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Shaping The Role Of Hr Tactics For Strategic Change
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Shaping The Role Of Hr Tactics For Strategic Change

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  • Welcome comment… Introduce self ……. Manage audience expectations………. ASK: What would make the next hour a good use of your time? What would you like to leave here knowing?

Transcript

  • 1. SHAPING THE ROLE OF HR: Tactics for Strategic Change Dan Scotti Training and Learning Development
  • 2. SESSION OBJECTIVES
    • Broaden perspectives
    • Challenge the conventional wisdom regarding HRM
    • Peek into the future
  • 3. Survey Says…..
    • A recent survey by the Towers Perrin Group revealed that:
      • 50% of HR professionals see themselves as strategic business partners within their organizations
      • But only 17% of HR professionals say they are invited to participate in the initial stages of major enterprise initiatives
  • 4. Closing the Gap Requires
    • A change in mindset
        • HR
        • The Enterprise
    • Continuing to performing the basic functions well
    • Organizational Literacy
    • Courageous Leadership
  • 5. A New Mindset: HR as an Investment, Rather than an Expense
    • Historically: HR and people were not considered tangible assets. The ‘means of production’ was a machine bolted to the factory floor. People merely operated it.
    • Today: The intangible of human capital (what people know + their level of commitment to the organization) is the prime driver of organizational results.
  • 6. A New Paradigm
    • HR is shifting from focusing on the organization of the business to focusing on the business of the organization
  • 7. The Goal
    • The intent of the new HR paradigm is to achieve alignment among the
            • Strategy
            • Structure
            • Culture
    • of the enterprise.
  • 8. Strategic HR
    • Focus
    • Alignment
    • Process integration
    • Information management
    • Innovation
    • Measurable results
  • 9. Strategic HR
    • Partner
    • Change agent
    • Passionate about people as the source of organizational success
  • 10. The Foundation
    • Traditional HR Functions
    • Employment
    • Compensation
    • Benefits
    • Training/Development
  • 11. Just a Thought
    • If you keep on doing what you’ve always done, you’ll keep on getting what you always got………
  • 12. Emerging Functions
    • Additional value added:
    • Multi level performance analysis – people, teams, the organization
    • Aligning HR process to drive organizational results
    • HR as a component in the enterprise value proposition, in vision & mission achievement
  • 13. High Gain HR Questions
    • How do people create value for the organization?
    • How does HR contribute to and measure the value creation process?
  • 14.  
  • 15. HR Evolution:Personnel” Technical correctness Paradigm The enforcer Metaphor Payroll & benefit administration Job descriptions/standards Training Compliance Products/Services Rule knowledge Process efficiency Key Strategies Cost minimized Financial Focus Transactions Compliance Record keeping Functions
  • 16. HR Evolution: “Human Resources” Process Improvement Paradigm Business Partner Metaphor Recruiting, Performance evaluation, Payroll, Position management, Employee relations, Training & Development, Risk management Products/services HR practices Business context Key strategies Cost control Financial focus Advisory services Problem solving Operational issues Functions
  • 17. HR Evolution: “Human Capital” Transformation Paradigm Strategic Partner Metaphor Human capital planning, Talent management, Leadership development & succession planning, Performance culture, Competency systems, Metrics Products/services Systems thinking Strategic consulting Key strategies Investment analysis (ROI) Financial focus Capacity building Opportunity identification Strategic issues Functions
  • 18. HR Strategic Architecture HR Function HR professionals with strategic competencies to deliver products/services that drive organizational success HR System Performance driven, strategically aligned policies & practices Human Performance Strategically focused competencies, motivation, skills, capabilities
  • 19. The Strategic HR Model Strategic HR Leadership The HR Value Proposition: Linkage to Results Business Literacy: HR knows the business Doing the ‘basics’ well Know the HRBOK Personal credibility of the HR practitioner
  • 20. An Emerging HR Mindset
    • Focused on adding value for the customer
    • Proactive
    • Willing to assume risk
    • Results driven
  • 21. HR Best Practices 37 8 Qualified applicants per hire 30% 4% % hired based on a validated selection test 95% 52% 41% 4% % employees receiving performance appraisal 360 feedback 117 72 35 13 Annual training hours: Per new employee Per experienced employee Top 10% Bottom 10% HR Practice Measures
  • 22. Tactic: A Consultative Approach
    • A phased, modular, repeatable and iterative process for HR professionals so that customer relationships are enhanced.
      • Strengthen the HR value proposition
      • Create enterprise HR bench strength
      • Manage HR professionals as an enterprise asset
  • 23. A Best Practice: HR Consulting
    • Setting the Stage
    • Entering, Scoping, Contracting
    • Diagnosis
    • Determining Action, Planning, Implementation
    • Assessing, Closing
  • 24. Skills
    • For each Phase:
      • Structure
      • Challenges
      • A set of consultative skills
    • An Action Learning Activity to transcend the learning
  • 25. HR CHALLENGES
    • Focus strategically- act tactically
    • Assessment
      • Develop/apply new measures
      • Audit measures
      • Analyze & report
    • Change planning and implementation
    • Continuous improvement
  • 26. A Couple of Closing Thoughts
    • Be careful of yesterday’s success, because success tastes so good it dulls the appetite for risk…..
    • The significant problems in life cannot be solved from the same mode of thinking that created them………