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มิติใหม่ในการพัฒนาทรัพยากรบุคคล PowerPoint PPT Presentation


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ชนิน ทิวรรณรักษ์ ผู้อำนวยการฝ่ายบริหารทรัพยากรบุคคล กองทุนบำเหน็จบำนาญข้าราชการ. การบริหารงานทรัพยากรบุคคล. มิติใหม่ในการพัฒนาทรัพยากรบุคคล. ความสำคัญของการบริหารงานทรัพยากรบุคคล ทิศทางการพัฒนาทรัพยากรบุคคลในอนาคต การปรับตัวของบุคลากรกับทิศทางในการพัฒนาทรัพยากรมนุษย์

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Human resources strategy

  • Organizational Realities

  • Size/Complexity

  • Industry/Businesses Maturity

  • Geography/Market Coverage

  • Resources Available:

  • Capital

  • Technology

  • Intellectual Property

  • Infrastructure

  • Human Resources

Change Agent / Business Advisor

HR Functional Expert

Employee Excellence

VisionMissionCultureHistorycore IdeologyCurrent NormsOrganizational Objectivesand StrategyOrganizational StructureCorporate/Division/Function/Unit relationshipsWorkplace DesignEmployee Role DefinitionHuman Capital RequirementsHuman Resources Strategy

Human Resources Strategy

  • Environmental Realities

  • Competition

  • Technology

  • Economics

  • Social/Political Climate

  • Natural Resources

  • Labor/Skills Supply

  • Infrastructure


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Human resources strategy1

VisionMissionCultureOrganizational Objectivesand StrategyOrganizational StructureHuman Resources Strategy

Change Agent

HR Business Advisor

HR Functional Expert

Human Resources Strategy

Employee Excellence


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Past

Today

HR Transformation

% Time, Effort, Cost

Maximize the performance of the workforce

through alignment of HR activities and programs with the strategic direction and business needs of the organization

HR

Strategy

20%

HR

Strategy

5%

40%

Develop and deliver programs that enhance the organizations ability to attract, develop and retain superior performers

Performance Enhancement

Performance Enhancement

25%

Transactions

Handle employee transactions and inquiries

20%

Transactions

30%

Administration

Manage vendors, suppliers, budgets, and HR systems

20%

Administration

40%


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Today

HR Roles

Sample HR Value

EffectivenessDeveloping, delivering and using HR products and services that have a productive impact on the workforce and the organization.

  • Increase revenue per compensation/benefit cost

  • Improve employee satisfaction

  • Reduce voluntary turnover

  • Increase retention of key talent

  • Increase customer satisfaction levels

  • Reduce time to proficiency

  • Improve workforce performance

HR Business Advisor

HR

Strategy

Change Agent

Employee Excellence

Performance Enhancement

Efficiency Reducing the resource demands and time required to develop, deliver and use key HR products, services and processes.

  • Decrease manager time per HR transaction

  • Decrease cycle time per HR Transaction

  • Reduce cost per hire

  • Decrease person- to-person enquiries

Transactions

HR FunctionalExpert

Administration


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Key Components of Transformed Human Resources

Change Agent / HR Business Advisor

Working closely with management to drive workforce performance to achieve business s objectives.

  • Components:

  • Workforce Strategies

Employee Excellence

HR Functional Expert

Design and development of HR programs that help develop the organizational capability, and reduce workforce management related costs

Highly efficient transaction processing leveraging self-service technologies, centralized support services, and strong vendor management

  • Components:

  • Talent Management

    • Sourcing

    • Performance Management

    • Compensation and Benefits

    • Organizational Development

  • Employee Relationship Management

  • Components:

  • HRMS

  • Shared Services

  • Employee Self-Service

  • Manager Self-Service


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4 (Human Resources Strategy) (Performance Enhancement) (Human Resources Services) (Human Resources Information System HRIS)

HR

Strategy

HR Mechanism

1. Human Resources Strategy

Performance Enhancement

2. Performance Enhancement

3. Human Resources Services

Transactions

4. HR Information System - HRIS

Administration


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Competency model is a driving factor of HR Processes associated with the HR Mechanism

Pay Structure

defines the incremental skill proficiency that we will

pay for

Performance

Management

Defines behaviors employees are expected to demonstrate

Recruitment &

Selection

defines where we search for recruits and behaviors we screen for

HR Processes

Training &

Development

identifies performance gaps and means to address

Human Resources Strategy

aligns strategic initiatives, management practices and employee skills

Competency Model

Employee Lifecycle

Career Planning

defines expected behaviors for each role so development plans can be established

Resign/

Retirement

managing post-employment

Succession Planning

assess high potentials based on current competency proficiency versus proficiency required of the next position


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1. (Human Resources Strategy)


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2. (Performance Enhancement)HR Management


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2. (Performance Enhancement)HR Management


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2. (Performance Enhancement)HR Management


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2. (Performance Enhancement)HR Management


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2. (Performance Enhancement) HR Development


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2. (Performance Enhancement) HR Development


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3. (Human Resources Services)


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4. (Human Resources Information System HRIS)


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&


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