1 1) 인적자원관리전략과정책 HR Strategy 의전체상 인간에대한기본가정 Key words Unchangeable 인간관 OB Theory Trust Participation 1 Vision/ HR Principle motivation consistency Dynamic Balance 3 Best solution? 사업환경에적응 Key words Changeable 사업전략 문화적배경 Alignment Fit 2 전략의효율적실행 / HR Policy 노동환경 Congruence Flexible
2 1) 인적자원관리전략과정책 How to Create & sustain competitive advantage? Identify the organization s mission & objectives Analyze the environment (Opportunities & Threats) Analyze the org. s resources (Strengths & Weaknesses) Formulate Strategy Alignment Implement Strategy Evaluate & Monitor Results Source : David J. Cherrington, Sheri J. Bischoff, W. Gi bb Dyer, Eric G. Stephan, And Greg L. Stewart, Organizational Effectiveness, P.38
3 1) 인적자원관리전략과정책 HR Policy 수립의틀 기업의경쟁전략 Organizational Capabilities Shared Mindset ( 기업문화 ) Competence ( 능력 ) Consequence ( 성과 ) Governance ( 조직 ) Work-Process ( 혁신 ) - Staffing In : 채용 Up : 승진 -Development ( 인재개발 ) - Appraisal ( 평가 ) - Rewards ( 보상 ) -Organizational Design 조직구조 의사결정 -Communication ( 의사소통 ) - 업무혁신 - 조직학습 Leadership * Source : Dave Ulrich Model (Human Resource Champions, 1997, page 67-72)
4 1) 인적자원관리전략과정책 인사관련의사결정을내릴때고려되는 Issue 및대안 1 핵심인재의확보방법은? 2 인재육성의 Leverage Point 는? 3 단기적문제해결인가, 장기적인준비인가? 과정내부육성능력중시장기적관점 결과외부채용업적중시단기적관점 4 경쟁우위의원천은? 5 권한위양의정도는? 6 보상및포상의방법은? 7 조직관리의수단은? 개인개인의창의분산차별성경쟁 집단집단의효율집중통일성안정
5 1) 인적자원관리전략과정책 1.3% 4.5% 4.5% 7.3% 8.4% 9.2% 11.0% 13.7% 21.7% 18.3% 능력업적강화평가제도개선인재육성비정규직활용노사관계개선배치전환전문직활성화노동조건개선복리후생중고년능력개발 99 년도인사노무관리발전방향에관한조사 조사일시 : 98 년 12 월 조사대상 : 286 개사 ( 제조업 212, 비제조업 74, 중소기업 150, 대기업 136)
6 2) HRM Principle/Role Shift As art For people As science For information Satisfaction/Equity Equal opportunity Contingency Effectiveness Accountability Competitiveness HR as a competitive advantage HR professionals as strategic business partners
7 2) HRM Principle/Role Shift LG 인사원칙의체계 인사원칙 경영이념 고객을위한가치창조 인간존중의경영 가치창출의원천 운영방식 능력중시 개인의창의와자율 성과보상 인사방침 능력 성과 조직 혁신 리더쉽 경영이념을구현하고사업전략을달성하기위한인적자원관리체계구축 실행의기본사고 공평한기회제공 장기적관점 Alignment
8 2) HRM Principle/Role Shift LG 는고객을위한가치창조, 인간존중의경영이라는경영이념을실현하기위하여인재관리원칙을인사와조직운영의지표로활용하고있음. 1 개인의창의와자율존중 개인의창의가가치창출의원천이다. 개개인이창의력을충분히발휘할수있도록개성과다양성을중시하고, 자율을존중한다. 2 능력중시 능력이성과창출의원동력이다. 개개인의능력을기준으로확보 육성활동을전개하고, 필요한요건과절차를수립하여운영한다. 3 성과에따른보상 성과에따른보상이동기부여의핵심이다. 실현된성과는공정하게평가하고, 개인별 조직별기여도에따라보상한다. 4 공평한기회제공 ㅋ 공평한기회제공이신뢰의기반이다. 구성원의능력과자질에따라공평한기회를제공한다. 5 장기적관점 장기적관점이인사와조직운영의기본사고이다. 인사와관련된의사결정과활동을장기적관점에서일관되게추진한다.
9 2) HRM Principle/Role Shift Creating & sustaining competitive advantage Balancing/Alignment 조직역량 사업전략 내부역량강화를통해경쟁하는전략 자사의 강점 / 약점 기회와 위협 전략적위치선점을통해경쟁하는전략 자원 (People 등 ) 시장과 Positioning 최근연구결과에따르면 Reengineering, Restructuring 을시도하는회사중 ⅔ 가실패했고실패이유가 People Issue 를해결하지못했다고대답함.
10 2) HRM Principle/Role Shift HR 역할의전환 From To Strategy/ Change Strategy/ Change Policy 실행 / Consulting Policy 실행 / Consulting Services & Administration Services & Admin.
11 3) 인사부서 ( 원 ) 의역할과기능 Future/Strategic Focus Change agent Strategic partner Processes Management of Strategic human resources Management of firm infrastructure Management of transformation And change People Management of employee contribution Negotiation communication overcoming resistance to change Legal compliance contract administration e-hrm & HR information system data-based decision making counseling developing teams Operational Focus Administrative Expert Employee advocate
12 3) 인사부서 ( 원 ) 의역할과기능 경쟁력있는조직을만들기위한 HR 의역할 Future/Strategic Focus Process Strategic Partner Administrative Expert Change Agent Employee Champion People Day-to-day/Operational Focus
13 3) 인사부서 ( 원 ) 의역할과기능 from Personnel mgt to HR mgt from people to information knowledge as process : Art Knowledge as objective :Science Organizational level Organization Theorists Re-engineers Individual level Psychologists AI/IT specialists Management of people Management of information (by Karl E. Sveiby)
14 4) 인적자원관리패러다임변화와관리원칙