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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,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 direct Workforce structure and human resource strategies and policies are aligned with
12、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 system is in place to build and sustain a productive, high performing workforce.,Oppor
13、tunities 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 flexibility in classification system to make changes in employee duties and respon
14、sibilities 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 time and across the organization The right people are in the right jobs.,Opportun
15、ities 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 appointments are longer and more flexible. Managers may, in many cases, extend a pro
16、bationary 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 doing 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,C
