HUMAN RESOURCE BUSINESS MODEL

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 PRESENTATION OUTLINE

 Strategic Management
 Organization Vision and Mission
 Human Resource Management
 HR planning Process
 Tools for HR Business Model
 Alignment of HR with Organizational Strategy
 Summary/Conclusion

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 STRATEGIC MANAGEMENT

 Basic HR Concept
• Getting results
o The bottom line of managing
• HR creates value by engaging in activities that produce the
employee behaviors the company needs to achieve its strategic
goals.

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 STRATEGIC MANAGEMENT

 Line and Staff Aspects of HRM

• Line manager
o A manager who is authorized to direct the work of
subordinates and is responsible for accomplishing the
organization’s tasks.
• Staff manager
o A manager who assists and adviser line managers.

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STRATEGIC PLANNING

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 ORGANIZATION MISSION

 Supporting excellence in the public service (Pharmaceutical industry)

through the shared‐service delivery of innovative, quality human
resource services.
 Engagement with Stakeholders

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 ORGANIZATION GOALS

 Support to management’s human resource decision‐making that results

in Productive and positive Human resource management practices
 Integrated, client‐focused programs and services that are simple, timely
and consistent
 A Work environment that promotes employee development, Safety/
wellness and facilitate positive management/workforce relations.

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 HUMAN RESOURCE MANAGEMENT

 Goals/Mission Statements/Visions
 Contribute to Organizational Goals
 Coordinates personnel management with organization planning

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 HUMAN RESOURCES MANAGEMENT:
GOALS, POLICIES, AND PROCEDURES

Org. goals Policies Results

Procedures Org. goals
to be Actions to (guidelines) achieved
(steps) for
achieved achieve goals governing
taking actions
action

Possible action
Modification if Modification if
for adjustment
needed needed
needed

Review of Review of
policies procedures

Audit results against

organizational goals

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 TOOLS OF HUMAN RESOURCE MANAGEMENT
SCIENTIFIC
MANAGEMENT
Provides a basis for: Focuses attention upon:
• Determining the best work
methods in order to:
- improve efficiency
- place right employee in
the right job
- teach employees the
right methods
• Establishing time
standards in order to:
- appraise performance
- eliminate unsatisfactory
performance
- reward superior
performance
HUMAN RELATIONS BEHAVIORAL SCIENCE
Is an extension of human
relations that:
- individual differences - involves an inter-
among employees disciplinary approach
- interpersonal relations at - views the organization
work as a dynamic system
- informal group behavior - is concerned with the
- employee attitudes and total organizational
opinions climate
- leadership techniques - is oriented toward both
- communication practices economic and humanistic
objectives
- retains concern for
employee participation,
group behavior, and
interpersonal relations
 HRM AS A C OMPETITIVE BUSINESS MODEL

 The competition Edge: Comes from HR

• Value of Talent
• Rare Talent (hire, train, motivate best)
• Not Easy to Duplicate (Teams/Individuals)
• Organized Workforce

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HR PLANNING PROCESS

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HR MANAGEMENT TOOLS

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 MANPOWER PLANNING

 Manpower planning is the system of matching the supply of people-

internally (existing employees) and externally (those to be hired or
searched for)- with the openings the organisation expects to have
over a given time frame.

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 MANPOWER PLANNING

 Manpower planning
Two basic issues of manpower planning
• Future job requirements: how many positions are needed in future?
• Future requirements because of leaving staff: how many employees
are needed to replace leaving staff, e.g because of retirement etc?

Task development Financial situation

Influence factors on
future job
requirements

Working time,
Organisation, ICT
Working conditions
developments

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BUSINESS PROCESS MODELLING

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 CASE STUDY

 Global Textile industries had its presence in the textile industry for more
than 100 years. The HR Department of the company was mostly
administrative in nature. But with the changes in the company
environment, the company plan to integrate HR in strategy formulation
and implementation.
 What are the challenges do you think the company HR department
would face?

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SUMMARY: WORK SMART BY SETTING SMART OBJECTIVES

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 CONCLUSION

 HR Professionals are required to be familiar with business planning

capabilities like:
• Strategic management (and strategic partnership),
• Operation and supply chain management
• Financial/Audit information,
• HR technology knowledge (HRIS, HRMS)
• Situation awareness (internal/external forces)
 Such competencies facilitate timely decisions and
organizational/ Profit growth.

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Thank you for your Kind attention!

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