpriorities.Createstructuresforsettingperformanceexpectations.Establishprocessesthatholdpeopleaccountable.Managersatalllevelsfromtheexecutivestofront-linesupervisorsareresponsibleforeffectivelymanagingtheworkforce.,StrategicHumanResourceManagement,.,3,ResultsofStrategicHRManagement,Alignsemployeeswithagencymissionstoachievethegreatestpublicbenefit.Valuesemployeesourgreatestassetwithfairness,dignity,andrespect.Ensureshigh-performancegovernmentthatrespondstochangingpublicneeds.SupportsGovernorsdirectiveonGovernmentManagement,AccountabilityandPerformance(GMAP)Wehaveasimple,powerfulvision:Bestworkforce.Bestplacetowork.,StrategicHumanResourceManagement,.,4,CreatingaPerformance-BasedCulture,Stateemployeesperformattheirbestandunderstandthattheireffortscontributetoachievingthemissionoftheiragency.Managersareheldaccountableforproducingthebestresultsatthebestcost.Citizensreceivetruevaluefortheirinvestmentinstategovernment.,StrategicHumanResourceManagement,.,5,ChallengesandOpportunities,Middle-managementreductionsandothermandatestoreduceheadcount.Implementationofthenewcivilservicerulesandcollectivebargainingagreements.Developingprocessesandmeasurementsthatestablishaccountabilityforagenciesandindividuals.Managingallofthese(andother)changescreatesitsownsignificantchallenges.ResistancetochangeImpactoncommitmentDisruptiontooperationsChangesinworkloadsNeedfornewskillsAdaptingtonewexpectations,StrategicHumanResourceManagement,.,6,RolesandResponsibility,Managersbearresponsibilityformanagingthestatesworkforce.TheHumanResourcescommunityisapartner.Deliverandenhanceoperationalprocesses.Identifyhumanresourcepracticesthatmakeagencymissionandstrategyhappen.Managetransformationandchange.Developemployeecompetence,capability,andcommitment.PersonnelReformmoveskeydecisionsoutfromtheDepartmentofPersonneltoagencies,anddowntomanagers.,StrategicHumanResourceManagement,.,7,LinkingPeoplewithStrategy,PrioritiesofGovernment,PlantheOrganization,StrategicPlan,MobilizeResources,DeliverServices,ManageFinancialResources,ManageHumanResources,ManageWorkProcesses,ManageRelationships,AchievePublicValueandBenefit,StrategicHumanResourceManagement,.,8,PlanandAlignHumanResources,ManageHumanResources,StrategicHRManagementProcesses,StrategicHumanResourceManagement,ManageWorkforcePerformance,AchievePublicValueandBenefit,.,9,PlanandAlignHumanResources,ImmediateanddirectWorkforcestructureandhumanresourcestrategiesandpoliciesarealignedwiththeagencysstrategicplanandresources.PeopleunderstandculturalframeworkandHRmanagementresponsibilities.,Outcomes,OvertimeandacrosstheorganizationOverallHRmanagementfoundationandaccountabilitysystemisinplacetobuildandsustainaproductive,highperformingworkforce.,.,10,OpportunitiesandIssues,Planhowtousehumanresourcestoachievestrategicobjectives.Planandmanagemultiplelayersofchange.Focusonthecompetenciesthatarerequiredforeachindividualposition.Utilizegreaterflexibilityinclassificationsystemtomakechangesinemployeedutiesandresponsibilitiesinresponsetochangingbusinessneeds.,PlanandAlignHumanResources,.,11,ImmediateanddirectBestqualifiedcandidatesarehired.Newhiresarereviewedduringappointmentperiod.,Outcomes,HireWorkforce,OvertimeandacrosstheorganizationTherightpeopleareintherightjobs.,.,12,OpportunitiesandIssues,PersonnelReformdecentralizesrecruitmentandhiringprocessesandgivesagenciesmoreflexibilitytomeetagencyneeds.Hiringmanagershaveabroaderpoolofcandidatestoconsider.Non-permanentappointmentsarelongerandmoreflexible.Managersmay,inmanycases,extendaprobationaryperiod.Fornon-representedpositions,additionalcompensationoptionsmaybeavailableforrecruitmentandretention.,HireWorkforce,.,13,ImmediateanddirectEmployeesknowwhatisexpectedandhowtheyaredoingonongoingbasis.Workplaceprovidescapacitytoperform,issafe,andfosterseffectiverelations.,Outcomes,DeployWorkforce,OvertimeandacrosstheorganizationEmployeeshaveday-to-daysupportneededtoperformtheirworksuccessfully.,.,14,OpportunitiesandIssues,Changesincollectivebargainingmeanmanyfewerreasonstobargainwithunionandmoreflexibilityforagencyleadershiptotakeaction.Employeerightstoreturntopriorpositionshavechanged.Newlayoffprovisionsprovideagencieswithsomegreaterflexibility.,DeployWorkforce,.,15,ImmediateanddirectEmployeesareengagedindevelopmentopportunitiesandseektolearn.,Outcomes,DevelopWorkforce,OvertimeandacrosstheorganizationEmployeeshavecompetenciesforpresentpositionandcareeradvancement.,.,16,OpportunitiesandIssues,Currentagencypracticesfortraininganddevelopmentremaininplace.Trainingplansandcourseswillbelinkedtocompetencies.Statewideleadershipcompetencieshavebeenidentifiedandwillformthebasisforrevisionsintheexistingmanagementandleadershipdevelopmentprograms.,DevelopWorkforce,.,17,ImmediateanddirectEmployeesclearlyknowhowtheirperformancecontributestosuccessoftheorganization.Successfulperformanceistimelyrewarded;poorperformanceistimelyeliminated.,Outcomes,ReinforceWorkforcePerformance,OvertimeandacrosstheorganizationSuccessfulperformanceisdifferentiatedandstrengthened.Employeesareheldaccoun