战略人力资源管理培训讲义(英文版)
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Plan and Align Human
Resources
Hire Workforce
Manage Workforce Performance
Deploy Workforce
Reinforce Workforce Performance
Develop Workforce
Achieve Public Value and Benefit
❖ Supports Governor’s directive on
Strategic Human Resource Management
Creating a Performance-Based ❖ State employCeeuslptuerrfeorm at their best
and understand that their efforts contribute to achieving the mission of their agency.
• People understand cultural framework and HR management responsibilities.
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.
Roles and Responsibility
❖ Managers bear responsibility for managing the state’s workforce.
❖ The Human Resources community is a partner.
Deliver and enhance operational processes.
Plan and Align Human Resources
Outcomes
Immediate and direct
• Workforce structure and human resource strategies and policies are aligned with the agency’s strategic plan and resources.
Identify human resource practices that make agency mission and strategy happen.
Manage transformation and change.
Strategic Human Resource Management
Linking People with Strategy
❖ Developing processes and measurements that establish accountability for agencies and individuals.
❖ Managing all of these (and other)
Strategic Human Resource Management
战略人力资源管理培训讲义(英文版)
Strategic Human Resource Management
Investing in Human Resources
❖ To create a return on the investment in our workforce, leadership and Human Resources must—
❖ Values employees – our greatest asset – with fairness, dignity, and respect.
❖ Ensures high-performance government that responds to changing public needs.
❖ Leadership must take action.
Strategic Human Resource Management
Results of Strategic HR ❖ Aligns emMplaoyneaesgweimth eagnetncy
missions to achieve the greatest public benefit.
Priorities of
Government
Plan the Organization
Strategic Plan
Mobilize Resources
Manage Financial Resources
Manage Human Resources
Deliver Services
Manage Work
❖ Managers are held 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 reduBiblioteka Baidutions and other mandates to reduce headcount.
❖ Implementation of the new civil service rules and collective bargaining agreements.
Processes
Manage Relationships
Achieve Public Value and Benefit
Strategic Human Resource Management
Strategic HR Management
Manage Human Resources
Processes
Resources
Hire Workforce
Manage Workforce Performance
Deploy Workforce
Reinforce Workforce Performance
Develop Workforce
Achieve Public Value and Benefit
❖ Supports Governor’s directive on
Strategic Human Resource Management
Creating a Performance-Based ❖ State employCeeuslptuerrfeorm at their best
and understand that their efforts contribute to achieving the mission of their agency.
• People understand cultural framework and HR management responsibilities.
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.
Roles and Responsibility
❖ Managers bear responsibility for managing the state’s workforce.
❖ The Human Resources community is a partner.
Deliver and enhance operational processes.
Plan and Align Human Resources
Outcomes
Immediate and direct
• Workforce structure and human resource strategies and policies are aligned with the agency’s strategic plan and resources.
Identify human resource practices that make agency mission and strategy happen.
Manage transformation and change.
Strategic Human Resource Management
Linking People with Strategy
❖ Developing processes and measurements that establish accountability for agencies and individuals.
❖ Managing all of these (and other)
Strategic Human Resource Management
战略人力资源管理培训讲义(英文版)
Strategic Human Resource Management
Investing in Human Resources
❖ To create a return on the investment in our workforce, leadership and Human Resources must—
❖ Values employees – our greatest asset – with fairness, dignity, and respect.
❖ Ensures high-performance government that responds to changing public needs.
❖ Leadership must take action.
Strategic Human Resource Management
Results of Strategic HR ❖ Aligns emMplaoyneaesgweimth eagnetncy
missions to achieve the greatest public benefit.
Priorities of
Government
Plan the Organization
Strategic Plan
Mobilize Resources
Manage Financial Resources
Manage Human Resources
Deliver Services
Manage Work
❖ Managers are held 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 reduBiblioteka Baidutions and other mandates to reduce headcount.
❖ Implementation of the new civil service rules and collective bargaining agreements.
Processes
Manage Relationships
Achieve Public Value and Benefit
Strategic Human Resource Management
Strategic HR Management
Manage Human Resources
Processes