Shaping The Role Of Hr Tactics For Strategic Change


Published on

Published in: Business, Technology
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Welcome comment… Introduce self ……. Manage audience expectations………. ASK: What would make the next hour a good use of your time? What would you like to leave here knowing?
  • Shaping The Role Of Hr Tactics For Strategic Change

    1. 1. SHAPING THE ROLE OF HR: Tactics for Strategic Change Dan Scotti Training and Learning Development
    2. 2. SESSION OBJECTIVES <ul><li>Broaden perspectives </li></ul><ul><li>Challenge the conventional wisdom regarding HRM </li></ul><ul><li>Peek into the future </li></ul>
    3. 3. Survey Says….. <ul><li>A recent survey by the Towers Perrin Group revealed that: </li></ul><ul><ul><li>50% of HR professionals see themselves as strategic business partners within their organizations </li></ul></ul><ul><ul><li>But only 17% of HR professionals say they are invited to participate in the initial stages of major enterprise initiatives </li></ul></ul>
    4. 4. Closing the Gap Requires <ul><li>A change in mindset </li></ul><ul><ul><ul><li>HR </li></ul></ul></ul><ul><ul><ul><li>The Enterprise </li></ul></ul></ul><ul><li>Continuing to performing the basic functions well </li></ul><ul><li>Organizational Literacy </li></ul><ul><li>Courageous Leadership </li></ul>
    5. 5. A New Mindset: HR as an Investment, Rather than an Expense <ul><li>Historically: HR and people were not considered tangible assets. The ‘means of production’ was a machine bolted to the factory floor. People merely operated it. </li></ul><ul><li>Today: The intangible of human capital (what people know + their level of commitment to the organization) is the prime driver of organizational results. </li></ul>
    6. 6. A New Paradigm <ul><li>HR is shifting from focusing on the organization of the business to focusing on the business of the organization </li></ul>
    7. 7. The Goal <ul><li>The intent of the new HR paradigm is to achieve alignment among the </li></ul><ul><ul><ul><ul><ul><li>Strategy </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Structure </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Culture </li></ul></ul></ul></ul></ul><ul><li>of the enterprise. </li></ul>
    8. 8. Strategic HR <ul><li>Focus </li></ul><ul><li>Alignment </li></ul><ul><li>Process integration </li></ul><ul><li>Information management </li></ul><ul><li>Innovation </li></ul><ul><li>Measurable results </li></ul>
    9. 9. Strategic HR <ul><li>Partner </li></ul><ul><li>Change agent </li></ul><ul><li>Passionate about people as the source of organizational success </li></ul>
    10. 10. The Foundation <ul><li>Traditional HR Functions </li></ul><ul><li>Employment </li></ul><ul><li>Compensation </li></ul><ul><li>Benefits </li></ul><ul><li>Training/Development </li></ul>
    11. 11. Just a Thought <ul><li>If you keep on doing what you’ve always done, you’ll keep on getting what you always got……… </li></ul>
    12. 12. Emerging Functions <ul><li>Additional value added: </li></ul><ul><li>Multi level performance analysis – people, teams, the organization </li></ul><ul><li>Aligning HR process to drive organizational results </li></ul><ul><li>HR as a component in the enterprise value proposition, in vision & mission achievement </li></ul>
    13. 13. High Gain HR Questions <ul><li>How do people create value for the organization? </li></ul><ul><li>How does HR contribute to and measure the value creation process? </li></ul>
    14. 15. HR Evolution:Personnel” Technical correctness Paradigm The enforcer Metaphor Payroll & benefit administration Job descriptions/standards Training Compliance Products/Services Rule knowledge Process efficiency Key Strategies Cost minimized Financial Focus Transactions Compliance Record keeping Functions
    15. 16. HR Evolution: “Human Resources” Process Improvement Paradigm Business Partner Metaphor Recruiting, Performance evaluation, Payroll, Position management, Employee relations, Training & Development, Risk management Products/services HR practices Business context Key strategies Cost control Financial focus Advisory services Problem solving Operational issues Functions
    16. 17. HR Evolution: “Human Capital” Transformation Paradigm Strategic Partner Metaphor Human capital planning, Talent management, Leadership development & succession planning, Performance culture, Competency systems, Metrics Products/services Systems thinking Strategic consulting Key strategies Investment analysis (ROI) Financial focus Capacity building Opportunity identification Strategic issues Functions
    17. 18. HR Strategic Architecture HR Function HR professionals with strategic competencies to deliver products/services that drive organizational success HR System Performance driven, strategically aligned policies & practices Human Performance Strategically focused competencies, motivation, skills, capabilities
    18. 19. The Strategic HR Model Strategic HR Leadership The HR Value Proposition: Linkage to Results Business Literacy: HR knows the business Doing the ‘basics’ well Know the HRBOK Personal credibility of the HR practitioner
    19. 20. An Emerging HR Mindset <ul><li>Focused on adding value for the customer </li></ul><ul><li>Proactive </li></ul><ul><li>Willing to assume risk </li></ul><ul><li>Results driven </li></ul>
    20. 21. HR Best Practices 37 8 Qualified applicants per hire 30% 4% % hired based on a validated selection test 95% 52% 41% 4% % employees receiving performance appraisal 360 feedback 117 72 35 13 Annual training hours: Per new employee Per experienced employee Top 10% Bottom 10% HR Practice Measures
    21. 22. Tactic: A Consultative Approach <ul><li>A phased, modular, repeatable and iterative process for HR professionals so that customer relationships are enhanced. </li></ul><ul><ul><li>Strengthen the HR value proposition </li></ul></ul><ul><ul><li>Create enterprise HR bench strength </li></ul></ul><ul><ul><li>Manage HR professionals as an enterprise asset </li></ul></ul>
    22. 23. A Best Practice: HR Consulting <ul><li>Setting the Stage </li></ul><ul><li>Entering, Scoping, Contracting </li></ul><ul><li>Diagnosis </li></ul><ul><li>Determining Action, Planning, Implementation </li></ul><ul><li>Assessing, Closing </li></ul>
    23. 24. Skills <ul><li>For each Phase: </li></ul><ul><ul><li>Structure </li></ul></ul><ul><ul><li>Challenges </li></ul></ul><ul><ul><li>A set of consultative skills </li></ul></ul><ul><li>An Action Learning Activity to transcend the learning </li></ul>
    24. 25. HR CHALLENGES <ul><li>Focus strategically- act tactically </li></ul><ul><li>Assessment </li></ul><ul><ul><li>Develop/apply new measures </li></ul></ul><ul><ul><li>Audit measures </li></ul></ul><ul><ul><li>Analyze & report </li></ul></ul><ul><li>Change planning and implementation </li></ul><ul><li>Continuous improvement </li></ul>
    25. 26. A Couple of Closing Thoughts <ul><li>Be careful of yesterday’s success, because success tastes so good it dulls the appetite for risk….. </li></ul><ul><li>The significant problems in life cannot be solved from the same mode of thinking that created them……… </li></ul>