战略人力资源管理讲义.ppt

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1、OverviewofStrategicHumanResourceManagementMay2005EvaSantos,Director,DepartmentofPersonnelGinnyDale,AssistantDirector,PersonnelServicesHumanresourceleadershipandsolutionsInvestinginHumanResourcesTocreateareturnontheinvestmentinourworkforce,leadershipandHumanResourcesmust—Assessthecapacityofmanagemen

2、ttotakeonnewchallenges;DeterminethecapabilityofHumanResourcestoprovideguidanceandsupport;Establishaccountabilityatalllevelsforachievingresults.Leadershipmusttakeaction.Alignresourceswithagencymissionandpriorities.Createstructuresforsettingperformanceexpectations.Establishprocessesthatholdpeopleaccou

3、ntable.Managersatalllevels—fromtheexecutivestofront-linesupervisors—areresponsibleforeffectivelymanagingtheworkforce.StrategicHumanResourceManagementResultsofStrategicHRManagementAlignsemployeeswithagencymissionstoachievethegreatestpublicbenefit.Valuesemployees–ourgreatestasset–withfairness,dignity,

4、andrespect.Ensureshigh-performancegovernmentthatrespondstochangingpublicneeds.SupportsGovernor’sdirectiveonGovernmentManagement,AccountabilityandPerformance(GMAP)Wehaveasimple,powerfulvision:Bestworkforce.Bestplacetowork.StrategicHumanResourceManagementCreatingaPerformance-BasedCultureStateemployees

5、performattheirbestandunderstandthattheireffortscontributetoachievingthemissionoftheiragency.Managersareheldaccountableforproducingthebestresultsatthebestcost.Citizensreceivetruevaluefortheirinvestmentinstategovernment.StrategicHumanResourceManagementChallengesandOpportunitiesMiddle-managementreducti

6、onsandothermandatestoreduceheadcount.Implementationofthenewcivilservicerulesandcollectivebargainingagreements.Developingprocessesandmeasurementsthatestablishaccountabilityforagenciesandindividuals.Managingallofthese(andother)changescreatesitsownsignificantchallenges.Resistancetochange–Impactoncommit

7、mentDisruptiontooperations–ChangesinworkloadsNeedfornewskills–AdaptingtonewexpectationsStrategicHumanResourceManagementRolesandResponsibilityManagersbearresponsibilityformanagingthestate’sworkforce.Th