Introducion to Human

Resource Management
WHERE
ARE WE
NOW . . .
What are WHAT IS HUMAN THE TRENDS SHAPING THE COMPONENTS OF

we going to
RESOURCE HUMAN RESOURCE HUMAN RESOURCE
MANAGEMENT? MANAGEMENT. MANAGEMENT.

study
today? THE NEW HUMAN THE PLAN OF THIS
RESOURCE MANAGER. BOOK.
What is Human Resource Management?

Organization: A group consisting of people with formally assigned roles who work together to achieve the
organization’s goals.

Manager: Someone who is responsible for accomplishing the organization’s goals, and who does so by
managing the efforts of the organization’s people.

Managing: To perform five basic functions: planning, organizing, staffing, leading, and controlling.

human resource management (HRM): The process of acquiring, training, appraising, and compensating
employees, and of attending to their labor relations, health and safety, and fairness concerns.
The focus of the Human Resource Management
Conducting Conducting job analyses

Planning Planning labor needs and recruiting job candidates.

Selecting Selecting job candidates.

Orienting and training Orienting and training new employees.

Managing Managing wages and salaries.

Providing Providing incentives and benefits.

Appraising Appraising performance.

Communicating Communicating (interviewing, counseling, disciplining).

Training Training employees and developing managers.

Building Building employee relations and engagement.

 Equal opportunity and
affirmative action.
What every
manager Employee health and
should safety.
know Handling grievances and
labor relations.
Why Is AVOID
PERSONNEL
IMPROVING
PROFITS AND
Human MISTAKES PERFORMANCE

Resource
Management
Important to YOU MAY
SPEND SOME HR FOR SMALL
All Managers? TIME AS AN HR
MANAGER
BUSINESSES
 Authority: The right to make decisions, direct others’ work, and give
orders.
Line Authority: Traditionally gives managers the
Staff Authority: Gives a manager the right to
right to issue orders to other managers or
advise other managers or employees.
employees.

Line and Staff

Aspects of Line Manager: A manager who is authorized to direct the work of
Human subordinates and responsible for accomplishing the
organization’s tasks.
Resource
Management
staff manager: A manager who assists and advises line managers.
 Placing Starting Training
• Placing the right person in • Starting new employees in • Training employees for jobs
the right job. the organization that are new to them.
(orientation).

Line Managers’ Improving

• Improving the job
Gaining
• Gaining creative
Interpreting
• Interpreting the company’s

Human performance of each

person.
cooperation and developing
smooth working
relationships.
policies and procedures.

Resource
Management
Controlling Developing Creating and
• Controlling labor costs. • Developing the abilities of maintaining
each person. • Creating and maintaining

Responsibilities
departmental morale

Protecting
• Protecting employees’
health and physical
conditions
 Use various methods including contacts within the community and
Recruiters print and online media to search for qualified job applicants.

Equal employment
opportunity (EEO)
Investigate and resolve EEO grievances, examine organizational
representatives or
affirmative action practices for potential violations, and compile and submit EEO reports.
coordinators

The Human Job analysts Collect and examine detailed information about job duties to prepare
job descriptions.

Resource Compensation Develop compensation plans and handle the employee benefits

Department managers program.

Training Plan, organize, and direct training activities.

specialists

Labor
relations Advise management on all aspects of union management relations.
specialists
 What HR departments do and how they do
those are changing.

NEW
Many employers are taking a new look at how
they organize their human resource functions.

APPROACHES TO One survey found that 55% of firms surveyed

were actively “reengineering” their human
ORGANIZING HR resource management processes.

You may also find specialized corporate HR

teams within a company.
THE TRENDS
RESHAPING HUMAN
RESOURCE
MANAGEMENT
 Workforce demographic trends

Trends in job people do

Trends that Globalization trends
reshape HR
Economic trends

Technological trends
1. Workforce demographic trends
More diverse: more women, minority group members, and older workers
2. Trends in job
people do
Field shifting:
manufacturing  • Projected 81% of wages & salary in 2024
services

On demand workers: • Work when they can, on what they want to work
employees  freelancers on, when they’re needed
and independent • Mobile, independent bundles of skills
contractor-gig workers • 1/3 workers do gig works on the side

High tech • Technology is useless without skilled workers

3. Globalization trends

More globalization  more competition  more

pressure
• to be “world class”—to lower costs,
• to make employees more productive, and
• to do things better and less expensively

Rethink the wisdom of globalization due to a loss of

jobs and growing income inequities.
 Productivity is rising slowly  retard economic growth.

4. In Asia, robots are replacing human labor

Economic After the experience of 2007–2009, it’s doubtful that the

trends
leveraging and globalization that helped drive economic
growth for the previous 50 years will continue unabated.

Add it all up, and the bottom line could possibly be

slowing economic growth ahead.
 The labor force in America is growing more slowly.

Labor Mostly because with baby boomers aging, the “labor

force force participation rate” is falling—in other words,

the percent of the population (particularly 25- to 54-
year-olds) that wants to work is way down.
trends
Talent management—the acquisition, development,
and retention of talent to fill the companies’
employment needs—ranked as their top concern.
 The unbalance labor force
Such imbalances are complicated by a
skills gap: “always short people” because
they can’t find enough skilled workers.
Recruiters in many companies can’t find
candidates, while in others there’s a
wealth of candidates.
Many people working today are in jobs
“below” their expertise (which may or
may not help to explain why about 70%
of employees report being
psychologically disengaged at work).
The bottom line is more pressure on
employers (and their human resource
managers and line managers) to get the
best efforts from their employees.
5. Technology trends
First technological change is affecting the nature of jobs.

Second, technology is changing how employers get human resource management

tasks done.
• Employers use social media tools such as Twitter, Facebook, and LinkedIn (rather than, say, employment
agencies) to recruit new employees. This letting line managers bypass HR and do their own recruiting.
• Employers use mobile applications, for instance, to monitor employee location and to provide digital
photos at the facility clock-in location to identify workers.
• Employers inject gaming features into training, performance appraisal, and recruiting.
• Cloud computing–based tools enable employers to monitor things like a team’s goal attainment and to
provide real-time direct evaluative feedback.
Technology that shapes HR

Employer using big data as talent analytics

• A retrospective talent analytics study showed that what mattered in hiring were things like: their résumés were
grammatically correct, they didn’t quit school until obtaining some degree, and they were able to succeed with vague
instructions.
• An analytics tool helps management identify when key employees are likely to leave GE.

Employer using artificial intelligence (AI), basically means using computers to do tasks in human-like
ways.

Employer using Augmented reality (AR) to transforms huge amounts of data and superimposes
digital summaries and images on the physical world on the employee’s training program.
How about
Indonesia?
Workforce demographic • More female, aging workers,
dan freelance on non
trends in Indonesia agriculture *

Source: www.bps.go.id
Work force 2011 – M+F Work force 2021 – M+F
Side hustle culture

Source: https://trends.google.co.id/
Human Resource
Information
System (HRIS)

Source: https://trendtech.id/4-hal-yang-harus-diperhatikan-dalam-memilih-aplikasi-hr
Social media for recruitment
Social media
for employer
branding
 Important
Components of
Today’s New
Human
Resource
Management
In a sense, a new human resource
management is emerging, one built
on six main components or pillars
1. Distributed HR and the New Human Resource
Management
2. Strategic Human Resource Management
3. Performance and Human Resource Management
4. Sustainability and Human Resource Management
5. Employee Engagement and Human Resource
Management
6. Ethics and Human Resource Management
Distributed HR and the
New Human Resource
Management
• Digital and Social Media Tools
and the New Human Resource
Management
Strategic Human
Resource Management
A SECOND PILLAR OF HR TODAY IS THAT
TODAY’S HUMAN RESOURCE
MANAGEMENT IS MORE INVOLVED IN
LONGER-TERM, STRATEGIC “BIG PICTURE”
ISSUES
STRATEGIC HUMAN RESOURCE
MANAGEMENT MEANS FORMULATING
AND EXECUTING HUMAN RESOURCE
POLICIES AND PRACTICES THAT PRODUCE
THE EMPLOYEE COMPETENCIES AND
BEHAVIORS THE COMPANY NEEDS TO
ACHIEVE ITS STRATEGIC AIMS
Performance and Human Resource
Management

• Third, employers also expect human resource management to spearhead

employee performance-improvement efforts.
• Here HR can apply three levers
a) HR department lever
b) employee costs lever
c) strategic results lever
Sustainability and Human
Resource Management
• in a world where people increasingly view financial
inequity as offensive, more and more people say
that businesses (and their HR teams) can't just
measure “performance” in terms of maximizing
profits.
Employee Engagement and
Human Resource Management
• employee engagement refers to being
psychologically involved in, connected to, and
committed to getting one’s jobs done.
• Engaged employees “experience a high level of
connectivity with their work tasks,” and therefore
work hard to accomplish their task-related goals.
Ethics and Human
Resource Management

• ethics means the standards

someone uses to decide what his
or her conduct should be
The New Human Resource
Manager
 Q: “Why do you want
to be an HR manager?”

A: “Because I’m a
people person.”

Are you sure that it is

enough?
 • The Society for Human Resource Management
(SHRM) introduced a “competency model” (called
the SHRM Body of Competency and Knowledge™);
What does it It itemizes the competencies, skills, and knowledge
and expertise human resource managers need.
take to be a Here are the behaviors or competencies SHRM says
today’s HR manager should exhibit:
human • Leadership and Navigation

resource • Ethical Practice

• Business Acumen
manager • Relationship Management
• Consultation
today? • Critical Evaluation
• Global and Cultural Effectiveness
• Communication
In addition to the competencies, basic
knowledge are needed.
• The basic knowledge in the functional areas of HR
• Functional Area #1: HR Strategic Planning
• Functional Area #2: Talent Acquisition
• Functional Area #3: Employee Engagement & Retention
• Functional Area #4: Learning & Development
• Functional Area #5: Total Rewards
• Functional Area #6: Structure of the HR Function
• Functional Area #7: Organizational Effectiveness & Development
In addition to the competencies, basic
knowledge are needed.
The basic knowledge in the functional areas of HR
• Functional Area #8: Workforce Management
• Functional Area #9: Employee & Labor Relations
• Functional Area #10: Technology Management
• Functional Area #11: HR in the Global Context
• Functional Area #12: Diversity & Inclusion
• Functional Area #13: Risk Management
• Functional Area #14: Corporate Social Responsibility
• Functional Area #15: U.S. Employment Law & Regulations
How to know that somebody is mastery
of these competencies and has basic
knowledge on HR factional areas?
• Certification
Kode Unit Unit Kompetensi
M.701001.003.01 Merumuskan Kebijakan Organisasi yang selaras dengan Strategi Pengelolaan SDM
Formulating Organization Policy In Line with Human Resources Management Strategy
M.701001.004.01 Membuat Rancangan Model/Struktur Organisasi
Designing Organization Structure/Model
M.701001.006.01 Menetapkan Kebutuhan akan Pekerja
Determining Staffing Requirement
M.701001.017.01 Merumuskan Permasalahan Organisasi
Formulating Organization Issues
M.701001.018.01 Menyusun Intervensi Interpersonal
Developing Interpersonal Intervention
M.701001.019.01 Menyusun Intervensi Teknologi
Developing Technology Intervention
M.701001.021.01 Menyusun Intervensi Manajemen Pekerja
Developing Employee Management Intervention
M.701001.023.01 Melakukan Intervensi Perubahan dalam Organisasi
Implementing Change Intervention in Organization
M.701001.026.01 Merancang Model Kompetensi
Designing Competency Model
M.701001.029.01 Merancang Metode Pengukuran Kompetensi
Designing Method of Competency Assessment
M.701001.032.01 Menyelaraskan Strategi Pembelajaran dan Pengembangan sesuai dengan Strategi Organisasi
Aligning Learning and Development Strategy with Organization Strategy
M.701001.035.01 Merancang Program Pembelajaran dan Pengembangan
Designing Learning and Develepment Program
M.701001.042.01 Menentukan Pekerja Bertalenta
Determining Talented Employee
M.701001.044.01 Mengembangkan Manajemen Suksesi di Organisasi
Developing Succession Management in Organization
M.701001.045.01 Melaksanakan Program Manajemen Suksesi
Implementing Succession Management Program
M.701001.055.01 Menyusun Strategi Pengelolaan Kinerja
Developing Performance Management Strategy
M.701001.058.01 Mengelola Proses Perumusan Indikator Kinerja
Managing the Process of Formulating Performance Indicator
How to know that somebody is mastery
of these competencies and has basic
knowledge on HR factional areas?
• Certification
M.701001.062.01 Merancang Tindak Lanjut Hasil Penilaian Kinerja
Designing Follow Up of Performance Appraisal Result
M.701001.064.01 Merancang Kebijakan Remunerasi di Tingkat Organisasi
Designing Remuneration Policy in Organization
M.701001.068.01 Menyusun Struktur dan Skala Upah di Tingkat Organisasi
Creating Salary Scale and Structure in Organization
M.701001.069.01 Menyusun Sistem Penentuan Upah Pekerja di Tingkat Organisasi
Developing System for Determining Employee Salary in Organization
M.701001.070.01 Menyusun Sistem Tunjangan dan Benefit di Tingkat Organisasi
Developing Remuneration and Benefits System in Organization
M.701001.071.01 Menyusun Program Insentif di Tingkat Organisasi
Developing Incentive Program in Organization
M.701001.076.01 Membangun Komunikasi Yang Harmonis dengan Pekerja di Tingkat Organisasi
Establishing Harmonious Employee Communication in Organization
M.701001.078.01 Mengembangkan Peranan Pemangku Jabatan Lini dalam Menjalankan Fungsi
MSDM
Developing Roles oh Line Management in Implementing HRM Function
M.701001.082.01 Membuat Peraturan Perusahaan/Kepegawaian di Tingkat Organisasi
Preparing Company Regulation/Employment Regulation in Organization
M.701001.083.01 Membuat Perjanjian Kerja Bersama di Tingkat Organisasi
Preparing Collective Labor Agreement (CLA) in Organization
M.701001.085.01 Melaksanakan Proses Pemutusan Hubungan Kerja di Tingkat Organisasi
Executing Employment Termination Process in Organization
M.701001.086.01 Melaksanakan Mekanisme Penyelesaian Perselisihan Hubungan Industrial yang
efektif
Executing Effective Industrial Relation Dispute Settlement Mechanism
M.701001.089.01 Membangun Hubungan Industrial yang Harmonis dengan Wakil Pekerja atau
Serikat Pekerja/ Serikat Buruh
Establishing Harmonious Industrial Relation with Employee Representative or
Employee Union
M.701001.092.01 Menentukan Sistem Informasi Pekerja
Determining Employee Information System
 Founder’s Philosophy
HR and the
Manager’s Technical expertise vs
Human
Resource basic assumptions.
Philosophy Philosophy - Evolve
 1. Practical Tools for Every Manager
The Plan of 2. Topics are all interrelated
This Book
Application
case 25
Application Case
What do you think is causing some of the
problems in the bank’s home office and branches?

Absence of HR management (planning, organizing, staffing,

leading, controlling), leads to:
• Home office
• Employee do not understand her role, even after 2
months of work.
• Lack of control from supervisor.
• Branch office
• Turn over was high, but the supervisor did not
know why. She was so busy with the operational
work that she did not have time to provide proper
induction and exit interview.
• There were no standard on recruitment process.
Do you think setting up
an HR unit in the main
office would help?
Yes, it is
What specific functions
should an HR unit carry out?
1. Conducting job analyses (determining the nature of each employee’s
job).
2. Planning labor needs and recruiting job candidates.
3. Selecting job candidates.
4. Orienting and training new employees.
5. Managing wages and salaries (compensating employees).
6. Providing incentives and benefits.
7. Appraising performance.
8. Communicating (interviewing, counseling, disciplining).
9. Training employees and developing managers.
10. Building employee relations and engagement.
What HR functions would then
be carried out by supervisors
and other line managers?
Placing Placing the right person in the right job

Starting Starting new employees in the organization (orientation)

Training Training employees for jobs that are new to them

Improving Improving the job performance of each person

Gaining Gaining creative cooperation and developing smooth working relationships

Interpreting Interpreting the company’s policies and procedures

Controlling Controlling labor costs

Developing Developing the abilities of each person

Creating and Creating and maintaining departmental morale
maintaining
Protecting Protecting employees’ health and physical conditions
What role should the Internet
play in the new HR organization?

Internet as ways of
communication
• in delivering standard of
procedures, detailed task,
• for leading, motivating, and
controlling.
Recruitment through social
media which comply with
the standard recruitment
process.
Continuing Case 26
Continuing Case
5 HR problems

QUALITY STANDARD PRODUCTION EMPLOYEE MOTIVATION EMPLOYEE DISCIPLINE

ISSUE - DIFFERENT PERFORMANCE ISSUE - ISSUE - LOW MORALE, ISSUE - PUNCTUALITY
QUALITY PERFORMED DIFFERENT OUTPUTS DEMOTIVATION
BETWEEN BRANCHES BETWEEN BRANCHES

INDUSTRIAL RELATION
ISSUE - CONFLICT
AMONG STAFF,
CONFLICT BETWEEN
EMPLOYEE AND
EMPLOYER
 Planning
• Establish goals/objective (short term and long term) of the business
• Establish SOP

Organizing
If I were • Establish clear organization structure
• Provide clear duties and responsibilities of each position/member
Jennifer Staffing

Carter, I • Standard competencies for each position within organization

• Create an evaluation system on employee performance

would like • Create recruitment SOP

Leading
to • Improve leadership skill of the leaders in organization (coaching counseling,
delegating skill, motivating, etc)

Controlling
• Establish a control system to monitor quality standards, branches
performances/outputs