The document discusses the changing roles of HR professionals from transactional to more strategic functions. It outlines four stages of the HR role: transactional, translational, transitional, and transformational. The document also discusses aligning HR strategies with business needs, including ensuring company goals factor in employee growth and rewards. Finally, it discusses setting the HR agenda to focus on facilitating change initiatives, cultural transitions, and company-wide participation through evaluable processes and practices.

1. CHANGING ROLES OF HR
PROFESSIONALS

2. STRATEGIC
INTERVENTIONS
TO ELICIT COMMITMENT
AND TO DEVELOP
RESOURCEFUL
HUMANS
STRETEGIC
INTERVENTIONS
DESIGNED
TO SECURE FULL
UTILIZATION OF
HUMAN RESOURCES

3. THE FOUR “T’s”
• TRANSACTION ROLE
• TRANSLATION ROLE
• TRANSITION ROLE
• TRANSFORMATION ROLE

4. BELIEFS AND ASSUMPTIONS
NURTURINGMONITORINGMGERIAL
TASK
VALUES/MIS
SION
NORMS/CUSTO
MS
BEHAVIOUR
BUSINESS
NEED
PROCEDURESMGT ACTION
IMPATIENCE
WITH RULES
IMPORTANCE
TO RULES
RULES
BEYOND
CONTRACTS
WRITTEN
CONTRACT
CONTRACT

5. STRATEGIC ASPECTS
PASTSLOWSPEED OF
DECISION
CENTRAL TOMARGINAL TOCORPORATE
PLAN
INTEGRATEDPIECEMEALINITIATIVES
CUSTOMERLABOUR
MANAGEMENT
KEY
RELATIONS

6. KEY LEVERS
TEAM WORKDEVISION OF
LABOUR
JOB DESIGN
FEWMANYJOB
CATEGORIES
HARMONIZAT
ION
SEPARATELY
NEGOTIATED
CONDITION
PERFORMANC
E RELATED
JOB
EVALUATION
PAY
INTEGRATEDSEPARATE
TASK
SELECTION

7. KEY LEVERS
CULTURAL
STRUCTURAL
PERSONNEL
STRATEGIES
PERSONNEL
PROCEDURES
INTERVENTIO
NS
LEARNING
COMPANIES
CONTROLLEDTRAINING
MANAGE
CLIMATE
AND
CULTURE
TEMP.TRUCESCONFLICT
HANDLING

8. • CONSIDER ALL HUMAN ABILITIES TO BE
EITHER INNATE OR ACQUIRED. EVERY
PERSON IS BORN WITH A PARTICULAR SET
OF GENES WHICH DETERMINES HIS
INNATE ABILITY.ATTRIBUTES OF
ACQUIRED POPULATION QUALITY, WHICH
ARE VALUABLE AND CAN BE
AUGMENTED BY APPROPRIATE
INVESTMENT, WILL BE TREATED AS
HUMAN CAPITAL………
THEODORE SCHULTZ

9. • IMPROVING THE WELFARE OF THE
PEOPLE DID NOT DEPEND ON LAND
EQUIPMENT AND ENERGY BUT
RATHER ON KNOWLEDGE
THEODORE SCHULTZ

10. COMMON SET OF
OBJECTIVES
• CORPORATE GOALS MUST FACTOR
IN INDIVIDUAL CAREER GROWTH
• COMPANY PROFITS MUST BE LINKED
TO PERSONAL REWARDS
• ORGANIZATIONAL LEARNING MUST
INVOLVE EMPLOYEE TRAINING
• BUSINESS STRATEGIES MUST
CONSIDER HR ISSUES

11. ALIGN HR TO STRATEGY
• PRODUCT BASED COMPETITION MUST
ENCOURAGE PERSONAL INNOVATION
• PRICE DRIVEN COMPETITION MUST FOCUS
ON SELF DIRECTED COST CUTTING
• SERVICE ORIENTED COMPETITION MUST
BUILD INDIVIDUAL INITIATIVES
• ALLIANCES AND JOINT VENTURESA MUST
SENSITISE PEOPLE TO NEW CULTURES

12. SETTING ITS AGENDA
• ENSURING THAT THE MINDSET OF PEOPLE
IS RECEPTIVE TO CHANGE
• FACILITATING MGT INITIATIVES SUCH AS
REENGINEERING
• MANAGING CULTURAL TRANSITIONS
LIKE MERGERS AND ALLIANCES
• REPLACING TOP DOWN INTERVENTION
WITH COMPANYWIDE PARTICIPATION
• FOLLOWING PROCESSES AND PRACTICES
WHOSE SUCCESS CAN BE EVALUATED

13. DEPLOYMENT OF LABOUR
Stage 1

14. OPTIMUM UTILISATION OF
HUMAN RESOURCES
Stage 2

15. LEVERAGING HUMAN
CAPITAL
Present Stage