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A survey of some organisations prove that
during reform HR departments focus the utmost
attention on employee issues, and as a result fail
to align corporate issues besides paying little or
no attention to HR issues.
The primary course of action in managing HR
issues relating to reform focus on identification
and delineation of established objectives
earmarked for that reform.
Mapping Corporate Objectives to
Componental HR Value Propositions
Reverse • Functional Offerings
Source: Elijah Ezendu, The Business of HR
W h a t a r e t h e r e f o r m o b j e c t i v e s ?
W h a t a r e t h e i m p l i c a t i o n s o f e a c h o b j e c t i v e ?
HR Contribution Ascertainment
HR contribution ascertainment involves multi-layered
review of specified corporate objectives
for purpose of identifying the most fitting set of
human resources objectives that their
accomplishment would provide the required
level of HR business values for achieving those
Success of Reform Versus
Contributable HR Business Values
The success of a corporate reform programme
depends on the level of contributable HR
If Contributable HR Business Values < Requirement, the
corporate reform = failure.
If Contributable HR Business Values ≥ Requirement,
then the corporate reform would proceed successfully
on condition that additional requirement such as
finance had been fulfilled.
The value chain concept was developed by Prof.
Michael Porter for describing activities that
occur within and around an organisation and
relating them to its competitive strength.
• It differentiates primary activities from non-core
that are regarded as support activities.
• It provides for identification of key activities in
every functional silo as part of the value chain
of an organisation.
Value Chain Concept
Source: M.E. Porter, Competitive Advantage, Creating and Sustaining Superior Performance
Value Chain Snapshot
In a scenario where the value chain snapshot of
an organisation highlights some key activities in
HR function as part of the value chain, whereas
they are non-value adding activities; they would
crystallize as invalid links in the value chain, and
indicate quandary, dissonance, nonconforming
focus, miscarriage of resources, in addition to
Where Business Value Shows Up
Fortunately, there are only five places in a business where we can see
the value of our work. These are the same for any type of
organization, whether it’s a commercial enterprise, a government
entity, or a non-profit group (similar to how accounting practices are
essentially the same across each type).
We can identify business value by asking the following questions about
the end results of our project:
•Will it increase revenue?
•Will it decrease expenses?
•Will it bring in new customers?
•Will it bring in more money from existing customers?
•Will it increase shareholder/taxpayer value?
Depending on the nature of our business, a given project could affect
any of these value areas. It could increase revenues or decrease
expenses. In fact, sometimes a project could affect two or three
simultaneously, such as increase revenues, bring in more new
customers, and increase revenue from existing customers.
Source: Jared Spool, Identifying Business Value of What We Do
Business Alignment is occasioned by placement
of key activities with content and direction that
are geared for achievement of organisational
Effective Business Alignment of HR Function
shall occur when every activity output from
each section of HR contributes fittingly to
organisational pool of output earmarked for
generating product or service.
HR Value vs. Business Goal
Contemporary HR Value had been self-centred
and somewhat disconnected from business goal
orientated perspective. That’s why such output
is not identified as ‘value adding result’ in
corporate strategic outlay.
Effective Business Alignment of HR Function
implies every component of HR system,
structure, policy, procedures, initiatives,
objectives and strategy must be focused on
provisioning of excellent enablement for
achievement of organisational goals. This should
be the HR Thrust.
Best Practices – How to Bridge the Business Divide
•Evaluate current opportunity with the business
# Bringing insight to investment decisions
# Building future value through today’s forums
# Bridging the people visibility gap
# Removing barriers and optimize performance
•Develop platforms for strategic conversation
•Transform HR Business Partners into strategic advisors
Source: Amy Wilson, Wilson Insight
The Top 10 Best Practices of
High Impact HR Organisations
1. Structured governance and business case development
2. Developing advanced workforce planning capabilities
3. Implementing the “right” HR philosophies
4. Reducing administrative work for HR Business Partners
5. Implementing flexible HR organisation design
6. Improving employee-facing HR systems
7. Measuring both HR operational and business metrics
8. Developing internal HR skills
9. Improving line manager capabilities
10. Outsourcing HR services strategically
Source: John Hollon, TLNT- The Business of HR
Current Changes in Nature of Work
• Flow Dynamics
• Applicable Technology
Major Drivers for Changing Nature of Work
• Customer Values
• Transitory Technology
• Organizational Agility
• Expansive Career Thrust
• Financial Leverage
• Operational Mobility
• Global Labour Convergence
• Advancement in Capacity Management
• Advancement in Lean Enterprise
• Advancement in Process Based Management
Impact of Changing Nature of Work on Organisation
• Flatter Structures
• Increase in Project Groups
• More Emphasis on Cross-Functional Teams
• Rise of Kaizen Philosophy that Quickens Reform
• More Complex Reporting Relationships
• Increase in Interactive Bonds Between Top and
Bottom thereby boosting holistic performance
• Indistinct Boundaries
The corporate reform implementation will not
meet a static work environment but a fleeting
pattern in the nature of work. All the dynamic
components of work must be aligned for optimal
achievement of stated reform objectives.
Competency Framework can be applied in
ensuring that every position in the organisation
shall be effectively manned by a worker who
possesses the fitting competence, thus
guaranteeing required performance.
What is Competency?
“Observable performance dimensions, including
individual knowledge, skills, attitudes, and
behaviours, as well as collective team, process,
and organizational capabilities, that are linked
to high performance, and provide the
organization with sustainable competitive
(Arvy & Orth).
Competence vs. Competency
In the past, HR professionals have tended to draw a clear
distinction between 'competences' and 'competencies'. The
term ‘competence’ (competences) was used to describe what
people need to do to perform a job and was concerned with
effect and output rather than effort and input. ‘Competency’
(competencies) described the behaviour that lies behind
competent performance, such as critical thinking or analytical
skills, and described what people bring to the job. However, in
recent years, there has been growing awareness that job
performance requires a mix of behaviour, attitude and action
and hence the two terms are now more often used
A ‘competency framework’ is a structure that
sets out and defines each individual competency
(such as problem-solving or people
management) required by individuals working in
an organisation or part of an organisation.
Components of a Competency Framework
A competency framework consists of Behavioural indicators, Competencies and Competency clusters.
These are examples of behaviours that would be observed when someone demonstrates competence. They
are the building blocks of the competency framework. For example behavioural indicators for the competency
“Teamwork Work and Collaboration” are:
Identifies when team members need support and provide it.
Shares knowledge and information willingly with others.
Collaborates effectively in meetings and informal interactions.
This is a set of behaviours, which demonstrates that a person has the abilities, knowledge, skills and personal
attributes to do the job competently.
The best way to describe competencies is to use behavioural language that describes the actions needed to
achieve the organisation’s goals. For example the competency “Teamwork” is described as “Works with others
to cooperatively accomplish objectives”.
These are individual competencies that are grouped into competency clusters. For example the competency
“Teamwork” forms part of the competency cluster “Working With Others”. Other competencies that would
form part of this cluster are, “Influencing and Persuading”, “Building Relationships”, “Managing Others”, etc.
Progression in Competency
Progression in competency depends on the
Configuration of Mastery Levels
Size of Mastery Levels depends on the following:
•Hierarchical Layer Variance
•Organisational Dynamics Philosophy
Progress from one Mastery Level to another is
characterised by calibrated increase in
proficiency which synchronises with
performance requirement at that level for
effective contribution to business goals.
Causal Mode of Organisational Performance & Change
Work Unit Climate
Mission & Strategy
Task and Ind. Skills
Systems (Policies &
Adapted from Burke and Litwin
Performance in Change
In accordance with Burke-Litwin Model, change
occurs in response to external environment and
affects transformational factors that in turn
impact transactional factors thereby influencing
motivation and finally determines performance.
Dr. Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise
in HR, OD, Competitive Intelligence, Strategy, Restructuring, Business Development, Sales & Marketing,
Interim Management, CSR, Leadership, Project & Programme Management, Cost Management,
Outsourcing, Franchising, Intellectual Capital, eBusiness, Social Media, Software Architecture, Cloud
Computing, eLearning & International Business. He holds proprietary rights of various systems. He is
currently CEO, Rubiini (UAE); Hon. President, Worldwide Independent Inventors Association; Special
Advisor, RTEAN; Director, MMNA Investments Limited. He had functioned as Chair, International Board
of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training),
Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management
Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Turnaround
Project Director, Consolidated Business Holdings Limited; Lead Consultant/ Partner, JK Michaels;
Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles),
Fortuna, Gambia & Malta; Director, The Greens; Chief Advisor/Partner, D & E; Vice Chairman, Refined
Shipping; Director of Programmes & Governing Council Member, Institute of Business Development,
Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of
Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of
Nigeria; Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke Akintola
University of Technology, Nigeria; Editor-in-Chief & Chairman of Editorial Board, Cost Management
Journal; National Executive Council Member, Institute of Internal Auditors of Nigeria; Member, Board of
Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business
Administration and Fellowship of Several Professional Institutes in North America, UK & Nigeria. He is
an author & widely featured speaker in workshops, conferences & retreats. He was involved in
developing Specialist Master’s Degree Course Content for Ladoke Akintola University of Technology
(Nigeria) and Jones International University (USA). He holds Interim Management Assignments on
Boards of Companies as Non-Executive Director.