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

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HR for HR Presentation Transcript

  • 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