Human capital development and talent management in asia

1. HUMAN CAPITAL AND TALENT
DRIVING INNOVATION IN ASIA
NAME STUDENT ID
MUHAMMAD ALI 1001643069
LIU MING 1001232408
NASIF CHOWDHURY 1001439325

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Introduction
Human resource management (HRM) is the governance of an
organization’s employees. HRM is sometimes referred to simply as
human resources (HR)
Strategic HRM involves designing and implementing a set of
proactive HR policies/practices that ensures that an organization’s
human capital contributes to the achievements of its corporate
objectives. Fundamental to this perspective is an assumption that
organizational performance is influenced by the set of HRM
practices in place.

3. PESTLE Analysis:
• Government Regulations – With the introduction of new workplace
compliance standards your human resources department is constantly under
pressure to stay within the law. These types of regulations influence every
process of the HR department, including hiring, training, compensation,
termination, and much more.
• Economic Conditions – One of the biggest external influences is the shape of
the current economy. Not only does it affect the talent pool, but it might affect
your ability to hire anyone at all. One of the biggest ways to prepare against
economic conditions is to not only know what’s happening in the world around
you, but also create a plan for when there is an economic downturn.
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4. PESTLE
• Technological Advancements – This is considered an external
influence because when new technologies are introduced the HR
department can start looking at how to downsize and look for ways
to save money.
• Workforce Demographics – As an older generation retires and a
new generation enters the workforce the human resources
department must look for ways to attract this new set of candidates.
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5. POTER’S FIVE FORCE ANALYSIS
• Cost leadership: In this strategy, your goal is to increase profits by
reducing costs while charging industry-standard prices, or to
increase market share by reducing the sales price while retaining
profits.
• Differentiation: This strategy aims to make the company's
products significantly different from the competition, improving
their competitiveness and value to the public. This strategy requires
both good research and development and effective sales and
marketing teams.
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6. PORTERS
• Focus: In the focus strategy, businesses select niche markets in
which to sell their goods. This strategy requires intense
understanding of the marketplace, its sellers, buyers and
competitors. The use of this strategy frequently requires the
companies to also implement a cost leadership or differentiation
position.
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7. CONTROL PARAMETER
• Five control parameters for strategic human resource management :
• i. firm size,
• ii. union status,
• iii. industry,
• iv. ownership type and
• v. country of origin for foreign firms.
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8. Example of SIA’s HUMAN RESOURCE strategy and
HUMAN CAPITAL capabilities
• SIA has achieved the holy grail of strategic success: sustainable
competitive advantage. Even though the airline industry is
extremely challenging
• given its disastrous business cycle, overcapacity, difficulty of
differentiation, high-risk profile and structural unattractiveness, SIA
has consistently outperformed its competitors throughout its three-
and-a-half decade history.
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9. Cont.
• A key challenge of implementing business-level strategies, such as effective
differentiation at SIA through service excellence and innovation combined
with superior levels of operational efficiency is the effective alignment of
functional strategies such as HR, marketing, or operations with the business
level strategy
• Our focus in this chapter is how human resource practices, a crucial aspect of
any service business, contribute to SIA’s success through creating capabilities
that support the company strategy.
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10. .cont
superior quality as well as high levels of efficiency have been part of the goals
and objectives of SIA since its founding:
• which have been to deliver the highest quality of customer service that is safe,
reliable and economical
• generate earnings that provide sufficient resources for investment and
satisfactory returns to shareholders
• adopt human resource management practices company-wide that attract,
develop, motivate and retain employees who contribute to the company’s
objectives;
and maximize productivity and utilization of all resources.
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11. Five elements of SIA strategy:
• As is inherent in service businesses, at SIA, people and especially front-line staff, are a core
part of the offering and the most visible element of the service from a customer experience
point of view.
• Based on interviews with SIA’s senior management and experienced flight crew, we have
distilled five elements that form the cornerstones of SIA’s human resource management and
reinforce its service excellence strategy. Those five elements are:
• (1) stringent selection and recruitment processes;
• (2) extensive training and retraining of employees;
• (3) formation of successful service delivery teams;
• (4) empowerment of front-line staff; and
• (5) motivation of employees. Even though these service elements are simple to state, few firms
have been able to implement systems that deliver the desired results consistently and seemingly
effortlessly, and are hard to imitate at the same level of sophistication by competitors.
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12. Recommendations:
• 1. Extensive training is needed to firm performance (financial and
HR).
• 2. Selective staffing is necessary to firm performance.
• 3. Empowerment is important to firm performance.
• 4. Performance appraisal is necessary to firm performance.
• 5. Broad job design is needed to firm performance.
• 6. Performance-based pay is important to firm performance.
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13. RECOMMANDATIONS
• The following steps are necessary to measure a firm’s strategic
HRM system :
• i. selective staffing,
• ii. extensive training,
• iii. empowerment,
• iv. performance evaluation,
• v. broad job design and
• vi. performance-based pay
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14. CONCLUSION
Different aspects of performance could be affected by different
strategic human resource management, human capital capabilities
parameters. For a company promoting financial performance,
performance appraisal appears to be the most important issue to
tackle. On the other hand, companies interested in enhancing human
capital capabilities may emphasize the need for empowerment and
training. Firms that organize strategic human resource practices into
systems consistent with their culture and organizational strategy do in
fact perform better and develop human capital capabilities.
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15. REFERENCES
• https://www.pwc.com/sg/en/breaking-out-of-the-talent-
spiral/assets/saratoga_brkgoutoftalentspiral_201204.pdf
• https://www2.deloitte.com/content/dam/Deloitte/sg/Documents/hu
man-capital/sea-hc-human-capital-trends-2015-southeast-asia-
edition-noexp.pdf
• https://www2.deloitte.com/content/dam/Deloitte/at/Documents/hum
an-capital/hc-trends-2015.pdf
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16. QUES?
THANK YOU
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