World Class HRM Best Practice (PowerPoint PPTX)

World Class HRM Best Practice PPT

Strategic human resource management (strategic HRM) provides a framework linking people management and development practices to long-term business goals and outcomes. It focuses on longer-term resourcing issues within the context of an organization's goals and the evolving nature of work. It also informs other HR strategies, such as reward or performance, determining how they are integrated into the overall business strategy.

HR STRATEGY
1. HR Strategy to Drive Business Performance
a. Six Steps to Craft Your HR Strategy
b. Three Tests of Best HR Strategy
c. HR Strategy Map

2. Diagnosing Organizational Effectiveness
a. Comprehensive Model for Diagnosing Organization
b. Elements of Corporate Culture Formation
c. Job Characteristics Model – Hackman/Oldham

3. Developing HR Scorecard
a. HR Scorecard Structure
b. KPI Table for HR Manager

4. How to Manage Digital HR Transformation Successfully
a. Transformation from traditional to HR Digital
b. Benefit of HR Digital
c. Six Stage of Digital HR Transformation

5. How to Successfully Implement People Analytics
a. Benefits of People Analytics
b. A Guide to Implementing People Analytics
c. Three Key Level-based Checks to Choose the Right People Analytics Tools

6. Leading Corporate Change (Change Management)
a. Five Activities Contributing to Effective Change Management
b. Four Phases of Transition of Change Management
c. Elements of Change Enablement

7. Creating Good-to-GREAT Company
a. Six elements of Good to Great
b. Level 5 Leadership Jim Collins

Human Resources Operations, also known as HR Ops, is the department that supports the entire employee lifecycle and assists your team in their day-to-day tasks. The scope of HR Operations is multi-faceted. It plays a crucial role in developing a company's people strategy to reach its business goals.

HR OPERATIONS
1. Fundamental of HR Operation Model
a. HR Strategy & Business Result
b. Manpower Planning Framework & Forecasting
c. Training Matrix For Competency Development
d. Performance Management Cycle

2. Recruitment Plan & Strategy
a. 5 Recruitment Strategy to Improve Hiring Process
b. How to Build Recruitment Plan

3. How to Attract & Retain Top Talents
a. 5 Ways to Attract Top Talent
b. 2 Ways to Retain Top Talent

4. HR Management Framework Based Competency
a. Competency & Job Description
b. STAR Approach in Competency

5. Competency Based Training & Development
a. Competency Based Training Framework
b. Training Matrix for Competency Development

6. ROI of Training Model
a. Four Level of Training Evaluation
b. Five Level of ROI Training

7. Career Planning & Development
a. Career Planning
b. Career Path & Development

8. High Impact Leadership Skill
a. Elements of High Performance Leadership

Can HR transform itself alone? Absolutely not. In fact, the primary responsibility for transforming the role of HR belongs to the CEO and to every line manager who must achieve business goals. The reason? Line managers have ultimate responsibility for both the processes and the outcomes of the company. They are answerable to shareholders for creating economic value, to customers for creating product or service value, and to employees for creating workplace value. It follows that they should lead the way in fully integrating HR into the company's real work. Indeed, to do so, they must become HR champions themselves. They must acknowledge that competitive success is a function of organizational excellence. More important, they must hold HR accountable for delivering it.

Of course, the line should not impose the new agenda on the HR staff. Rather, operating managers and HR managers must form a partnership to quickly and completely reconceive and reconfigure the function—to overhaul it from one devoted to activities to one committed to outcomes. The process will be different in every organization, but the result will be the same: a business era in which the question Should we do away with HR? will be considered utterly ridiculous.

Why HR Matters Now More Than Ever

Regardless of their industry, size, or location, companies today face five critical business challenges. Collectively, these challenges require organizations to build new capabilities. Who is currently responsible for developing those capabilities? Everyone—and no one. That vacuum is HR's opportunity to play a leadership role in enabling organizations to meet the following competitive challenges: Globalization.

UJ Consulting