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Strategic HR transformation


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This is the presentation designed for the guest lecturing on 'Strategic HRM' at Moray House School of Education, University of Edinburgh in Nov. 2010. The content was prepared by Bing Wu Berberich (previously known as Bing Tate).

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Strategic HR transformation

  1. 1. Strategic HR Transformation - (Re)Designing a successful HR strategy Bing Tate PhD Student Business School
  2. 2. Outline <ul><li>Introduction of HR strategy formation </li></ul><ul><li>The importance of HR strategy to organisation development </li></ul><ul><li>Strategic HR Transformation </li></ul><ul><li>HR Professional Knowledge Upgrade </li></ul>
  3. 3. HR Strategy Formation <ul><li>Analyse </li></ul><ul><ul><li>Environment (external & internal) </li></ul></ul><ul><ul><li>Organisation capabilities </li></ul></ul><ul><ul><li>People involved (shareholders, stakeholders) </li></ul></ul><ul><ul><li>The objective of HR strategy </li></ul></ul><ul><li>Develop </li></ul><ul><ul><li>Shape HR function </li></ul></ul><ul><ul><li>Communicate throughout </li></ul></ul><ul><ul><li>Plan and organise deliverables </li></ul></ul><ul><li>Implement </li></ul><ul><ul><li>Who is responsible for implementing HR strategy </li></ul></ul><ul><ul><li>SMART goals leading to success </li></ul></ul><ul><ul><ul><li>S pecific </li></ul></ul></ul><ul><ul><ul><li>M easurable </li></ul></ul></ul><ul><ul><ul><li>A chievable </li></ul></ul></ul><ul><ul><ul><li>R ealistic </li></ul></ul></ul><ul><ul><ul><li>T ime based </li></ul></ul></ul>
  4. 4. Is HR strategy important?
  5. 5. HR Transformation Model <ul><li>Why transform? </li></ul><ul><ul><li>To make sure organisation meet the general business conditions </li></ul></ul><ul><ul><li>To achieve stakeholder expectations </li></ul></ul><ul><li>What are the potential outcomes? </li></ul><ul><ul><li>Stakeholder expectations are realised </li></ul></ul><ul><ul><li>Organisation capabilities are improved </li></ul></ul><ul><li>How to (re)design? </li></ul><ul><ul><li>Follow ‘vision, mission and expected results’ </li></ul></ul><ul><ul><li>(Re)shaping HR work (‘four domains of HR practice’ </li></ul></ul><ul><li>Who are responsible for the outcomes? </li></ul><ul><ul><li>Pool of different activities across the organisation </li></ul></ul><ul><ul><li>People involved at implementing stage </li></ul></ul>Ulrich, Allen, Brockband, Younger & Nyman, 2010 ‘HR Transformation – Building Human Resource from the Outside in’ McGraw-Hill Outcomes (What) HR Accountability (Who) Business Context (Why) HR Redesign (How)
  6. 6. HR Professional Knowledge Upgrade <ul><li>HR competence vs. Organisation performance </li></ul><ul><ul><li>How much do you know about the business? </li></ul></ul><ul><ul><li>How can you contribute to the future of business? </li></ul></ul><ul><ul><li>Manage people and business </li></ul></ul><ul><li>Building HR competencies </li></ul><ul><ul><li>Set a standard </li></ul></ul><ul><ul><li>Assess individual and organisation </li></ul></ul><ul><ul><li>Invest in talent improvement </li></ul></ul><ul><ul><li>Follow up and track competence </li></ul></ul><ul><li>(Knowledge) vertical expansion vs. horizontal expansion </li></ul><ul><ul><li>Inter-disciplinary knowledge in business </li></ul></ul><ul><ul><li>Transferable knowledge </li></ul></ul><ul><ul><li>Knowledge update </li></ul></ul>Ulrich, Allen, Brockband, Younger & Nyman, 2010 ‘HR Transformation – Building Human Resource from the Outside in’ McGraw-Hill, Chapter 6
  7. 7. Stepping into the Future… <ul><li>HR positioning - Increase the awareness of HR value to the organisation by… </li></ul><ul><ul><li>Collaborating and communicating </li></ul></ul><ul><ul><ul><li>Working with everybody, ‘knowing’ everybody </li></ul></ul></ul><ul><ul><ul><li>Obtaining information, ideas and opinions regularly </li></ul></ul></ul><ul><ul><li>Opening up and understanding </li></ul></ul><ul><ul><ul><li>Opening up to all information and ideas </li></ul></ul></ul><ul><ul><ul><li>Understanding external and internal development </li></ul></ul></ul><ul><ul><li>Supporting and innovating </li></ul></ul><ul><ul><ul><li>Supporting stakeholders and organisation </li></ul></ul></ul><ul><ul><ul><li>Actively seeking new solutions to change </li></ul></ul></ul><ul><ul><li>Predicting and preparing </li></ul></ul><ul><ul><ul><li>Mapping next steps in advance </li></ul></ul></ul><ul><ul><ul><li>Preparing all activities to help with the change </li></ul></ul></ul>