Brian Goulden HR4 ICT12

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Brian Goulden HR4 ICT12

  1. 1. Essential Skills for HR Practitioners: a Strategic Development Framework Brian Goulden 18 April 2012 Unlocking Africa’s potential … one sector at a time HR4ICT Forum 2012 London
  2. 2. Overview • The ICT sector context • The Human Resource role • Professional HR Areas • Professional HR Behaviours • Frameworks for development • The way forward
  3. 3. The ICT sector context Turbulent & uncertain Fast-paced Technology- led Growing consumer expectations Increased stakeholder engagement Demands for higher ROI
  4. 4. The HR Role : Ulrich’s Business Partner Model Strategic Partner Aligning HR and business strategy: ‘organisational diagnosis’ Administrative Expert Re-engineering organisation processes: ‘shared services’ Employee Champion Listening and responding to employees: ‘providing resources to employees’ Change Agent Managing transformation and change: ‘ensuring capacity for change’
  5. 5. Changes in Ulrich’s Business Partner model 1997 2001 2005 Strategic partner Coach Strategic partner Administrative expert Leader Functional expert Employee champion Conscience Employee advocate / HC developer Change agent Facilitator HR leader Architect Source: Ulrich (1997), Ulrich & Beatty (2001), Ulrich & Brockbank (2005)
  6. 6. Professional Areas: the CIPD model • Insight, strategy & solutions • Leading HR • Organisation design & development • Resourcing & talent planning • Learning & talent development • Performance & reward • Employee engagement & employee relations • Service delivery & information Source: CIPD HR profession map - www.cipd.co.uk
  7. 7. Some Key HR Professional Areas Insight • Actionable insights & solutions • Prioritised & tailored around business • Understanding of business & context Service • Accurate information • Efficient, timely, cost-effective delivery • Professional approach Learning • Develop skills, knowledge & experience for all • Focus on short & long-term business needs • Motivate to learn, grow & perform Source: CIPD HR profession map - www.cipd.co.uk
  8. 8. Professional HR Behaviours: CIPD model Curious Decisive thinker Skilful Influencer Personally credible Collaborative Driven to deliver Courage to challenge Role model Source: CIPD HR profession map - www.cipd.co.uk
  9. 9. Some Key HR Behaviours Curious • Seeks insight into strategic business context • Understands how people behave in differing contexts Skilled Influencer • Secures consensus across complex stakeholders • Communicates authoritatively, delivers clear & memorable messages Personally credible • Keeps HR & professional practice flexible to meet evolving business needs • Combines HR & business insights to provide advice to senior leaders
  10. 10. Human Capital KSA Framework Knowledge AttitudesSkills Technical Professional Business- focused Strategic Tactical Flexible Challenging Enquiring Global Perspective / Forward-looking
  11. 11. Skills Development Framework Experiential learning Training Expanding work tasks Knowledge sharing Networking Coaching Mentoring Time & Budget Management commitment
  12. 12. Business / HR Alignment Process Define Business Strategy Analyse The Context Identify Business Needs Identify Key Issues Develop Strategic Framework Define Specific Plans Assess Capabilities & Resources Review HR policies against objectives Identify core competencies, Learning Needs, Performance expectations Identify resource needs to deliver business Objectives (numbers / skills / experience) Identify appropriate learning interventions Link L&D to related HR issues – performance, talent Specify HR actions (inc L&D) to meet objectives Assess extent to which HR can fulfill its obligations as a “business partner” IMPLEMENTATION PLAN
  13. 13. The Way Forward Professional Skills Aligned HR Credibility Influence
  14. 14. Sources & Resources • ARKIN, A. (2007) In the hot seat. People Management. Vol 13, No 13, 28 June. pp28,30,32. • BROWN, D., CALDWELL, R. and WHITE, K. (2004) Business partnering: a new direction for HR. A guide. London: Chartered Institute of Personnel and Development. Available at http://www.cipd.co.uk/guides • DALZIEL, S., STRANGE, J. and WALTERS, M. (2006) HR business partnering. Toolkit. London: Chartered Institute of Personnel and Development. • GIFFORD, J. and CHARTERED INSITITUTE OF PERSONNEL AND DEVELOPMENT. (2007) The changing HR function: survey report. London: Chartered Institute of Personnel and Development. Available at http://www.cipd.co.uk/onlineinfodocuments/surveys.htm • GOODGE, P. (2005) Ready for HR partnering? Human Resource Management International Digest. Vol 13, No 4. pp32-36. • GRIFFIN, E., FINNEY, L. and HENNESSY, J. (2009) Maximising the value of HR business partnering : a practical research based guide. Horsham: Roffey Park Institute. • LOSEY M, MEISINGER SR, & ULRICH D (2005) “Conclusion: reality, impact and professionalism”, Human Resource Management, vol 44, no 2, pp 201 -206; • ULRICH, D. and BROCKBANK, W. (2005) The HR value proposition. Boston, MA: Harvard Business School Press. • Change management: the HR strategic imperative as a business partner. (2007) HR Magazine. Vol 52, No 12, December. (supplement) pp1-10.
  15. 15. Thank You Brian Goulden +27 730 526 758 (mobile) +27-11 783 1210 (office) bgoulden@pygmaconsulting.com HR4ICT 2012

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