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simple theory of management tbsp

In doing HR for HR, there are three separate things that are still associated in the work that must be understood that:

  1. Strategic HR
  2. HR Strategy, and
  3. HR Organization.

Strategic HR is the process of relationship HR practices on business strategy. Line managers and strategic HR function HR. Strategic HR creates a process to move from business strategy to organizational skills in HR practice.
HR Strategy talking about building an agenda on the HR function. HR Strategy create a goal and focus on the HR function.
HR organization is menegenal process and develop an HR function to deliver HR services. HR organization is carried out by the application of HR executives in HR Professionals.


Managers of the company using the main strategy in conducting strategic HR, preparation of business strategy in running the HR results. Strategy formulation serves three purposes. Yes It Is :

  1. discuss a strategy guide for the future of business or in other words a vision, purpose, the purpose, mission or foresight.
  2. formulation of the resource allocation problem. The company has the resources, which focuses on the various objectives. Since some companies have sufficient resources to work on stakeholders, where the resource allocation should be made.
  3. strategy formulation explains the promise that memrefleksikan commitments made in the formulation of the strategy discussion.

The process of strategy formulation, executives develop a vision of the future, allocate resources to realize the vision, and promised to stakeholders to achieve its objectives.

Repeating the formulation without implementing the probability of being one of the main objectives of the strategic tasks of HR. Strategic HR is often associated with the business strategy on human actions by describing the ability to criticize needed in a company to be successful.


When the HR strategy ensures that a company has the resources necessary to complete the company's business objectives, HR strategy illustrates the creation of value by the HR function.

Step 1: describe an organizational architecture

  1. Shared Mindset: level for human resource function has a mindset shared or common identity
  2. Competence : level for human resource function organized by individuals who have knowledge, skill, and the ability to carry out the work now and in the future.
  3. Consequence : the degree to which management systems to achieve that used by human resources professionals to focus on outcomes and behaviors.
  4. Governance : the degree to which human resource function effectively connected, communication, decision-making, and policy.
  5. Work process / Capacity for change : level to which the human resource function in practice and adjustment and understanding and improvement of processes.
  6. Leadership : level for effective leadership that permeates the human resources function.

Step 2: create an assessment process
A diagnosis of human resources audit or assessment suggested to identify the human resources of the Organization.

Step 3: providing human resources Organization
Human resource functions apply to himself the model of human resource practices. When this happens, This practice became the building blocks of the organization's human resource concerns.

Step 4: priorities set
Step 4 organizational diagnosis determines the priority attention of Human Resources at some critical issues. Function can set the priority for developing human resources practices. This practice builds the infrastructure of effective human resource functions and strategic human resource implementastion.

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