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New HR Management
The HRM Definition : The Mechanism (Engine) that is driven by a business philosophy or belief of organization on theory and methodology for managing people, so that everyone has committed mission and on the basis of the work life balance. balance

Definitionby Dr.Danai Thieanphut

The New HRM & OB Copyright 2013 : Dr.Danai Thieanphut

TheHRMConcept Theobjectivesofthissectionareto: 1.Outlinethevarietyofwaysinwhich PNLHRHRMHCM andSHRMisdefined. 2.Discussthemostinfluentialearlyandnewmodelsof HRM. 3.ReviewsomeoftheevidencefortheadoptionofHRM inCorporation. Defininghumanresourcemanagement ManypeoplefindHRMtobeavagueandelusive conceptinthisarea... MapsandmodelsofHRM Thissectionbeginswithadiscussionofvariousdefinition andapproachestoHRM

The New HRM & OB Copyright 2013 : Dr.Danai Thieanphut

TheHarvardmapofHRM(SoftHRM) Thisisprobablythemostseminalmodel ofHRMandhashadamajorinfluenceon academicdebateonthesubject. TheMichiganModel(HardHRM) TheMichiganmodelisalsoknownasthe 'matchingmodel'or'bestfit'approachto strategichumanresourcemanagement.

The New HRM & OB Copyright 2013 : Dr.Danai Thieanphut

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Schoolsofthought Paradoxically,attemptstodefineHRMtoopreciselyhaveresultedin confusionandcontradictionratherthanclarity.Itisevidentthatdefining andacceptingHRMcomesdowntoamatterofopinion orvested interest.This isparticularly thecaseincomparisonwithpersonnel management.Nevertheless,personneldepartmentshaverefusedtogo away.Acasualexaminationofjobadvertisementsinthepresswillreveal thatapplications arestilltobesentto'PersonnelManagers','Personnel Departments',andeven'StaffingOfficers'. Atthesametime, jobsarecommon p particularly y ata advertisementsfor'humanresource'j seniorlevel evenifapplicationsaretobesenttothePersonnelOffice! Itisevident,therefore,thatdefiningandacceptingHRMcomesdowntoa matterofopinion orvestedinterest.Indeed,someinterpretationshavea strongconstituency.Itcanbeseen(...)thateachoftheseviewshasa naturalaudienceabletoidentifytheirowninterestswithaparticular interpretation.Henceitispossibletofindaccountsstressingoneofthe following:
ByPrice,A.(2007) HumanResourceManagementinaBusinessContext

The New HRM & OB Copyright 2013 : Dr.Danai Thieanphut

People Management
The human factor The 'science' in scientific management was doubtful. (...) Human Relations The US human relations movement dominated management thinking until the 1950s and was a significant influence on the development of modern HRM. Management theory The human relations and human factors approaches were absorbed into a broad behavioural science movement
ByPrice,A.(2007) HumanResourceManagementinaBusinessContext

The New HRM & OB Copyright 2013 : Dr.Danai Thieanphut

People Management
People management
Arguably, HRM has become the dominant approach to people management in English-speaking countries. But it is important to stress that HRM has not 'come out of nowhere'...

Background and origins of people management t

The roots of people management (and, therefore, of HRM) lie deep in the past...

Professional managers
By 1900 the USA had undergone several decades of rapid, largescale industrialization...
ByPrice,A.(2007) HumanResourceManagementinaBusinessContext

The New HRM & OB Copyright 2013 : Dr.Danai Thieanphut

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People Management Development of the personnel specialism

Personnel management has been a recognized function in the USA since NCR opened a personnel office in the 1890s.

Management thinking
Like fashions in hairstyle and clothing, management ideas come and go.

From personnel to human resource management

HRM-type themes, including 'human capital theory' (discussed in Part 2) and 'human asset accounting' can be found in literature dating as far back as the 1970s.

The new managerialism

Schuler (1990) emphasized that the HR function had an opportunity to shift from being an 'employee advocate'
ByPrice,A.(2007) HumanResourceManagementinaBusinessContext

The New HRM & OB Copyright 2013 : Dr.Danai Thieanphut

HROrganizationDesign 1)NewdesignsforamoreefficientHR,and customizingittoyourindustry 2)TailoringyourHRstructureandprocessestoa changingbusiness 3)DevelopingbusinessacumeninHRBusiness ProcessesandHRLeaders 4)hangingmindsets,lateraldevelopmentand organizationalawareness

The New HRM & OB Copyright 2013 : Dr.Danai Thieanphut

HRMetrics,EmployeeIntelligenceand FutureHumanCapitalAnalytics 1.AMasterclass fordataanalysistechnics inHR 2.NewmethodsofusingBigDatain StrategicWorkforcePlanning 3.Measuringengagementandcultural considerations 3.Usingtechnologytobuilddata,and creatinganHRfunctionformetrics

The New HRM & OB Copyright 2013 : Dr.Danai Thieanphut

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EU in Crisis: Europes debt crisis Two-speed World Huge labors Shortage

A SURVIVAL Guide for HR in times of CRISIS and BEYOND

Aggressive Demand of Labor Unions

Minimum wage of 300 baht

HR 2013

New HR Department: HR Strategic Player

Winning at Innovative HR : A-to-F Model

Knowledge Imagineer
Challenge based Learning

Managing Uncertainty
5 Forces Model Scenario Analysis

The New HRM & OB Copyright 2013 : Dr.Danai Thieanphut

The Future of HR : Delivery HighHigh-ValueValue-Added

Driving Speed Productivity Innovation Services

AEC 2015
Future Work Skills

Cost Reduction

Business
Global/AEC Mindset

CSR 2.0

2020

B 4 Trends of HR
Knowledge Imagineer 2013 Managing Uncertainty Winning @Innovative HR New HR Department

Competitive Human Organization

C

HR
DNA

Linking HR Strategy to Business Strategy

Fundamental to Business Success

The New HRM & OB Copyright 2013 : Dr.Danai Thieanphut

Competitive Human Organization

HR
DNA

Maximizing the New HR Department in New Business Landscape Creating the customer focused culture Recruiting Retaining and Utilizing best Talent B
> HR Super Connector

Linking HR Strategy to Business Strategy

Building a business HR Strategy Innovation/Transformative HR Strategic Organization Change Human Capital Mgt

Fundamental to Business Success

Creating High-Value-Added HR Themes Linking HR Practices to the competitive & Emerging Market Adding Competitive Value through HR for short and long term The New HRM & OB Copyright 2013 : Dr.Danai Thieanphut

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The New HR Dept. HR Strategic Player

Managing Uncertainty Winning at Innovative HR A-to-F Model

5 Forces Model Scenario Analysis

Knowledge Imagineer Challenge based Learning (CBL)

The New HRM & OB Copyright 2013 : Dr.Danai Thieanphut

Spotting patterns Immerse yourself

*CIPD CIPD (2010). (2010) Ibid Ibid. p p.14 14

Prototype and Surface Create experiment insights new possibilities

Future proofing the organization

Strategic health of organization

People, culture and performance

Core people processes and risk management

* CIPD (2010). Next Generation HR: Time for change, p.4, 25

The HR Strategy Pyramid

The New HRM & OB Copyright 2013 : Dr.Danai Thieanphut

The Growth option (p.6)

Insight

(p.12)

Four Levels of influence: HR Leader

Shaping the Future

Four Corn rs of growth bas d HR (p.10) Corners growth-based

WinningTodaysbattles

Delivery strategy Culture and People

Growing the business

(Leveraging insights thinking)

Insight

(Caretaking dreams)

Purpose

Winning thewar for Talent inAsia

Core people processes

Building afuturefitOrganization

The New HRM & OB Orme, J. & Conner, J. (2010). Next Generation HR, The Growth Option: Turbocharging HRs impact in Asia.ww.cipd.co.uk/binaries/5348NextGenHRAsia.pdf Copyright 2013 : Dr.Danai Thieanphut

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Corporate HR
(Shared Services)

Transformation Work

EmbeddedHR: Generalist,Partner, CRM

Overall LOB/Client

Center of expertise
Align People l
Performance

Integrate

Innovate

Info Work

Project Team

Operational HR HR Transaction Work

* Dave Ulrich. (2010). The RBL Group www.rbl.net

Employee
The New HRM & OB Copyright 2013 : Dr.Danai Thieanphut

Channel 2: CORPORATEHR(HR Oversight) Top management, Integration. Corporate initiatives, HR careers

Channel 4: CENTERSOFEXPERTISE (HR expertise)
People P f Performance Information Work Project Team

Channel 3:
EMBEDDEDHR

Line Manager

Channel 5:
OPERATIONAL EXECUTORS

Channel 1:
SERVICECENTERS

e-HR Outsourcing

Consultants Project manager Integrators and implementors Tactical line operators

(Strategic business partnering): Generalist partner

Employees

The New HRM & OB *Ulrich, D. et al (2009). HR Transformation. New York: McGraw Hill p.62 Dr.Danai Thieanphut Copyright 2013 : Dr.Danai Thieanphut

Talent

Management

Strategic Workforce Planning

Social Network in HR

HRM in Practice

Transformative HR
K-Imagineer :Leadership Development

HR Metrics/ Scorecard
PC Talent Mgt.
Compensation & Benefits

PM

Career Advancement

Recruitment
The New HRM & OB Copyright 2013 : Dr.Danai Thieanphut

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Dr.Danai Thieanphut
Human Capital Project
www.drdanai.blogspot.com
http://www.facebook.com/drdanai email:DrDanaiT@gmail.com
Tel:0818300536