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Strategisch HRM: Dirk Buyens

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Presentation given by Dirk Buyens on the 8th Vlerick HR day

Presentation given by Dirk Buyens on the 8th Vlerick HR day

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  • 1. HR – TransformatieHR op maat van de businessProf Dr Dirk Buyens
  • 2. Where did the strategic HR thinking bring us?“15 years of Dave Ulrich thinking” Crucial concepts: Back to the business Delivering added value Thinking in “outcome” language rather than input or HR Techno-language Conclusion: HR, simple & pure© Vlerick Leuven Gent Management School
  • 3. Ulrich in 1997: Multiple role model for HR Long term Management Management of strategic of transformation human resources and change Processes People Management of the Management administration of of employees the organization Short term3| © Vlerick Leuven Gent Management School | 08-06-2011 |
  • 4. Definition for HR roles Role/Cell Outcome Metaphor Activity Management of Executing Strategic Aligning HR and busi- Strategic Human strategy Partner ness strategy: “Orga- Resources nisational diagnosis” Management Building an Administrative Reengineering Orga- of Firm efficient Expert nisation Processes: Infrastructure infrastructure “Shared Services” Management Increasing em- Employee Listening and responding of Employee ployee commitment Champion to Employees: “Providing Contribution and capability resources to employees Management Creating a Change Managing transformation of Transforma- renewed Agent and change: “Ensuring tion and Change organisation capacity for change”4| © Vlerick Leuven Gent Management School | 08-06-2011 |
  • 5. Shared responsibility for HR-roles Long term Outside consultants Linemanagement Linemanagement HRM HRM Processes People HRM HRM linemanagement Outsourcing Employees Technology Short term5| © Vlerick Leuven Gent Management School | 08-06-2011 |
  • 6. Ulrich 15 years later: Common pitfalls (derailers to watch out for) 1. Action before rationale 2. HR in isolation 3. HR in increments 4. HR by individual fiat 5. Placing HR structure before business strategy 6. Efficiency equals transformation Dave Ulrich, HR Transformation, 20096| © Vlerick Leuven Gent Management School | 08-06-2011 |
  • 7. Model for HR Transformation 1 BUSINESS CONTEXT (why) 4 HR- 2 ACCOUNT- OUTCOMES ABILITY (what) (who) 3 HR REDESIGN (how) Dave Ulrich, HR Transformation, 20097| © Vlerick Leuven Gent Management School | 08-06-2011 |
  • 8. Road map for enhancing HR practices PROCESS: ENHANCING Ways to improve or reengineer HR practices HR PRACTICES ALIGN INTEGRATE INNOVATE Categories of HR practices PEOPLE CONTENT: PERFORMANCE COMMUNICATION WORK Dave Ulrich, HR Transformation, 20098| © Vlerick Leuven Gent Management School | 08-06-2011 |
  • 9. Dave Ulrich, HR Transformation, 2009 Evolution of HR rolesLATE 1990s LATE 2000s EVOLUTION OF THINKINGEmployee Employee Advocate (EA) Employees are increasingly critical to the success ofChampion organisations. EA focuses on today’s employee Human Capital HC developer focuses on how employees prepare for the (HC) Developer future.Administrative Functional Expert HR practices are central to HR value. Some HR practices areExpert delivered through administrative efficiency (such as technology), and others through policies, menus, and interventions, expanding the functional expert role.Change Agent Strategic Partner Being a strategic partner has multiple dimensions: business expert, change agent, knowledge manager, and consultant. Being a change agent represents only part of the strategic partner role.Strategic Partner Strategic Partner The view has expanded to encompass the dimensions once attributed to either the strategic partner or the change agent roles. Leader The sum of the first four roles equals leadership, but being an HR leader also has implications for leading the HR function, integrating work of other functions, ensuring9| © Vlerick Leuven Gent Management School | 08-06-2011 | corporate governance, and monitoring the HR community.
  • 10. Building Human Resources from the outside in10 | © Vlerick Leuven Gent Management School | 08-06-2011 | Dave Ulrich, HR Transformation, 2009
  • 11. Architecture for Intangibles Dave Ulrich, HR Transformation, 200911 | © Vlerick Leuven Gent Management School | 08-06-2011 |
  • 12. Defining Capabilities Individual Organization An individual’s An organization’s core Technical competence competencies An individual’s An organization’s DNA, Social leadership or personality, or interpersonal ability capability Dave Ulrich, HR Transformation, 200912 | © Vlerick Leuven Gent Management School | 08-06-2011 |
  • 13. Combining growth strategy, capability, and practices Dave Ulrich, HR Transformation, 200913 | © Vlerick Leuven Gent Management School | 08-06-2011 |
  • 14. Talent questions HR needs to address What do we mean by talent? What are the top things a leader should know about talent? How can leaders work with their HR professionals to build talent? Dave Ulrich, HR Transformation, 200914 | © Vlerick Leuven Gent Management School | 08-06-2011 |
  • 15. What do we mean by “talent”? CEO succession … building succession (The crown prince effect) High potential employees … identifying and developing early (The happy few syndrome) Leaders in key positions in het company … gaining support (The holy manager pitfall) All individuals within the company (workforce, human capital, people, employees, etc.) … increasing productivity (The flower power movement) The organization capability of building talent (culture, teamwork, process) … shaping a culture (The one size fits all paradigm)15 | © Vlerick Leuven Gent Management School | 08-06-2011 |
  • 16. TALENT = COMPETENCE X COMMITMENT X CONTRIBUTION Dave Ulrich, HR Transformation, 200916 | © Vlerick Leuven Gent Management School | 08-06-2011 |
  • 17. What doe we mean by “talent”? Talent is a systematic process (not an event) to secure general and targeted individual competencies (what people know, do, and value) and organization capabilities (not just a person, the process) that create sustainable value for multiple stakeholders (employees, customers, investors) Dave Ulrich, HR Transformation, 200917 | © Vlerick Leuven Gent Management School | 08-06-2011 |
  • 18. Matching behaviour versus performance18 | © Vlerick Leuven Gent Management School | 08-06-2011 | Dave Ulrich, HR Transformation, 2009
  • 19. Matching behaviour (potential) versus performance19 | © Vlerick Leuven Gent Management School | 08-06-2011 | Dave Ulrich, HR Transformation, 2009
  • 20. Invest in talent Strategy Definition Acquire new talent by recruiting individuals from outside B Buy or from other departments or divisions within the organization. Develop talent through training, education, formal job B Build training, job rotation, special assignments, and action learning. Partner with consultants, vendors, clients, and suppliers B Borrow outside the organization in arrangements that transfer skill and knowledge. B Boost Move the right people through the organization and into higher positions. B Retain employees with high growth potential and valued Bind talent. B Bounce Remove low-performing or under-performing individuals.20 | © Vlerick Leuven Gent Management School | 08-06-2011 | Dave Ulrich, HR Transformation, 2009
  • 21. Key attributes of HR Dave Ulrich, HR Transformation, 2009 TALENT CUTURE & STRATEGY MGR/ORG CHANGE ARCHI- DESIGNER STEWARD TECTOrganisation capabilities OPERA- BUSINESS TIONAL ALLY EXECUTORSystems & processes CREDIBLE ACTIVIST Relationships HR PROFESSIONALISM21 | © Vlerick Leuven Gent Management School | 08-06-2011 |
  • 22. In the end it is better to get HR at the board table than on the table22 | © Vlerick Leuven Gent Management School | 08-06-2011 |

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