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Paradigm shifts in HR roles
Paradigm shifts in HR roles
Paradigm shifts in HR roles
Paradigm shifts in HR roles
Paradigm shifts in HR roles
Paradigm shifts in HR roles
Paradigm shifts in HR roles
Paradigm shifts in HR roles
Paradigm shifts in HR roles
Paradigm shifts in HR roles
Paradigm shifts in HR roles
Paradigm shifts in HR roles
Paradigm shifts in HR roles
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Paradigm shifts in HR roles

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  • These reflect more than just the functional input of HR policies and practices but almost all significant business measures are likely to do that. The measures are much more likely to be relevant to CEOs and senior line executives than functionally oriented ones.
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    • 1. THOSE WHO BUILD GREAT COMPANIES UNDERSTAND THAT THE ULTIMATE THROTTLE ON GROWTH FOR ANY GREAT COMPANY IS NOT MARKETS NOT TECHNOLOGY OR COMPETITION OR PRODUCTS. IT IS ONE THING ABOVE ALL OTHERS: THE ABILITY TO GET AND KEEP ENOUGH OF THE RIGHT PEOPLE JIM COLLINS
    • 2. Paradigm shifts in HR roles 27 Dec 2013
    • 3. PARADIGM SHIFTS IN HR ROLES   HR ROLE CLEARLY DIFFERENTIATED MECHANISTIC (PERSONNEL/ADMIN)     RITUALISTIC AND LEGALISTIC(IR) CEOs EYES AND EARS WITH THE ‘TROOPS” DISTINCT PROFESSIONAL CAREER PATHS REACTIVE AND ADMIN MINDSET        PEOPLE/LEADERSHIP ROLE DISTRIBUTED/DIFFUSED KNOWLEDGE MANAGEMENT RELATIONSHIP MANAGEMENT TEAMWORK NEW HYBRID ROLES PROACTIVE AND STRATEGIC MINDSET PEOPLE/LEADERSHIP EVERYONES RESPONSIBILITY
    • 4. STRATEGY FORMULATION INVOLVES--       UNDERSTANDING BUSINESS DIRECTION OF THE COMPANY UNDERSTANDING WHAT THE PRODUCT IS AND WHAT IT IS CAPABLE OF DOING UNDERSTANDING WHO THE CUSTOMERS ARE HOW THE COMPANY IS COMPETITIVELY POSITIONED IN THE MARKETPLACE UNDERSTANDING THE BASIS OF COMPETITION DEMANDING BUSINESS APPROACHES WHICH CAN BE JUSTIFIED IN MONEY TERMS EVALUATING EXPENSES AND IMPLEMENTING CHANGES THAT MAKE THE ORGANIZATION LEAN AND FLEXIBLE.
    • 5. CHALLENGE#1  MANAGING TALENT/KNOWLEDGE WORKERS AND KEEPING THEM RATIONALLY AND EMOTIONALLY ENGAGED
    • 6. CHALLENGE #2  UNDERSTANDING BUSINESS IMPERATIVES
    • 7. NEW CRITERIA FOR RATING “HR”?            Profit generated per employee (compared to industry benchmark) Salary/wages costs compared to industry median Number of talented candidates applying for advertised (and unadvertised) vacancies Time taken to satisfy customer orders, inquiries, complaints (compared to agreed service standards) Incidence of customer complaints caused by employee behaviour Cost of hire/re-hire Cost/risk due to time lost through injuries, absences, disputes Rate/cost of unplanned turnover among good performers Percentage of customers citing “service quality” or “competent, caring staff” as a competitive edge for the company Net cost of generating organisational improvements Percentage of revenue/profits coming from initiatives taken
    • 8. CHALLENGE#3  CHANGE MANAGEMENT
    • 9. VON MOLTKE SAID-- STRATEGIC PLANS DO NOT SURVIVE FIRST CONTACT WITH THE ENEMYAND HENCE MUST ALWAYS BE OPEN TO REVISION
    • 10. CHALLENGE #4  LEVERAGING TECHNOLOGY
    • 11. CHALLENGE#5  SUSTAINING TEAM PERFORMANCE
    • 12. CHALLENGE #6  TRANSITION FROM HR MANAGER TO HR LEADER
    • 13. HR TRIAD EMPLOYEE HR MANAGER LINE MANAGER

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