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HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
HR for HR
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HR for HR

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HR for HR seminar by Prof. Dr. Aung Tun Thet …

HR for HR seminar by Prof. Dr. Aung Tun Thet
1:30 - 4:00 PM
25th May 2014
UMFCCI

Published in: Recruiting & HR, Business
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  • ဆရာႀကီးေျပာျပေပးသြားတာအရမ္းေကာင္းပါတယ္.....
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  • 1. HR for HR Prof.Dr.Aung Tun Thet Adding Value and Delivering Results
  • 2. • “Our progress as a nation can be no swifter than our progress in education. • The human mind is our fundamental resource.”
  • 3. Audience HR Community HR Professionals MSHRM
  • 4. Messages 1. Role and function of HR in organizations 2. HR in HR practices
  • 5. Four roles or deliverables for HR 1. Management of Strategic HR 2. Firm infrastructure 3. Employee contribution 4. Transformation and Change
  • 6. “Doing HR for HR”
  • 7. New way of thinking and doing HR  Cobbler’s unshod children  Design systems; give advice; help others  Do not apply HR principles to themselves
  • 8. “Doing HR for HR” Strategic HR HR Strategy HR Orgnization
  • 9. Three Issues  Related  Focus on business success
  • 10. Strategic HR: Turning Business Strategies Into HR Priorities
  • 11. Strategic Challenge  Moving from business strategy to HR Plan to HR practices
  • 12. Strategic Planning 1. Strategic Formulation 2. Strategic Implementation
  • 13. Strategy Formulation without Implementation: Unfulfilled Promises Three purposes of Strategy 1.Future direction for business - vision, mission 2.Allocate resources 3.Commitment
  • 14. Strategy Implementation  Follows formulation  Organizational practices aligned with business strategy
  • 15. Strategic HR and Fulfilment of Strategic Promises: Defining Capabilities  “Organizational Capability” - processes and capabilities to make strategy happen  Capabilities - important link between formulation and implementation
  • 16. Corporate HR Strategy: Six Foci 1. Performance-driven culture 2. Marketplace competitiveness 3. Valuing differences 4. Continual learning and development 5. World-class leadership 6. Environment
  • 17. Strategic Planning Process • Three basic questions 1.Business issues: Major issues faced 2.Organizational Capabilities: Organisational capabilities required to meet business goals 3.HR practices: Leverage HR practices to create, reinforce and sustain needed capabilities
  • 18. HR Strategy: Shaping HR Function
  • 19. HR Strategy  Value created by HR function  Work done by HR professionals add value  Shapes HR function:  Define deliverables and outcomes  Justifying resources  Setting priorities
  • 20. HR Strategies 1. Vision 2. Mission 3. Values 4. Stakeholders 5. Initiatives 6. Priorities(Goals/Objectives) 7. Actions 8. Measures
  • 21. HR Vision Statement  Ensure improved business performance and competitive advantage  Enabe managers to build, develop and manage employees  Products and services add value and build organisational capability
  • 22. HR Strategic Architecture: Future Situation
  • 23. Management Capability  Customer-focused  Strategic and results oriented  Change agents  Intelligent risk-takers
  • 24. Management Capability  People builders  Team players  Continual learners  Respected
  • 25. Employee Commitment Access to resources to meet needs Contribute to organizational outcomes Take initiatives
  • 26. Employee Commitment Contributions recognized and shared Compensation and benefits competitive Safe work environment provided
  • 27. Organizational Effectiveness Fulfils mission, strategies and goals Processes tied to strategies and performance Processes flexible and adaptable
  • 28. Organizational Effectiveness Capacity for change Resources leveraged across organisation Work teams used effectively HR information system interactive
  • 29. Administrative Efficiency 100% fulfillment of commitments Effective and timely delivery of HR services No ‘non-value added services or duplication Continuous improvement of processes Compliance with policy, laws and regulations
  • 30. HR Strategic Architecture: Strategic Direction
  • 31. Guiding Principles Core values Partnering HR processes add value Fast, flexible and cost effective delivery Maintain priorities Continuous learning opportunities
  • 32. People Right people, right jobs Aligned workforce Communications Teaming for results
  • 33. People Diverse workforce Continuous learning Recognition/Reward
  • 34. Performance Management Process Results-driven Facts-based and documented Infrastructure Centres of Expertise
  • 35. External Influences Globalization Rapid technological change Demanding customer requirements Innovation
  • 36. External Influences Sourcing talent Partnering Competition
  • 37. HR Organization: Organization Diagnosis to build HR infrastructure
  • 38. HR Organization Road Map Four-step process
  • 39. Step 1: Define Organizational Architecture Six factors 1.Shared mindset 2.Competence 3.Consequence
  • 40. Step 1: Define Organizational Architecture Six factors 4.Governance 5.Work process/Capacity for change 6.Leadership
  • 41. Step 2: Assessment Process Probing strengths and weaknesses of HR organisation
  • 42. Assessment: Does HR Organization have? Factors Right Shared Mindset Required competencies (knowledge, skills, abilities) Right Performance Management System (measures, rewards, incentives)
  • 43. Assessment: Does HR Organization have? Factors Right organisational structure, communication and policies Ability to improve, learn and change Right Leadership
  • 44. Step 3: Provide Leadership in Improvement Practices Shared Mindset Clear vision and mission Common identity
  • 45. Step 3: Provide Leadership in Improvement Practices Competence Four: 1.Knowledge of business 2.Delivery of HR 3.Management of Change 4.Personal credibility
  • 46. Competencies Three options: 1.Buy 2.Build 3.Borrow
  • 47. Buying Competencies Talent from outside Targeted Not wholesale outsourcing
  • 48. Building Competencies Upgrading skills and knowledge of current HR professionals Training and Development Formal training Job assignments Career mobility Task Force assignments
  • 49. Borrowing Competencies Outsourcing Joint Venture Partnership Alliance
  • 50. Consequences Standards and measures of HR professionals Performance Management Systems
  • 51. Performance Management System (PMS) HR professionals their worst enemies Design and advocate company’s PMS Do not apply in HR Departments
  • 52. Performance Management System (PMS) Three goals Set standards for expectations from HR professionals 1. Behavioural - what HR professional should do 2. Outcomes - what HR professionals accomplish 3. Understandable, Controllable, Significant, Shared Commitment
  • 53. Performance Management System (PMS) • Rewards contingent on meeting standards • Financial and non-financial
  • 54. Performance Management System (PMS) Collect and share feedback on results Self-monitoring Timely, Helpful, Candid Performance Reviews
  • 55. Governance Organization structure for delivering HR Communication - HR agendas, goals, activities, results Fair and equitable administration of policies Model for how to treat staff Restructuring work, communication, marketing of ideas
  • 56. Work Process/Capacity for Change Speed, agility and responsiveness Taking risks Understanding processes for making change quickly Trailblazers imbedded in policies and procedures
  • 57. HR Leadership Report to CEO Create and transform organisational culture Top-quality Many hats “Leader-Managers”
  • 58. Step 4: Set Priorities Focus attention on few critical issues Criteria: Impact Implementability
  • 59. Differences among Strategic HR, HR Strategy and HR Organization
  • 60. Purpose Strategic Intent HR Strategy HR Organization Translating business strategies into organisational capabilities and into HR practices Building strategy, organisation and action plan making HR function/department more effective Crafting, designing and improving HR function to deliver HR services
  • 61. Owners Strategic Intent HR Strategy HR Organization Business results through HR practices Effectiveness and Efficiency of HR practices Effectiveness and Efficiency of HR function
  • 62. Audience Strategic Intent HR Strategy HR Organization • Managers • Employees • Customers • Investors • HR professionals • Line Managers • HR professionals
  • 63. Roles Strategic Intent HR Strategy HR Organization • Line Manager as owner • HR professionals as facilitator • Line Manager as investor • HR professionals as creator • Line Manager as investor • HR professionals as leader
  • 64. Summary: HR for HR
  • 65. HR Professionals Helping others and themselves HR principles applied to HR function Management three sets of activities 1. Strategic HR 2. HR Strategy 3. HR Organization
  • 66. HR Professionals Model principles we preach Credible Successful business partners
  • 67. Human Resources • Like natural resources • Buried deep • Not lying on surface • Have to look

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