Human Resource Management Human Resource Planning and Information

Human Resource Management Human Resource Planning and Information Systems Training and Recruitment and Development Selection Performance Appraisal/Management Safety, Health, Welfare & Employee Relations Compensation Management Layoffs and Terminations P Watanapa

Human Resource Management Safety, Health, Welfare & Employee Relations Performance Appraisal/Management Compensation Training and Management Development Layoffs and Recruitment and Terminations Selection Human Resource Planning and P Watanapa Information Systems

Human Resource Management Safety, Health, Welfare & Employee Relations Performance Appraisal/Management Compensation Management Training and Development Layoffs and Recruitment and Terminations Selection Human Resource Planning and Information Systems การแขงขน Safety, Health, Welfare & Employee Relations Performance Appraisal/Management Compensation Training and Management Development Layoffs and Recruitment and Terminations Selection Human Resource Planning and Information Systems P Watanapa

• Strategic HR Management การกำหนดทศทางหรอมงเปาระยะยา ว (Long-Range Focus : 3 -5 Years) • การมองหาทางเลอกและการตดสนใจ (Choice and Decision-Making Focus) (Problem-Solving or Problem-Preventing Focus) • การบรหารทรพยากรบคคลทกประเภท (Consideration of All Personnel : from Top. P Watanapa

Strategic HR Management • การเชอมโยงกบแผนยทธศาสตรขององ คกร (Integration with Corporate Strategy) P Watanapa

HR Strategy = Maximize the Performance of the Workforce Through Alignment of HR Activities and Programs with the Strategic Direction and Performance Enhancement = Develop and Deliver Programs Business Needs of the Organization That Enhance the Organization’s Ability to Attract, Develop and Retain Superior Performers Autonomous Public/Government University HR HR Strategy 20 5% Strategy % Performance 25 Performance 45 Enhanceme % nt nt % Handle Employee Transactio 30 Transactions and Transactio 15 ns % Inquiries Manage Vendors, Adminisns 40 Administrati Suppliers, tration 20 % % on Budgets, and HR % P Watanapa Systems

Relationship : Corporate vs Strategy Human Resource Strategy Corporate HR Strategy Growth/Expansion Retrenchment Diversification Mergers, Acquisitions Divestitures Differentiation Low-cost producer Luxury/High quality Aggressive Hiring, Training, Promotions Lay Offs, Terminations, Early Retirement New Corporate Staff Configuration, Promotions, Training, Hiring Corporate Acculturation, Hiring or Laying Off Staff Reconfiguration, Lay Offs, Reassignments Decentralized, Hiring and Training Cost Reduction, Wage Cuts, Improved Efficiency Hiring Highly Skilled Personnel, Training P Watanapa

Human Resource Management Human Resource Planning and Information Systems Recruitment and Training and Selection Development Performance Appraisal/Management Safety, Health, Welfare and Employee Relations Compensation Management Layoffs and Terminations P Watanapa

Strategic Choices Proactive or Reactive Plan to Fill Human Resource Far in Advance or to React Needs As They Arise The Breadth of Focus in HR Planning : or Broad ANarrow Focus by Planning in Only One or Two Areas, Such as Recruitment or Selection, or a Broad Focus by Planning in All Areas P Watanapa

Human Resource Management Human Resource Planning and Information Systems Recruitment and Training and Selection Development Performance Appraisal/Management Safety, Health, Welfare and Employee Relations Compensation Management Layoffs and Terminations P Watanapa

Strategic Choices “Make” or “Buy” Decision “Hire Less-Skilled Workers” or “Hire Skilled Workers” - IBM “Yes” or “No” for Untapped Sources Factors to. Labour be Determine : 68% of Handicapped Persons Are Employable, Limitation of Applicants for Entry-Level (Low Skilled) Job, Cost of Welfare Internal versus External Recruitment Major Factors : Organization Policy P Watanapa

Internal vs External Recruitment Internal Recruitment Advantages Disadvantages 1. Employees Familiar with The Organization 1. Political Infighting for Promotions 2. Lower Recruiting and Training Costs 2. Inbreeding 3. Increase Morale and Motivation of Employees 3. Morale Problem for Those Not Promoted 4. Probability of Success Due to Better Assessment of P Watanapa

Internal vs External Recruitment Advantages Disadvantages 1. New Ideas and Approaches 1. Lack of “FIT” Between Employee and Organization 2. “Clean Slate” Regarding Company-Specific Experiences from Which to Build 2. Lowered Morale and Commitment of Employees 3. Level of knowledge and Skill Not Available in Current 3. Increased Adjustment Period P Watanapa

Human Resource Management Human Resource Planning and Information Systems Recruitment and Training and Selection Development Performance Appraisal/Management Safety, Health, Welfare and Employee Relations Compensation Management Layoffs and Terminations P Watanapa

Strategic Choices Conformity versus Creativity Innovation Too Muchand Conformity Inhibits Innovation and Creativity Walt Disney World versus Toyota or 3 M Developing (Post-It-Notes) People versus Hiring Two Major Factors : Size of The Organization and Developed People Policy to Promote from Within versus Hiring from The Outside (GM versus Apple Computer) P Watanapa

AMP Leadersh EDP General ip Decision Making Problem Solving Management Strategic Planning etc. Supervisory Course People. Skill, Skill. Language / Self. Computer Skill, Team Work Development Interactive, Personality, Communications Coordination, Job Knowledge/ Functional. Staff Academic Staff etc. Supporting Managemen t Skill - Public Training - Seminar - Research - Training - Visiting - Subbatical Leave Academic Skill Training – Development Roadmap - Learning & Teaching - Budget Planning Management Area Knowledge - Human Resource - Instructional Media Knowledge - Guidance - Consultation - Research - PR Functional - Presentation Training Core Values/Org. Competenc Culture P Watanapa

Core Competencie Integrity s Achievement Motivation Responsibility Teamwork Systematic Job Planning Core Values Mastery Altruism Harmony Integrity Determination Originality Leadership P Watanapa

Managerial Visioning Competency Leadership Change Management Strategic Thinking Self Control Empowering Others Conceptual Thinking Caring and Developing Others Proactiveness Communication and P Watanapa

Strategic Axis Struct ure Strategi es VISIO N Peopl Compete e Organizational Axis ncies Infrastruct ure Cultur e Successful Transformation to P Watanapa

Human Resource Management Human Resource Planning and Information Systems Recruitment and Training and Selection Development Performance Appraisal/Management Safety, Health, Welfare and Employee Relations Compensation Management Layoffs and Terminations P Watanapa

Performance Management System Performance Coachi ng Feedba ck Planning Performance Calibration Mixed Performance Appraisal & Model Review Rewarding System Develop Performance ment Upgrading Traini ng P Watanapa

Performance Planning Ongoing Performance Review. Appraisal Coaching & Feedback Performa nce Calibratio n Rewarding System Performance Management Perform ance Upgradin g P Watanapa

Successful Performance Appraisal System Clear Management and Employee Objectives Endorsement Flexibility to Predictable Timing of Adapt Appraisal Performance Appropriate Dialogue Appraisal Form Periodic System Checks Strategic HR Management : WP Anthony, PL P Watanapa

Performance Management System Performance Faculty/De Agreement pt. Presiden Evaluation Dean Agreement Head of Dept. Agreement t University Council ระบบการประเมนผล การปฏบตงานราย บคคล เชอมโยงสการป ระเมนผลการดำเน Academic นการของหนวยงา P Watanapa Staff น/สวนงาน Agreement

Performance Management System Performance Division Agreement Presiden Evaluation t ระบบการประเมนผล การปฏบตงานราย บคคล เชอมโยงสการป ระเมนผลการดำเน Staff นการของกอง /หนว P Watanapa ยงาน Agreement Vice President Agreement Director of Division Agreement University Council

Human Resource Management Human Resource Planning and Information Systems Recruitment and Training and Selection Development Performance Appraisal/Management Safety, Health, Welfare and Employee Relations Compensation Management Layoffs and Terminations P Watanapa

Strategic Choices Performance Pay Raises versus Across- the-Board : Raises Performance Challenge of Setting Standards of Performance Against Which The Employees Can Be Compared Across-the-Board : Challenge of Keeping Highly Productive Workers Motivated and Committed to The Organization Level of Pay Secrecy Strict Pay Secrecy versus Open View on Pay Secrecy P Watanapa

Compensation System Basic Salary Broadbanding, Job Evaluation Performa Bonus nce. Specifi based Different c Rates Payment Purpos Take es Home P Watanapa