Modul ke: Strategic Human

Resource Management
Fakultas
Strategic and Process
Program Studi
 HR Roles and
Responsibilities
Human Resources plays a strategic role in the modern organization. HR
supports innovations, talent development and new approaches for increasing
the performance of individuals. HR develops the unique know-how about
setting productive organizations, performance management and optimizes the
personnel costs by using smart compensation and benefits practices. The HR
Roles and Responsibilities in the modern organization are extremely wide,
and the top management relies on the accurate job of HR employee

<
← MENU AKHIRI >
→
 Productivity
• Productivity is a major national and international concern. Economists see
productivity as a primary determinant of competitiveness both for
companies within an industry and for national economies. Productivity is
also believed to be causally linked to standard of living, so increasing
productivity globally is seen as the best hope for improving living
conditions worldwide. Human factors researchers have given considerable
attention to how to improve human performance in the workplace and
thereby increase individual productivity; they have put relatively little effort
into determining how individual productivity relates to the productivity of
the groups, organizations, or industries in which the individuals’ work is
done.

<
← MENU AKHIRI >
→
 Changed HR Role in
the Organization
• in the past, HR was the administration unit. The HR employees filled many
forms, and they were responsible for the compliance of the personnel
administration with the legislation. They were producing static HR reports,
which were not connected with other strategic business measures, and they
did not provide any value added to the top management of the organization.
HR was not involved in strategic projects, and it was delivering tasks
assigned to it.

<
← MENU AKHIRI >
→
Today, the role HR in the modern organization is purely strategic. The
administrative HR processes are eliminated to specialized organizations and
HR Professionals focus on the strategic agenda of the company. HR monitors
the market, and it brings evolving best practices in the area of human capital
management. HR focuses on the development of leaders in the organization.
HR understands the key business processes and improves their quality by
delivering skilled employees.

This Photo by Unknown Author is licensed under CC BY

<
← MENU AKHIRI >
→
 Peran dan Tanggungjawab HRD

• Human Resource Department (HRD) atau

departemen sumber daya manusia adalah suatu
bagian atau unit yang biasanya menangani
berbagai masalah pada ruang lingkup karyawan,
pegawai, buruh, manajer dan tenaga kerja
lainnya untuk dapat menunjang aktivitas
organisasi atau perusahaan demi mencapai
tujuan yang telah ditentukan

<
← MENU AKHIRI >
→
 <
← MENU AKHIRI >
→
This Photo by Unknown Author is licensed under CC BY-SA
 Strategic role of the
HRM function

• Strengthening the employer-employee relationship is the strategic role of a

human resources manager. However, there’s more to this job than many
people realize. Human resources managers formulate workforce strategy
and determine the functional processes necessary to meet organizational
goals. Their job requires expertise as an HR generalist, which means they
must be familiar with every human resources discipline

<
← MENU AKHIRI >
→
 Strategic role of the HRM function

• During the 1980s, personnel departments were responsible for

handing out applications, providing employees with insurance
enrollment forms and processing payroll. The role of the personnel
department was mainly administrative. Over the next several
decades, personnel administration became more involved with
overall business goals. Companies began to recruit human
resources leaders who were capable of strategic management.

<
← MENU AKHIRI >
→
 Strategic role of the HRM function

• Personnel administration evolved into human resources

management. Human resources managers are responsible for
developing strategic solutions to employment-related matters that
affect the organization's ability to meet its productivity and
performance goals.

<
← MENU AKHIRI >
→
Strategic role of the HRM function

Evolving Terminology and Language

• Some businesses no longer use the term "human resources,"
preferring "human capital" instead. This is due to a sea-change in
how employers understand their relationship to their employees.
Instead of defining employment as a role with functions, which is the
traditional human resources approach, human capital recognizes the
value that employees bring to an organization. This approach is
more people-centered, focusing on the strengths and talents of
employees and allowing these strengths and talents to influence and
define the business.

<
← MENU AKHIRI >
→
• Workplace Safety and Risk Management
• Creating a work environment free from unnecessary hazards is a
strategic role of every human resources manager. Strategic
development for workplace safety entails risk management and
mitigating potential losses from on-the-job injuries and fatalities.
Workers' compensation insurance is an area in which a strategic
plan helps lower company expense for insurance coverage.
Reducing accidents through training employees on the proper use of
complex machinery and equipment is one of the functional tasks
associated with creating a safe work environment.

<
← MENU AKHIRI >
→
• Compensation and Benefits
• An employer's compensation and benefits structure partly determines the
company's business reputation and image. In addition, the decisions that
human resources managers make regarding pay scales and employee
benefits can impact employee satisfaction, as well as the organization’s
ability to recruit talented workers. Job evaluation, labor market conditions,
workforce shortages and budget constraints are factors that HR managers
consider in a strategic plan for pay and benefits. A strategy includes
weighing an employer’s choices between satisfying its workforce and
pleasing the company’s stakeholders.
• The Affordable Care Act, passed in 2010, mandates that human resources
managers for some large companies, specifically those with fifty or more
employees, may have to decide between offering group health coverage or
paying a shared responsibility fee to the IRS.

<
← MENU AKHIRI >
→
Employee Training and Development
• Human resources managers’ strategic role with respect to employee training
and development prepares the workforce for future positions within the
company. Succession planning, promotion-from-within policies and
performance evaluation factor into the human resources manager’s role.
Training and development motivate employees, and in some cases, improve
employee retention.

<
← MENU AKHIRI >
→
Recruitment and Selection
• Employee recruitment and selection is as much a part of employee
relations as it is a separate discipline unto itself. Therefore, a human
resources manager’s strategic role is to combine elements of
employee relations into the employer’s recruitment and selection
strategy. Integrating employee recognition programs into promotion-
from-within policies is an effective form of employee motivation that
combines employee relations and recruitment and selection areas of
human resources.

<
← MENU AKHIRI >
→
• Employer-Employee Relations
• Some human resources managers believe that strengthening the employer-
employee relationship rests solely in the employee relations areas of the HR
department. This isn’t true. Nevertheless, employee relations is such a large
part of every discipline – including salaries, benefits, safety, training and
employee development – that sustaining an employee relations program is
an important element of human resources strategy.
• Implementing a workplace investigation process and enforcing fair
employment practices are two components of an employee relations
program. The strategic role of a human resources manager is to determine
how to identify and resolve workplace issues, as well as how best to attract
a diverse pool of applicants through effective recruitment and selection
processes.

<
← MENU AKHIRI >
→
 • Competitive challenges –

• There are three competitive challenges that companies are facing will
increasethe importance of HRM practices
• :1-The Challenge of sustainability:includes providing a return to
shareholders, high quality products and services,experiences for employees,
social responsibility, and effectively using newwork arrangements.
• 2-The Global Challenge:In order to survive, companies must improve
HRM practices, develop globalmarkets and better prepare employees for
global assignments.
• 3-The technology challenge:with advances in technology, companies must
change employees andmanagers work roles, create high performance work
systems, and develop-commerce and e-HRM

<
← MENU AKHIRI >
→
Daftar Pustaka
Mello, A. Jeffry. 2011. Strategic Management of Human Resource.
South−westeren Cengage Learning. Canada.
Noe, Hollenbeck, Gerhart, and Wright. 2010. Human Resource Management,
Gaining a Competitive Advantage. McGraw−Hill. Boston. 15.
Daftar Pustaka Tambahan/ Additional References:
Bernardin, J.H. 2007. Human Resource Management, an experiental approach.
McGrawHill. Boston.
Ivancevich, J. M. and Hoon L.S. 2002.
Human Resource Management in Asia. McGraw−Hill. Singapore.
R. Wayne Dean Mondy, Joseph J. Martocchio.2016.
Human Resource Management, Global Edition. Pearson
Management 14th Edition
by Stephen Robbins   and Mary Coulter (Author)

<
← MENU AKHIRI >
→
Terima Kasih
Dr. Tine Yuliantini MM