HR for HR

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HR for HR seminar by Prof. Dr. Aung Tun Thet
1:30 - 4:00 PM
25th May 2014
UMFCCI

Published in: Recruiting & HR, Business

HR for HR

  1. 1. HR for HR Prof.Dr.Aung Tun Thet Adding Value and Delivering Results
  2. 2. • “Our progress as a nation can be no swifter than our progress in education. • The human mind is our fundamental resource.”
  3. 3. Audience HR Community HR Professionals MSHRM
  4. 4. Messages 1. Role and function of HR in organizations 2. HR in HR practices
  5. 5. Four roles or deliverables for HR 1. Management of Strategic HR 2. Firm infrastructure 3. Employee contribution 4. Transformation and Change
  6. 6. “Doing HR for HR”
  7. 7. New way of thinking and doing HR  Cobbler’s unshod children  Design systems; give advice; help others  Do not apply HR principles to themselves
  8. 8. “Doing HR for HR” Strategic HR HR Strategy HR Orgnization
  9. 9. Three Issues  Related  Focus on business success
  10. 10. Strategic HR: Turning Business Strategies Into HR Priorities
  11. 11. Strategic Challenge  Moving from business strategy to HR Plan to HR practices
  12. 12. Strategic Planning 1. Strategic Formulation 2. Strategic Implementation
  13. 13. Strategy Formulation without Implementation: Unfulfilled Promises Three purposes of Strategy 1.Future direction for business - vision, mission 2.Allocate resources 3.Commitment
  14. 14. Strategy Implementation  Follows formulation  Organizational practices aligned with business strategy
  15. 15. Strategic HR and Fulfilment of Strategic Promises: Defining Capabilities  “Organizational Capability” - processes and capabilities to make strategy happen  Capabilities - important link between formulation and implementation
  16. 16. Corporate HR Strategy: Six Foci 1. Performance-driven culture 2. Marketplace competitiveness 3. Valuing differences 4. Continual learning and development 5. World-class leadership 6. Environment
  17. 17. Strategic Planning Process • Three basic questions 1.Business issues: Major issues faced 2.Organizational Capabilities: Organisational capabilities required to meet business goals 3.HR practices: Leverage HR practices to create, reinforce and sustain needed capabilities
  18. 18. HR Strategy: Shaping HR Function
  19. 19. HR Strategy  Value created by HR function  Work done by HR professionals add value  Shapes HR function:  Define deliverables and outcomes  Justifying resources  Setting priorities
  20. 20. HR Strategies 1. Vision 2. Mission 3. Values 4. Stakeholders 5. Initiatives 6. Priorities(Goals/Objectives) 7. Actions 8. Measures
  21. 21. HR Vision Statement  Ensure improved business performance and competitive advantage  Enabe managers to build, develop and manage employees  Products and services add value and build organisational capability
  22. 22. HR Strategic Architecture: Future Situation
  23. 23. Management Capability  Customer-focused  Strategic and results oriented  Change agents  Intelligent risk-takers
  24. 24. Management Capability  People builders  Team players  Continual learners  Respected
  25. 25. Employee Commitment Access to resources to meet needs Contribute to organizational outcomes Take initiatives
  26. 26. Employee Commitment Contributions recognized and shared Compensation and benefits competitive Safe work environment provided
  27. 27. Organizational Effectiveness Fulfils mission, strategies and goals Processes tied to strategies and performance Processes flexible and adaptable
  28. 28. Organizational Effectiveness Capacity for change Resources leveraged across organisation Work teams used effectively HR information system interactive
  29. 29. Administrative Efficiency 100% fulfillment of commitments Effective and timely delivery of HR services No ‘non-value added services or duplication Continuous improvement of processes Compliance with policy, laws and regulations
  30. 30. HR Strategic Architecture: Strategic Direction
  31. 31. Guiding Principles Core values Partnering HR processes add value Fast, flexible and cost effective delivery Maintain priorities Continuous learning opportunities
  32. 32. People Right people, right jobs Aligned workforce Communications Teaming for results
  33. 33. People Diverse workforce Continuous learning Recognition/Reward
  34. 34. Performance Management Process Results-driven Facts-based and documented Infrastructure Centres of Expertise
  35. 35. External Influences Globalization Rapid technological change Demanding customer requirements Innovation
  36. 36. External Influences Sourcing talent Partnering Competition
  37. 37. HR Organization: Organization Diagnosis to build HR infrastructure
  38. 38. HR Organization Road Map Four-step process
  39. 39. Step 1: Define Organizational Architecture Six factors 1.Shared mindset 2.Competence 3.Consequence
  40. 40. Step 1: Define Organizational Architecture Six factors 4.Governance 5.Work process/Capacity for change 6.Leadership
  41. 41. Step 2: Assessment Process Probing strengths and weaknesses of HR organisation
  42. 42. Assessment: Does HR Organization have? Factors Right Shared Mindset Required competencies (knowledge, skills, abilities) Right Performance Management System (measures, rewards, incentives)
  43. 43. Assessment: Does HR Organization have? Factors Right organisational structure, communication and policies Ability to improve, learn and change Right Leadership
  44. 44. Step 3: Provide Leadership in Improvement Practices Shared Mindset Clear vision and mission Common identity
  45. 45. Step 3: Provide Leadership in Improvement Practices Competence Four: 1.Knowledge of business 2.Delivery of HR 3.Management of Change 4.Personal credibility
  46. 46. Competencies Three options: 1.Buy 2.Build 3.Borrow
  47. 47. Buying Competencies Talent from outside Targeted Not wholesale outsourcing
  48. 48. Building Competencies Upgrading skills and knowledge of current HR professionals Training and Development Formal training Job assignments Career mobility Task Force assignments
  49. 49. Borrowing Competencies Outsourcing Joint Venture Partnership Alliance
  50. 50. Consequences Standards and measures of HR professionals Performance Management Systems
  51. 51. Performance Management System (PMS) HR professionals their worst enemies Design and advocate company’s PMS Do not apply in HR Departments
  52. 52. Performance Management System (PMS) Three goals Set standards for expectations from HR professionals 1. Behavioural - what HR professional should do 2. Outcomes - what HR professionals accomplish 3. Understandable, Controllable, Significant, Shared Commitment
  53. 53. Performance Management System (PMS) • Rewards contingent on meeting standards • Financial and non-financial
  54. 54. Performance Management System (PMS) Collect and share feedback on results Self-monitoring Timely, Helpful, Candid Performance Reviews
  55. 55. Governance Organization structure for delivering HR Communication - HR agendas, goals, activities, results Fair and equitable administration of policies Model for how to treat staff Restructuring work, communication, marketing of ideas
  56. 56. Work Process/Capacity for Change Speed, agility and responsiveness Taking risks Understanding processes for making change quickly Trailblazers imbedded in policies and procedures
  57. 57. HR Leadership Report to CEO Create and transform organisational culture Top-quality Many hats “Leader-Managers”
  58. 58. Step 4: Set Priorities Focus attention on few critical issues Criteria: Impact Implementability
  59. 59. Differences among Strategic HR, HR Strategy and HR Organization
  60. 60. Purpose Strategic Intent HR Strategy HR Organization Translating business strategies into organisational capabilities and into HR practices Building strategy, organisation and action plan making HR function/department more effective Crafting, designing and improving HR function to deliver HR services
  61. 61. Owners Strategic Intent HR Strategy HR Organization Business results through HR practices Effectiveness and Efficiency of HR practices Effectiveness and Efficiency of HR function
  62. 62. Audience Strategic Intent HR Strategy HR Organization • Managers • Employees • Customers • Investors • HR professionals • Line Managers • HR professionals
  63. 63. Roles Strategic Intent HR Strategy HR Organization • Line Manager as owner • HR professionals as facilitator • Line Manager as investor • HR professionals as creator • Line Manager as investor • HR professionals as leader
  64. 64. Summary: HR for HR
  65. 65. HR Professionals Helping others and themselves HR principles applied to HR function Management three sets of activities 1. Strategic HR 2. HR Strategy 3. HR Organization
  66. 66. HR Professionals Model principles we preach Credible Successful business partners
  67. 67. Human Resources • Like natural resources • Buried deep • Not lying on surface • Have to look

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