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Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
Changing Role Of The Human Resource Function
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Changing Role Of The Human Resource Function

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Suggests an HR solution to the current global unrest that is able to create a migration from the 99% to the 1%

Suggests an HR solution to the current global unrest that is able to create a migration from the 99% to the 1%

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  • 1. 8 De-Bangler Street Gboko, Benue State www.agapecon.4t.com 0703-430-2486/0808-080-2046
  • 2. Changing Role of the Human Resource Function:Toward a Precise HR By Peter Anyebe
  • 3. Trace the path to a precise HRFlash the light on the enormity of theresponsibility that HR practitioners have tohumanityLink the global labour unrest to the currentlimitations of HR, that has stagnated asadministrative partners; and is yet to make aclear shift to strategic partners, andsubsequently precise executivesPresent the value creation model as anobjective conceptual basis for the shift 3
  • 4. Precise ExecutiveStrategic PartnerAdministrative Associated With:Partner Skills Competencies Maintenance 4
  • 5. Competencies are a critical tool in workforceand succession planning.At a minimum, they are a means to: Identify capabilities, attitudes, and attributes needed to meet current and future staffing needs as organizational priorities and strategies shift, and Focus employee development efforts to eliminate the gap between capabilities needed and those available. 5
  • 6. A list of competencies, often organizedinto five or more groupings orclusters, attributable to satisfactory orexceptional employee performance foran occupation (e.g.managers, auditors, etc.) or group oftitles.Basis for Appraisal Forms: Competencies + 6
  • 7. Competencies Ratings: EX - Exceeds Expectations Leadership M - Meets Expectations M- - Meets Expectations (-) Accountability ND - Needs Improvement - Developing Decisiveness NP - Needs Improvement Change Management - Performance Issue U - Unacceptable. Innovative Thinking Encouraging Customer Focus Productivity Managing Employee Performance Ethics and Business Conduct 7
  • 8. Competencies Member Focus Committed to Organization Integrity / Trust Action-Oriented / Empowered Highly Efficient / Resourceful Communication Skills Ratings: Technical Skills Far Exceeds Performance Standards Exceeds Performance Standards Employee Strengths Meets Performance Standards Needs Improvement and Accomplishments 8
  • 9. LeadershipFunctionalCoreCompetencies are at the heart of strategic HR 9
  • 10. The capacity toPerform at Task by theStandard Procedure The standard procedure is the kernel of the value creation model 10
  • 11. Performance Management is about:The right work force, CIn the right environment, EBDelivering profitable business growth, ROI Ralph ChristensenEquivalently, Value Creation concerns: People Value, C Value of the Business Environment, EB Organisational Value, ROI Agape Consultants 11
  • 12. People are valuable to the extent that: The Link between they turn what theyPeople Value, C & Organisational know 1 Value, ROI C ROI into what they do 1.02 100 C = 1.04 50 1.07 30 1 – 1/X, 1.11 20 1.22 10 ROI = 2X – 1 2.0 3 Organisations 3.0 2 C = Character of Consistency 5.0 1.5 are valuable to ROI = Return on Investment the extent that: they turn theGiven the factor-C, Factor-C intoROI would be determined automatically; ROIsubject to the Business Environment, EB 12
  • 13. MI = √(PfI x EB), Pf = 1 / (1 – 1/FP), PfI = 1 – 1/Pf, Fp = (FA x FC) EB = Rw/2, FC = √n / √n’,MI = Maturation Index FC > 1PfI = Performance IndexEB = Value Business Environment FC = 1/ FC + 1,Rw = Reward Index FC < 1Nu = Number of Essentials Identifiablef0 = The Personal Order FA = 1/(RES x RGT),Po = Power Index 1 ≤ FA ≤ 2RES = Response AbilityRGT = Appropriateness of Response FA = 1/ FA + 2, FA < 1 13
  • 14. The Business Rgt = (%Nd/100)/S Environment Res = (1 – S)/(%Wk/100) %Wk = 100(CWk/C’)Res = Rgt, %Nd = 100(CNd/C’) Po → 1CNd = LogC/Log(1/S)CWk = 1 – 1/3 S C/C’: r = 0.99Res = Responses to Stimuli, Performance?Rgt = Quality (appropriateness) of ResponsesCWk = Energy Expended on the Reconstruction of the Standard ProcedureCNd = Energy Expended on Overcoming Obstacles, EB?C’ = Motive Strength (C’ = CWk + CNd)S = Index of Soul 14
  • 15. Rw = √(Nu2/Nu’), Rw ≤ 2.00 Nu’ = f1, Derived on the PMM f0 = Po Po = RES / RGT f0 = 4(1 – 1/√Z). z = ½ (4 – 1/√f1)f1 = Perception Index, N = 5f0 = Sensation Index N = 1 The Perception Model of Mind, PMM 15
  • 16. NI = 2(ϕx – 0.5), x = Nu,ϕx = 1 – Qt(C1t + C2t + C3t + C4t +C5t) t = 1 / (1 + Px) (-(X2/2)) 0.2316419 C = ϕt = 1 / √(2π) x e P= 1 0.31938153 C2 = 0.356563782 e = 2.7183 C3 = 1.78147837 π = 3.141 C4 = -1.821255978 Hastings’ Approximation of the C5 = 1.330274429 Normal Distribution Function 16
  • 17. Given Pc, Rn, Vc, and √n therefore;The factors S, F, and C are determined,for L = 1/C F2 ; S = 1/√LWhich form the basis for deriving the other factors.Pc, Rn, Vc, and √n are measured on their various kitsCWk and CNd are derived from the factors C and S;They define the expenditure of motivestrength or commitment, C’Nu, Po, and Ps are derived from the factor-F 17
  • 18. RES and RGT quantify the consistencyof the performance at taskMI and NI are correlated at r = 0.9962;They establish the factors CWk, CNd,RES, RGT and PfI in factThen ROI, Rw, Nu, Po, and Ps arealso establishedThe calibration of the Pc, Rn, Vc, and √nkits is based on the standard procedure 18
  • 19. 1. Reward Systems 2. Training Systems 3. Work Processes 4. Talent Systems Talent is the engine behind the creation of all value Leverage on talent to win in the market place Talent can be Talent is when tasks are performed by the learned standard procedureRecall the 10,000hr Rule by Malcolm Gladwell 19
  • 20. Only about 1%of people responsibility It is the of HR to createattain thisthe growthof this %age incapacity wealth creators 20
  • 21. T-AID Retention:Performance Planning EmploymentAppraisal and Review Appraisal Skill GapFeedback RewardReward Succession PlanningImprovement Plans CapacityAppraisal of Potential Assessment 21
  • 22. Business performanceobjectives for individualsand teamsPersonal performanceSalary and compensationreviewEmployee development 22
  • 23. Keep track of(growth) improvedperformance on the80 – 20 continuum Recall the Pareto Principle 23
  • 24. Integration, Nu ≥ 4.00Adjustment, 2.00 < Nu < 4.00Adaptation, Nu ≥ 2.00f0 = 4(1 – 1/√Z). z = ½ (4 – 1/√f1), Nu = f1 f1 = Perception Index, N = 5 f0 = Sensation Index N = 1 The Perception Model of Mind, PMM 24
  • 25. The Character Model Stimulus F, f0 Attitude F1 F2 Motivation RnPc Ability Pc Rn √n Personality, F C1 C2 Response C, ROI √n Links Sensation, f0 to the creation of Value, ROI for economic Decisions and Actions 25
  • 26. The Model of LearningWill: Motive Strength, C’ (A) Emotion (Heart?): Purpose (Desire?) Process (L) Desire and Process are both stored in Heart Memory,Intellect: Process, f0 L = F2 (Émile Coué) Thought, (F) Learning is rooted in Desire Leadership (Fulfilment): The strength available for accomplishment is determined when desire registers in the will Vision Motive strength is expended by the intellect, Drive/Commitmentin process derivation Skill 26
  • 27. Character of Consistency, C Vagaries of the Environment, EB Standard Procedure, MI Process, f0 10. Vision Labour Purpose, F 9. Skill 12. Management 8. Commitment 11. Entrepreneur1. Standard Procedure Leadership2. Process 6. Performance3. Purpose 5. Character of Consistency4. Vagaries of Environment 27
  • 28. The HR Hierarchy Path of growth:Entrepreneur, RnManagement, PcLeadership, VcLabour, √n 28
  • 29. Performance would be optimum when the following are clarified:What, Purpose Definition Vagaries of the Environment, EBHow, Process Maturation Character of Consistency, CStandard Procedure, MI ≥ 0.99.96This is achieved when the following analysis are The following hierarchy done objectively and on the same scale of also needs be installed: measurement: Entrepreneur, Rn Employment, C Management, Pc Appraisal, PfI Leadership, Vc Skill Gap, f0 Labour, √n Reward, Rw In the end, the following would be aligned: Succession Planning, MI Talent Profession Capacity Assessment, Org-K Job 29

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