短小精悍的战略人力资源管理讲义.ppt

1、Overview of Strategic Human Resource Management,May 2005 Eva Santos, Director, Department of Personnel Ginny Dale, Assistant Director, Personnel Services,Human resource leadership and solutions,Investing in Human Resources,To create a return on the investment in our workforce, leadership and Human R

2、esources must Assess 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. Creat

3、e structures 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 Management,Align

4、s employees with 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 Perf

5、ormance (GMAP) We have a simple, powerful vision: Best workforce. Best place to work.,Strategic Human Resource Management,Creating a Performance-Based Culture,State employees perform at their best and understand that their efforts contribute to achieving the mission of their agency. Managers are hel

6、d accountable for producing the best results at the best cost. Citizens receive true value for their investment in state government.,Strategic Human Resource Management,Challenges and Opportunities,Middle-management reductions and other mandates to reduce headcount. Implementation of the new civil s

7、ervice rules and collective 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 commitment Disruption to operationsChan

8、ges in workloads Need for new skillsAdapting to new expectations,Strategic Human Resource Management,Roles and Responsibility,Managers bear responsibility for managing the states workforce. The Human Resources community is a partner. Deliver and enhance operational processes. Identify human resource

9、 practices that make agency mission and 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

10、 People with Strategy,Priorities of Government,Plan the Organization,Strategic Plan,Mobilize Resources,Deliver Services,Manage Financial Resources,Manage Human Resources,Manage Work Processes,Manage Relationships,Achieve Public Value and Benefit,Strategic Human Resource Management,Plan and Align Hum

11、an Resources,Hire Workforce,Develop Workforce,Deploy Workforce,Reinforce Workforce Performance,Manage Human Resources,Strategic HR Management Processes,Strategic Human Resource Management,Manage Workforce Performance,Achieve Public Value and Benefit,Plan and Align Human Resources,Immediate and direc

12、t Workforce structure and human resource strategies and policies are aligned with the agencys strategic plan and resources. People understand cultural framework and HR management responsibilities.,Outcomes,Over time and across the organization Overall HR management foundation and accountability syst

13、em is in place to build and sustain a productive, high performing workforce.,Opportunities and Issues,Plan 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

14、flexibility in classification system to make changes in employee duties and responsibilities in response to changing business needs.,Plan and Align Human Resources,Immediate and direct Best qualified candidates are hired. New hires are reviewed during appointment period.,Outcomes,Hire Workforce,Over

15、 time and across the organization The right people are in the right jobs.,Opportunities and Issues,Personnel 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 ap

16、pointments are longer and more flexible. Managers may, in many cases, extend a probationary period. For non-represented positions, additional compensation options may be available for recruitment and retention.,Hire Workforce,Immediate and direct Employees know what is expected and how they are doin

17、g on ongoing basis. Workplace provides capacity to perform, is safe, and fosters effective relations.,Outcomes,Deploy Workforce,Over time and across the organization Employees have day-to-day support needed to perform their work successfully.,Opportunities and Issues,Changes in collective bargaining

18、 mean many fewer reasons to bargain with union and more flexibility for agency leadership 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 direct Employees are engaged in de

19、velopment opportunities and seek to learn.,Outcomes,Develop Workforce,Over time and across the organization Employees have competencies for present position and career advancement.,Opportunities and Issues,Current agency practices for training and development remain in place. Training plans and cour

20、ses will be linked to competencies. Statewide leadership competencies have been identified and will form the basis for revisions in the existing management and leadership development programs.,Develop Workforce,Immediate and direct Employees clearly know how their performance contributes to success of the organization. Successful performance is timely rewarded; poor performance is timely eliminated.,Outcomes,Reinforce Workforce Performance,Over time and across the organization Successful performance is differentiated and strengthened. Employees are