1. STRATEGIC HUMAN
RESOURCE
MANAGEMENT
By:
Ayop, Jessa
Erigan, Beverly
Manubag, Jamaimah Christine
Punay Jessa Mae

2. VISION
MISSION
Human
Resource
Analysis
Strategies
(Internal Growth)
Human
Resource
Practices
Human
Resource
Output

3. ANALYSIS
Determines stockholder’s interest
Company’s
strengths, weaknesses, opportunitie
s & competitor’s stake in the
industry

4. HUMAN RESOURCES
Needs
Behavior
Culture

5. HR PRACTICES
Work design & people management
 Pay structure & benefits
 Employee relationships & negotiations

6. Human Resource Output
 Improved productivity
 High performing employees
 Cost Effectiveness

7. VISION
MISSION
Human
Resource
Analysis
Strategies
(Internal Growth)
Human
Resource
Practices
Human
Resource
Output

8. WORK DESIGN
 Designing jobs on the basis of strategy
formulation and implementation.

9. Physical
Inputs
•Materials
•Information
•Equipment
•Machines/
•Facilities
Human
Inputs
•Knowledge
•Skills
•Abilities
Tasks/Functions
Production
of Output
Measurement
Performance Monitoring of
Output Produced

10. JOB ANALYSIS
 Refers to the process of obtaining
information about jobs.

11. Selection
Performance Appraisal
Training and Development
Job Evaluation

12. Career Planning
Work Redesign
Human Resource Planning

13. ELEMENTS OF RECRUITING
 The first question is: What are the objectives for
recruiting and hiring?
1. Replacements for high turnover
2. Additional manpower for future expansion
3. Upgrading the caliber of people because positions have
become more complex and complicated.
4. Hiring to hurt the competitor’s ability to hire top caliber
talents
5. Increase of capability of the firm through people with
new sets of skills.

14. The second question is:
• How can the company prioritize jobs to fill up?
The third question is:
What kind of candidates does the company look
for?

15. Two classification of the applicants:
• Active candidates – those who are currently
unemployed or those who are thinking of transferring
or changing jobs because of some issues from their
present posts
• Inactive candidates – those who do not seek
employment at the moment and happy with their
present jobs

16. The fourth question is: When will recruitment start?
Followed by this questions:
• Where will applicants be coming from?
• Is it internal or external hiring?
• Who will do the recruiting?
• What are the recruitment tools to be used?
• What are the priority skills needed for the position?
• How should actual recruitment be done or how will
candidates be assessed?

17. Ways on how to assess candidates:
Psychological tests
• Mental ability tests – measure the general
intelligence of a person.
• Aptitude tests – measure the inclination of a
person towards a certain field.
• Personality tests – provide some of the traits
or values of a person.

18. Interviews – it can be done through one-onone basis or a panel interview.
Skills tests – it provide the company a
rundown of the skills of the candidate, to
assess whether these skills can be used by
company now or in the future.

19. Background check references – it provide the
company with a brief background of the
candidates in terms of his previous work
experience, personal background.
Transcript of records – it identifies the
academic background of the candidate, how
he faired in school, in terms of performance
and achievements.

20. Last question is: What is the primary
attraction of the company in order to draw
applicants?
• Competitive compensation and benefits
package
• Career opportunities
• Excellent culture
• Highly reputable image

21. JOB DESCRIPTIONS
statement of the duties
responsibilities
 reporting relationships
 minimum qualifications of a job

22. STRATEGIC INSIGHTS
Innovation is a primary element of
entrepreneurship.
Opportunities for innovation are not always
envisioned.

23. For listening….