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Shaping the role of human resource


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made by badar e alam anwar

Published in: Business
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Shaping the role of human resource

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