HR 2.0

4,825 views
4,640 views

Published on

HR 2.0 presentation at UKOUG December 2007

Published in: Business, Career
0 Comments
4 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
4,825
On SlideShare
0
From Embeds
0
Number of Embeds
547
Actions
Shares
0
Downloads
209
Comments
0
Likes
4
Embeds 0
No embeds

No notes for slide

HR 2.0

  1. 1. Introducing HR 2.0 - Scott McArthur
  2. 2. <ul><li>“ Neither of HR’s main clients – business managers and end users – are particularly satisfied with HR transformation; across those two groups, only 38% and 42% , respectively, are classified as satisfied or very satisfied ” </li></ul>HR Transformation - Myth or Reality
  3. 3. The barriers to HR success post “transformation” <ul><li>Insufficient competencies and skills of HR business partners </li></ul><ul><li>Insufficient process harmonization and transparency </li></ul><ul><li>Insufficient management support </li></ul><ul><li>Poor governance of the new service delivery model </li></ul><ul><li>Insufficient service level with regard to externalized admin services </li></ul><ul><li>Poor contract and service level agreements </li></ul><ul><li>Insufficient language coverage at the shared services centre </li></ul><ul><li>Inappropriate service hours in the shared services centre </li></ul>HRO 2007
  4. 4. <ul><li>“ After close to 20 years of hopeful rhetoric about becoming &quot;strategic partners&quot; with a &quot;seat at the table&quot; where the business decisions that matter are made, most human-resources professionals aren't nearly there. They have no seat, and the table is locked inside a conference room to which they have no key. HR people are, for most practical purposes, neither strategic nor leaders” </li></ul>Fast Company
  5. 5. The Business Delusion?
  6. 6. HR Route Map……?
  7. 7. <ul><li>“ I do not know what strategic or tactical HR means...but I do know what an expensive HR function must do for its living. The primary role for HR should be raise the maturity level of People processes in an organization. These levels are clearly defined in the People CMM framework. Most organizations (even those claiming to be doing strategic HR) are normally between level 1 and 2” CEO and CIO at Technology for Business Solutions </li></ul>McArthur’s Rant
  8. 8. HR…must create value for four groups: <ul><li>They need to foster competence and commitment among employees </li></ul><ul><li>Develop the capabilities that allow managers to execute on strategy </li></ul><ul><li>Help build relationships with customers </li></ul><ul><li>Create confidence among investors in the future value of the firm </li></ul>Fast Company
  9. 10. … and finally <ul><li>“ HR is in perpetual beta and technologists have to realise that one size will never fit all” </li></ul><ul><li>“ It is not the strongest of the species that survives, nor the most intelligent, but those most responsive to change ” Darwin </li></ul><ul><li>“… the key to successful working in the future will be agility – the ability to respond quickly to changing needs” * </li></ul><ul><li>… and this represents HR 2.0 </li></ul>* 'Tomorrow's People - Managing talent in a diverse world' ,
  10. 11. Keeping in touch <ul><li>Scott McArthur </li></ul><ul><li>+447891 363 800 </li></ul><ul><li>Blog – www.mcarthursrant.blogspot.com </li></ul>

×