HR presentation


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HR presentation

  1. 1. Changing the “role” of HR in support of High Performance Organization
  2. 2. Market Forces <ul><li>Shift from the industrial era to the knowledge era </li></ul><ul><li>creating a focus on people as the primary </li></ul><ul><li>competitive advantage </li></ul><ul><li>Companies continue to restructure, downsize, </li></ul><ul><li>globalize, develop alliances, acquire and sell </li></ul><ul><li>all areas of the business, which creates </li></ul><ul><li>constant change for the </li></ul><ul><li>entire organization </li></ul><ul><li>Growing use of technology is changing where </li></ul><ul><li>we work and the way we work </li></ul>
  3. 3. Market Forces <ul><li>Shorter product life cycles also creating constant </li></ul><ul><li>change and innovation </li></ul><ul><li>Stronger focus on core business & competencies </li></ul><ul><li>- what we do well </li></ul><ul><li>Changing composition of our leaders and work </li></ul><ul><li>force with different values, beliefs and needs: </li></ul><ul><ul><li>- ageing workforce living longer </li></ul></ul><ul><ul><li>- role of second income earner </li></ul></ul><ul><ul><li>- entrepreneurial work place </li></ul></ul><ul><ul><li>- nationalisation and globalisation </li></ul></ul><ul><ul><li>- traditional work changes </li></ul></ul>
  4. 4. Key trends <ul><li>Business turbulence blurring borders and structures needs flexibility </li></ul><ul><li>Growing complexity higher and changing business demands </li></ul><ul><li>Tight labour market growing competition to attract the best talent </li></ul><ul><li>Changing life style balancing work / life becomes a prerequisite </li></ul><ul><li>Changing loyalty developing marketability is becoming key </li></ul><ul><li>Work environment by providing learning </li></ul><ul><li>opportunities </li></ul><ul><li>Company image using brands to position the company </li></ul><ul><li>Business success behaviour is valued higher than degrees </li></ul>       
  5. 5. So what does this mean?
  6. 6. High Performance Organizations will face increasing competitiveness Changing Marketplace New entries Investment on: People Intensive * Competencies are key to entry * Global mindset * Growth Market * Seamless organizations Consequences for Business * Product Innovation * Manufacturing and Supply Chain Management * E-business initiatives Implications for HR * Innovation and CHANGE * Service mindset * Value Added results * New recruiting methods
  7. 7. HR needs to change the way we manage <ul><li>Individual Market </li></ul><ul><li>focus by region </li></ul><ul><li>Status Quo </li></ul><ul><li>Vertical communication </li></ul><ul><li>Success through risk </li></ul><ul><li>avoidance </li></ul><ul><li>Remain constant </li></ul><ul><li>Little change </li></ul><ul><li>Global status </li></ul><ul><li>“ Employer of Choice” </li></ul><ul><li>Constant enhancement </li></ul><ul><li>Vertical & Horizontal </li></ul><ul><li>communication </li></ul><ul><li>Success through leadership, </li></ul><ul><li>courage and risk taking </li></ul><ul><li>Management processes are </li></ul><ul><li>competitive advantage </li></ul><ul><li>Speed to react </li></ul>FROM TO Entitlement Culture - little at risk Results Culture - we deserve what we earn
  8. 8. New management skills require new competencies
  9. 9. Commitment and Competence Strategic Alignment Organizational Performance Management Competencies HR Leadership (Individual Leadership) Entrepreneurship Driving CHANGE Crafting Strategy Knowing the Business Valuing People Building Partnerships Leveraging Functional Expertise Planning (For Business Results) Seasoned Judgment Intuition and Believing Dialogue Self-Directed Learning Corporate Values Increasing Complexity (Scope, Context, Thinking) Competency Model Senior Leadership Creating redefining markets Designing adaptive strategy Business Outcomes Creating an adaptive culture Developing networks of talent and capabilities Working across organizational boundaries to build value Managing knowledge as an organizational asset Creating value through strategic use of functional expertise Building sustained business success
  10. 10. Make it happen ! How can HR add value to the Business Process? By creating culture, developing teams, cohesive HR action and . . .
  11. 11. Why HR Matters Create HR practice Drives employees & management commitment DELIVERS RESULTS
  12. 12. HR process and operational structure Business Management Strategies & Goals HR Management Objectives & Enabling Transition HR Operations Targets & Action Planning Organizational Planning & Effectiveness People/Skills Sourcing Competency Development & Realignment Performance Management & Review Remuneration & Reward Management Career/Succession Planning Employee & Industrial Relations    + +
  13. 13. Human Resource Transformation STEP ONE Performance Management Administrative Excellence PEOPLE GROWTH BUSINESS IMPACT HR EXCELLENCE
  14. 14. Human Resource Transformation STEP ONE Performance Management Administrative Excellence Succession Planning Workforce Planning Skills Development STEP TWO PEOPLE GROWTH BUSINESS IMPACT HR EXCELLENCE
  15. 15. Human Resource Transformation STEP ONE Performance Management Administrative Excellence Succession Planning Workforce Planning Skills Development STEP TWO Strategic Business Partner STEP THREE CHANGE Initiation/Management Strategic Labour Relations Business Process Facilitation Competency Development Work Process Improvement PEOPLE GROWTH BUSINESS IMPACT HR EXCELLENCE
  16. 16. HR’s BUSINESS INVOLVEMENT Strategic Planning Process Management Business strategy development HR Capital allocation Performance Management Objective/target setting Operational plans Business performance reviews HR Management Performance appraisals and compensation Succession planning Management development Functional Geographic Co-ordination Functional policies Sharing knowledge and best practice transfer Sharing business assets/activities Shared support services
  17. 17. HR Processes to Apply B B U U S S I I N N E E S S S S S S T T R R A A T T E E G G Y Y Performance Management Succession Planning Organizational Planning People Sourcing Employee Relations Remuneration Management H I G H P E R F O R M I N G P P E E O O P P L L E E Competency Development HR Strategy Organizational learning
  18. 18. HR can play a leadership role in enabling organizations to meet the competitive challenges <ul><li>Globalization </li></ul><ul><li>Profitability through growth </li></ul><ul><li>Technology </li></ul><ul><li>Intellectual capital </li></ul>
  19. 19. . . . but we have to CHANGE!
  20. 20. HR’s role IN support of High Performance Driven Organisation <ul><li>Building Leadership and HR Capability strength </li></ul><ul><li>Performance and Results Driven Culture </li></ul><ul><li>Align/Simplify infrastructure and systems </li></ul>THE HR ROLE MUST CHANGE FROM TO <ul><li>GROW </li></ul><ul><li>Performance auditor/ </li></ul><ul><li>coach </li></ul><ul><li>removing barriers </li></ul><ul><li>process steward </li></ul><ul><li>benchmark practices </li></ul><ul><li>Team Leaderships </li></ul><ul><li>Effectiveness - </li></ul><ul><li>company wide view </li></ul><ul><li>not funnelled </li></ul><ul><li>DEVELOP </li></ul><ul><li>Human Capital </li></ul><ul><li>Development of: </li></ul><ul><li>Core processes </li></ul><ul><li>for business growth </li></ul><ul><li>Support team </li></ul><ul><li>development </li></ul><ul><li>HR Self-renewal </li></ul><ul><li>Transfer of knowledge </li></ul><ul><li>Retain talent </li></ul><ul><li>CONTROL </li></ul><ul><li>Policies/procedures/ </li></ul><ul><li>systems </li></ul><ul><li>Salary & Benefits </li></ul><ul><li>Administration </li></ul><ul><li>Unbalanced interaction </li></ul><ul><li>on management issues </li></ul>
  21. 21. ADMINISTRATION SUPPORT THE TRADITIONAL HR VALUE CHAIN Recruit & Select Train & Develop Manage & Promote Redeploy & Exit
  23. 23. THE HR INVESTMENT PEOPLE & PROCESSES Value added 10% Non value added 30% Administration 60% Value added 70% Non value added 10% Administration 20% TODAY YEAR 2000 And Beyond
  24. 24. ADMINISTRATION.... WHAT HAPPENS??? 60% 20% <ul><li>Re-engineer </li></ul><ul><li>Outsource </li></ul><ul><li>Insource </li></ul><ul><li>Self Service </li></ul><ul><li>Multi Skill </li></ul><ul><li>HRIS </li></ul>
  25. 25. NON VALUE ADDING.... WHAT HAPPENS??? 30% 10% <ul><li>Do not do! </li></ul><ul><li>& </li></ul><ul><li>See what happens </li></ul>
  26. 26. VALUE ADDING.... WHAT HAPPENS??? 10% 70% <ul><li>Raise Personal profile </li></ul><ul><li>Build up Skills </li></ul><ul><li>Partnership with Management Team </li></ul><ul><li>Communicate processes </li></ul><ul><li>Secure commitment </li></ul>
  28. 28. THE 3 HR MEASUREMENTS HUMAN Values such as moral, culture, growth and job satisfaction PRODUCTION Values such as efficiency, productivity and results FINANCIAL Revenue, profit and cost containment TO LEADERS
  29. 29. Senior Managers can create an era in which HR is focused on results instead of activities <ul><li>Communicate to the organization that the human </li></ul><ul><li>side effects business results </li></ul><ul><li>Explicitly define the deliverables from HR and hold </li></ul><ul><li>HR accountable for results </li></ul><ul><li>Invest in innovative HR practices </li></ul><ul><li>Upgrade HR professionals </li></ul>
  30. 30. How to transform HR Management
  31. 31. THE ARCHITECTURE TO CHANGING ROLES AND COMPETENCIES <ul><li>SHARED MIND-SET </li></ul><ul><li>To what extent does our company have the right culture? </li></ul><ul><li>COMPETENCE </li></ul><ul><li>To what extent does our company have the required HR knowledge, </li></ul><ul><li>skills and abilities? </li></ul><ul><li>CONSEQUENCE </li></ul><ul><li>To what extent does our company have the appropriate HR measures, </li></ul><ul><li>rewards and incentives? </li></ul><ul><li>G0VERNANCE </li></ul><ul><li>To what extent does our company have the right organisational structure, </li></ul><ul><li>communications systems, and policies? </li></ul><ul><li>CAPACITY FOR CHANGE </li></ul><ul><li>To what extent does our company have the ability to improve work </li></ul><ul><li>processes, to CHANGE , and to learn? </li></ul><ul><li>HR LEADERSHIP </li></ul><ul><li>To what extent does our company have the leadership to achieve its goals? </li></ul>
  32. 32. <ul><li>KEY SUCCESS FACTORS FOR CHANGE </li></ul><ul><li>Leading CHANGE (Who is responsible?) </li></ul><ul><li>Creating a shared Need (Why do it?) </li></ul><ul><li>Shaping a Vision (What will it look like when we are done?) </li></ul><ul><li>Mobilising/commitment (Who else needs to be involved) </li></ul><ul><li>Modifying systems/structures (How will it be institutionalised?) </li></ul><ul><li>Monitoring progress (How will it be measured?) </li></ul><ul><li>Making it last (How will it get started and last?) </li></ul>CHANGE BEGINS BY ASKING WHO, WHY, WHAT AND HOW!!!
  33. 33. TYPICAL CHANGE BARRIERS <ul><li>PRIMARY OBSTACLES TO SUCCESSFUL CHANGE INCLUDE: </li></ul>Resistance to CHANGE Limitations of Existing HR systems Lack of Executive Commitment Lack of Executive Champion Unrealistic HR expectations Lack of Cross-functional HR Team Inadequate team and user skills Management staff not involved HR Scope too narrow 20% 40% 60% 80% 100%
  35. 35. #5 In reality HR is only focused on spending
  36. 36. #4 To tell you the truth, I don’t know what HR does
  37. 37. #3 Everybody knows HR doesn’t know the business
  38. 38. #2 Fact is that HR cannot add value
  39. 39. #1 Research has shown that HR is incompetent
  40. 40. <ul><li>Know the current situation </li></ul><ul><li>Develop clear picture of where organization going </li></ul><ul><li>Set specific goals and dates to achieve that vision get input from the people affected by the CHANGE </li></ul><ul><li>Outline the transition state in detail </li></ul><ul><li>Determine action to achieve the desired CHANGE </li></ul><ul><li>Develop/execute plan for managing transition </li></ul>To manage HR transformation well
  41. 41. For management to support the HR transformation <ul><li>Expect it will result in some personal gain </li></ul><ul><li>Expect a new challenge as a result </li></ul><ul><li>Believe that CHANGE makes sense and is right thing to do </li></ul><ul><li>Given an opportunity to provide input to the CHANGE </li></ul><ul><li>Respect the person who is championing the CHANGE </li></ul><ul><li>Believe it is the right time for the CHANGE </li></ul>
  42. 42. Communicating the Transformation <ul><li>For others to buy into CHANGE communicate vision clearly </li></ul><ul><li>Use active listening skills to encourage input and show that you have heard and understood the comments and concerns raised by others </li></ul><ul><li>Emphasize to employees and management that you will be available/willing to answer any questions they may have. Increase your exposure through ‘ . . . management by walking around’ </li></ul>
  43. 43. Implementing HR organizational CHANGE <ul><li>Give same information that made you decide CHANGE was necessary </li></ul><ul><li>Be straightforward/honest/thorough in describing all aspects of CHANGE process, include both positive and negative implications </li></ul><ul><li>Recognize that if you tell people only what they need to know, you aren’t telling them enough. Tell your employees as much as you can, as as soon as you can, including the bad news and your concerns, to prevent them from hearing it through the grapevine </li></ul><ul><li>Be more available to your people </li></ul><ul><li>Implement formal communication procedures </li></ul>
  44. 44. Making it happen! <ul><li>Build an intricate understanding of the business </li></ul><ul><li>Encourage uncompromising straight talk </li></ul><ul><li>Manage from the future. ‘Be all that you can be’, this is not a destination to be reached, but a mind set to manage from </li></ul><ul><li>Harness setbacks </li></ul><ul><li>Promote inventive accountability </li></ul>
  45. 45. <ul><li>A genuine transformational employment contract has four </li></ul><ul><li>levels: </li></ul><ul><li>- the traditional reward & recognition </li></ul><ul><li>- employability </li></ul><ul><li>- sense of meaning in the work strong enough to generate </li></ul><ul><li>intrinsic satisfaction </li></ul><ul><li>- understanding where the company is going and have </li></ul><ul><li>some say in shaping its destiny </li></ul>Making it happen! <ul><li>Understand the quid pro quo. Make sure that members </li></ul><ul><li>receive commensurate returns. </li></ul>
  46. 46. Create relentless discomfort with the status quo Making it happen!
  47. 47. Stimulate others to accept HR improvements <ul><li>Set the expectation that people will make improvements and initiate CHANGE. Model these behaviors yourself </li></ul><ul><li>Welcome and encourage improvements. Discuss good ideas people have had. Celebrate successes </li></ul><ul><li>Don’t ‘shoot the messenger’ who tells you about problems. Ask for solutions </li></ul>
  48. 48. Stimulate others to accept HR improvements <ul><li>As part of performance planning, set goals for changes and improvements that employees will make </li></ul><ul><li>Encourage and require measurements of work processes so that improvements can be charted and seen by others </li></ul><ul><li>Help others understand both organizational and personal barriers to CHANGE </li></ul>
  49. 49. HR’s new role <ul><li>Becoming an influential CHANGE agent </li></ul><ul><li>Becoming a effective business partner </li></ul><ul><li>Becoming an outstanding functional resource </li></ul><ul><li>Becoming an enabler and champion </li></ul>
  50. 50. Understanding the business Ability to deliver business results Ability to manage CHANGE and Culture Value adding Human Resource practices HR’S NEW BEHAVIOUR Personal credibility & behaviour
  51. 51. Here are the future competencies of HR <ul><li>Spending time on matters that are most important to </li></ul><ul><li>Business </li></ul>An Effective Business Partner <ul><li>Solid understanding of goals, objectives and profit </li></ul><ul><li>dynamics of business </li></ul><ul><li>Being actively involved in Business Planning Process </li></ul><ul><li>Developing human resource plans that are clearly </li></ul><ul><li>driven off business strategy </li></ul>
  52. 52. <ul><li>Understanding legal/regulatory issues which impact </li></ul><ul><li>the business </li></ul>Here are the future competencies of HR An Outstanding Functional Resource <ul><li>Ensures HR administrative matters are efficiently and </li></ul><ul><li>expertly handled </li></ul><ul><li>Designs high performance HR systems to support and </li></ul><ul><li>drive culture </li></ul><ul><li>Keeping abreast of new developments in the human </li></ul><ul><li>resource field </li></ul>
  53. 53. An Enabler and Champion Here are the future competencies of HR <ul><li>Helping employees get the resources they need to </li></ul><ul><li>be successful </li></ul><ul><li>Listening to/responds to employees so they are </li></ul><ul><li>assured their concerns are heard </li></ul><ul><li>Providing candid feedback and advice to senior </li></ul><ul><li>management </li></ul><ul><li>Develops the people skills in others </li></ul>
  54. 54. Here are the future competencies of HR <ul><li>Explains changes in terms of the business strategies </li></ul><ul><li>and priorities </li></ul><ul><li>Facilitates development of good working relationships </li></ul><ul><li>with other members of the business team </li></ul><ul><li>Being diplomatic - settling differences without damaging </li></ul><ul><li>relationships </li></ul><ul><li>Keeping personal commitments and following up </li></ul>An Influential Change Agent
  55. 55. Activity Deliverable Outcome Role Strategic HR Mgt. Structure Coaching & Mentoring Culture Change Management HR ROLES DELIVERABLES AND ACTIVITIES Aligning HR and Business strategy Executing HR strategy Being an effective business partner Organisational diagnosis Building an efficient organisation - shared services Being an outstanding function resource Listening and responding to needs, providing resources Increase commitment and competencies Being an enabler and champion Managing transformation, ensuring capacity to CHANGE Creating a dynamic and ongoing organisation - Process Enabler Being an influential CHANGE agent
  56. 56. Success factors for implementing new HR role
  57. 57. <ul><li>BUSINESS LEADERSHIP </li></ul><ul><li>Managing vision & purpose </li></ul><ul><li>Functional excellence </li></ul><ul><li>Dealing ambiguity </li></ul><ul><li>Strategic with capability </li></ul><ul><li>Business acumen </li></ul><ul><li>Financial acumen </li></ul><ul><li>DELIVERING VALUE </li></ul><ul><li>MAKES MONEY </li></ul><ul><li>Innovation Management </li></ul><ul><li>Timely decision making </li></ul><ul><li>Drive for results </li></ul><ul><li>Customer focus </li></ul><ul><li>PEOPLE AND TEAM </li></ul><ul><li>LEADERSHIP </li></ul><ul><li>Interpersonal effectiveness </li></ul><ul><li>Building effective teams </li></ul><ul><li>Withstands pressure </li></ul><ul><li>People development </li></ul><ul><li>Takes ownership </li></ul>HUMAN RESOURCE SUCCESS FACTORS SUCCESS FACTORS
  59. 59. Delivering value - Making Money <ul><li>1. Drive for results </li></ul><ul><ul><li>Demonstrating extraordinary levels of energy/effort </li></ul></ul><ul><li>2. Timely Decision making </li></ul><ul><ul><li>Giving a clear cut decision when they need one on one </li></ul></ul><ul><li>3. Customer Focus </li></ul><ul><ul><li>Making decisions based on what’s best for the customer </li></ul></ul><ul><ul><li>and shareholder </li></ul></ul><ul><li>4. Innovation Management </li></ul><ul><ul><li>Rewarding people for trying new things rather than </li></ul></ul><ul><li>punishing them for mistakes </li></ul>
  60. 60. 2. Strategic Capability 1. Managing Vision and Purpose <ul><li>Communicating an exciting vision of the future for the </li></ul><ul><li>business </li></ul><ul><li>Helping people understand how their jobs contribute </li></ul><ul><li>to the overall success of the business </li></ul><ul><li>Developing strategies and plans that are responsive </li></ul><ul><li>to the long term needs of the business </li></ul><ul><li>Understanding the strategic implications of decisions </li></ul>3. Dealing with Ambiguity <ul><li>Managing change in a thoughtful & well planned rather </li></ul><ul><li>than a reactive manner </li></ul>HR LEADERSHIP
  61. 61. 5. Functional Excellence 4. Business Acumen <ul><li>Understanding the critical leverage points of the </li></ul><ul><li>business and changing industry & market conditions </li></ul><ul><li>Keeping up to date with leading edge developments </li></ul><ul><li>in your field or function </li></ul>HR LEADERSHIP
  62. 62. 1. Taking Ownership <ul><li>Accepting responsibility for the consequences of your </li></ul><ul><li>decisions and actions </li></ul><ul><li>Consistently demonstrating high levels of integrity </li></ul><ul><li>in your daily contacts with others </li></ul>PEOPLE AND TEAM LEADERSHIP 2. People Development <ul><li>Being supportive & helpful in daily contacts with </li></ul><ul><li>others </li></ul><ul><li>Working with others to continuously improve their </li></ul><ul><li>personal performance </li></ul>
  63. 63. PEOPLE AND TEAM LEADERSHIP 3. Interpersonal Effectiveness <ul><li>Establishing a climate of openness and trust </li></ul><ul><li>Empowering people at lower levels to make decisions </li></ul>4. Withstanding Pressure <ul><li>Being willing to speak out on issues even when your </li></ul><ul><li>view is unpopular </li></ul><ul><li>Responding in a non-defensive manner when others </li></ul><ul><li>disagree with you </li></ul>
  64. 64. 5. Building Effective Teams <ul><li>Encouraging people to collaborate with others </li></ul><ul><li>Conducting team meetings in a way that builds </li></ul><ul><li>trust & mutual respect </li></ul>PEOPLE AND TEAM LEADERSHIP
  65. 65. HR PROCESSES must support . . . Leadership Negotiation Perf. Mgt Commercial Skills Team Skills Personal Effectiveness Drive for results Customer Focus Timely Decision Making Innovative Management Managing Vision/Purpose Strategic Capabilities Dealing with ambiguity Business Acumen Functional Excellence Takes Ownership People Development Interpersonal Effectiveness Building Effective Teams Integrity and Values Sets High Personal Standards Withstands Pressure • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • SUCCESS FACTORS
  66. 66. OVERALL RATINGS SHOULD BE WORLD CLASS <ul><li>HR Plans driven by Business Strategies </li></ul><ul><li>Behaving in a way that leads others to trust HR </li></ul><ul><li>Designs high performing HR processes to support and </li></ul><ul><li>drive business culture and performance </li></ul><ul><li>Keeping personal commitments and follow-up - HR Pro’s </li></ul><ul><li>Communicating views openly, honestly and directly </li></ul><ul><li>without fear </li></ul>The most important HR processes are as follows:
  67. 67. How to Realize <ul><li>Managing perfomance oriented processes </li></ul><ul><li>Promoting and developing entrepreneurial behaviours </li></ul><ul><li>Linking rewards to outputs and competencies </li></ul><ul><li>Sourcing primarily internally and communicate results </li></ul><ul><li>Tracking perceptions of high potentials </li></ul><ul><li>Developing people to the best of their ability </li></ul><ul><li>Walking the talk in balancing work/life </li></ul><ul><li>Making people processes fair and transparent </li></ul><ul><li>Emphasising individual and team contribution </li></ul>
  68. 68. HR Priorities for 2000 and beyond Business Results Orientation <ul><li>Phase 1 </li></ul><ul><ul><li>HR Information Systems </li></ul></ul><ul><ul><li>Critical Success Framework/Standards </li></ul></ul><ul><ul><li>HR Accountabilities </li></ul></ul><ul><ul><li>Measurements/KPI’s Skills </li></ul></ul><ul><ul><li>HR Core competencies </li></ul></ul><ul><ul><li>Feedback/Coaching Rewards </li></ul></ul><ul><ul><li>Strengthen Performance Linkage </li></ul></ul>
  69. 69. HR Priorities for 2000 and beyond Business Results Orientation <ul><li>Phase 2 </li></ul><ul><ul><li>Full Senior Management Commitment </li></ul></ul><ul><ul><li>First Full Year of Implementation versus Results </li></ul></ul><ul><ul><li>Audit + Improve Best Practice </li></ul></ul><ul><li>Phase 3 </li></ul><ul><ul><li>Full global coverage </li></ul></ul><ul><ul><li>Multicultural emphasis </li></ul></ul><ul><ul><li>Deepen Performance related pay </li></ul></ul><ul><ul><li>More pay at risk </li></ul></ul>
  70. 70. HR Priorities for 2000 and beyond HR Leadership/Capability Building <ul><ul><li>HR Leadership Review/Profiling </li></ul></ul><ul><ul><li>Audit/Bench strength </li></ul></ul><ul><ul><li>Development Plans/HR Plan to deliver Strategy/Results </li></ul></ul><ul><ul><li>HR & Business Capability Reviews </li></ul></ul><ul><ul><li>Growth opportunity + Career management </li></ul></ul><ul><ul><li>Value for money </li></ul></ul>
  71. 71. HR Priorities for 2000 and beyond HR Leadership/Capability Building <ul><ul><li>Ongoing </li></ul></ul><ul><ul><li>Assessment Centres </li></ul></ul><ul><ul><li>Master skill classes </li></ul></ul><ul><ul><li>Cross boundary Value Creation projects </li></ul></ul><ul><ul><li>Improve retention </li></ul></ul><ul><ul><li>Track growth opportunities </li></ul></ul><ul><ul><li>Executive Education enhancement </li></ul></ul><ul><ul><li>Leverage skills in a seamless organisation </li></ul></ul><ul><li>Focus on </li></ul><ul><ul><li>Repeat & improve success . . . Celebrate! </li></ul></ul><ul><ul><li>Target on World Class performance </li></ul></ul><ul><ul><li>High Performance Team Development </li></ul></ul><ul><ul><li>Joint HR & Functional learning </li></ul></ul>
  72. 72. HR Priorities for 2000 and beyond Simplify Infrastructure/Shared Services <ul><li>Clarify HR Role/Value added </li></ul><ul><li>Realign all HR Services and outsource </li></ul><ul><li>Reshape Consultative and change agent framework </li></ul><ul><li>Streamline HR processes </li></ul><ul><li>Simplify Salary and Benefits administration </li></ul><ul><li>Build success factors for HR </li></ul><ul><li>Upgrade HR people </li></ul><ul><li>Share HR Best Practices </li></ul>
  73. 73. Most important behaviour for HR in the Future <ul><li>Establishing a climate of openness and trust </li></ul><ul><li>Being open and candid with people rather than being </li></ul><ul><li>vague or indirect </li></ul><ul><li>High levels of integrity in day to day dealings </li></ul><ul><li>Honestly and directly confronting conflict </li></ul><ul><li>Take personal responsibility for decisions and actions </li></ul><ul><li>Establish clear performance goals and standards </li></ul>
  74. 74. HR must be committed to <ul><li>PEOPLE STANDARDS </li></ul><ul><ul><li>HONESTY OF FEEDBACK </li></ul></ul><ul><ul><li>TOUGHEN UP MANAGEMENT REVIEWS </li></ul></ul>DRIVE VALUES & RESULTS
  75. 75. Key HR processes for Management Reviews <ul><li>Retention Planning </li></ul><ul><li>Results & Achievement Driven </li></ul><ul><li>Competency Development </li></ul>
  76. 76. The overall objective in a Results Driven Organization Competencies Goals Remuneration MAKING MONEY Development COACHING FEEDBACK STEERING
  77. 77. Training and Development Career Planning Rewards and Recognition Company objective setting Process/Unit objective setting Individual objective setting Performance Review On-Going Feedback Corrective actions Re-setting objectives High Performance Organizations
  78. 78. Processes in a High Performance Organization Retention Performance Assessment Training & Development Growth Planning Opportunity Planning Potential Assessment HR Competencies Mission Strategies, Core Competencies, Values Business Environment
  79. 79. High Performance Organizations Functional Business People Technical/Professional HR Processes The group of competencies related to understanding and being able to achieve the business objectives in the context of the market, the competition and the political and social environment. The group of competencies needed to work effectively with others. Conceptual/ Strategic The group of competencies needed to deliver the products or services required.
  80. 80. High Performance Organizations Function Manager Team Leader Individual Contributor <ul><li>Self </li></ul><ul><li>Managing tasks </li></ul><ul><li>Ongoing operation </li></ul><ul><li>Managing processes </li></ul>Business Leader <ul><li>Strategic Business Unit </li></ul><ul><li>Managing </li></ul><ul><li>multiple functions </li></ul><ul><li>Team </li></ul><ul><li>Managing </li></ul><ul><li>through others </li></ul>
  81. 81. Behavioural Indicators <ul><li>Managing the Job </li></ul><ul><ul><li>Knowing the Business </li></ul></ul><ul><ul><li>Customer Focus </li></ul></ul><ul><li>Running the Team </li></ul><ul><ul><li>Leadership </li></ul></ul><ul><ul><li>Teambuilding </li></ul></ul><ul><ul><li>Developing People </li></ul></ul><ul><li>Running the Company </li></ul><ul><ul><li>Strategic Thinking </li></ul></ul><ul><ul><li>Achieving Results </li></ul></ul><ul><ul><li>Influencing and Persuading </li></ul></ul>High Performance Success Factors
  82. 82. <ul><ul><li>Closely co-ordinated HR processes with strategic </li></ul></ul><ul><ul><li>business plans </li></ul></ul> KEY TO THE ONGOING SUCCESS OF THE BUSINESS <ul><ul><li>Involvement of all levels of the management, </li></ul></ul><ul><li>both line and staff & HR processes </li></ul>
  83. 83. Progress and results achieved against current business development objectives and future thrust & direction ASSESSMENT OF: KEY TO THE ONGOING SUCCESS OF THE BUSINESS
  84. 84. Assessment of short & long term HR strategies <ul><li>Determine high performance organisations resource issues </li></ul><ul><li>people risks </li></ul><ul><li>people opportunities </li></ul>REVIEW OF: Management strengths Areas for improvement and growth Opportunity planning Development of high performance managers KEY TO THE ONGOING SUCCESS OF THE BUSINESS
  85. 85. KEY ORGANISATION AND MANAGEMENT ISSUES Summary of HR objectives and plans for business development OBJECTIVES AND PLANS FOR COMING YEARS Address only organizational issues that matter Identification of significant organisation and management issues that present risk and/or opportunity for the business Identification of people in the organization who deliver business results
  86. 86. HR MUST ENSURE: Continuity Skill Base Management Excellence & Best Practices BASIC HR PLANNING Right People Right Place Right People
  87. 87. Growing need for High Quality Management HR ALIGNMENT TO THE BUSINESS WHY? Aggressive Sales Plans & Market Competition Growing Complexity of Jobs
  88. 88. HR MUST BELIEVE THAT . . . High Performance organisation are the cornerstone for business excellence and development Management must take personal responsibility for developing High Performance Organizations High Performance Organizations should be a deliberate process <ul><li>Requiring absolute commitment to execution </li></ul>
  89. 89. People respond best to challenging objectives, recognition, freedom to act and contribute and opportunities to participate and grow in High Performance Organisation We have a new generation of managers, they are team players, who are motivated and committed to excellence Executives, managers and supervisors recognise the company’s expectations to keep learning and developing Managers should have a plan and communicate the process for the development of their people HR MUST BELIEVE THAT . . .
  90. 90. On-the-job training is the most effective method of development, supported by other forms of training and education (80-10-10 rule) A number of “cross-roads” can be utilised to make on-the-job training effective experience: <ul><li>Series of timely assignments </li></ul><ul><li>Having a variety of “bosses” as models </li></ul><ul><li>Early experience with adversity, risk-taking or tough </li></ul><ul><li>problem-solving </li></ul><ul><li>Multifunction and international exposure </li></ul><ul><li>Well-selected outside education training </li></ul>HR MUST BELIEVE THAT . . .
  91. 91. LONG-TERM MANAGEMENT REVIEW OBJECTIVES SLDE will earn a reputation for: <ul><li>Superior Management </li></ul><ul><li>Management continuity </li></ul>SLDE achieve measurable results: <ul><li>85% selection of executives from our succession plan </li></ul><ul><li>Internal management promotion rate of 90% </li></ul><ul><li>Carefully planned infusion of high talented people </li></ul><ul><li>into organisation (10%) </li></ul><ul><li>90+% retention rate of key management </li></ul><ul><li>Diversity - Women in Management </li></ul>
  92. 92. What kind of HR leadership is needed to manage
  93. 93. HR LEADERSHIP SKILLS <ul><li>Provides direction </li></ul><ul><li>Leads courageously </li></ul><ul><li>Influences others </li></ul><ul><li>Fosters teamwork </li></ul><ul><li>Motivates others </li></ul><ul><li>Coaches and develops others </li></ul><ul><li>Champion & Facilitate CHANGE </li></ul>
  94. 94. LEAD COURAGEOUSLY <ul><li>Identify HR’s most deeply held convictions. Use those </li></ul><ul><li>convictions to guide HR leadership </li></ul><ul><li>Give people the feedback they need, even when it may </li></ul><ul><li>be difficult or unpleasant </li></ul><ul><li>Stand behind HR people and back their decisions </li></ul><ul><li>Attack problems, not people - Results and Service </li></ul><ul><li>orientation </li></ul><ul><li>Prioritize, drive hard on the right HR issues </li></ul>
  95. 95. LEAD COURAGEOUSLY <ul><li>Believe that HR has the power to make a difference, </li></ul><ul><li>and accept the responsibility of trying </li></ul><ul><li>Challenge others to make tough HR decisions </li></ul><ul><li>Be decisive - No wishy washy & soft HR decisions </li></ul><ul><li>Use simple, clear language when communicating </li></ul><ul><li>Being a HR manager is not a popularity contest, but </li></ul><ul><li>earn respect </li></ul>
  96. 96. HR needs to be driven by LEADERS <ul><li>Very high aspiration and vision </li></ul><ul><li>Demanding and will not accept “second best” </li></ul><ul><li>Effective teambuilding at the TOP </li></ul><ul><li>Ability to penetrate to micro-level </li></ul><ul><li>Single-minded adherence to simple, clear success </li></ul><ul><li>measures - not just financials </li></ul><ul><li>Productive “fear” of failure </li></ul>
  97. 97. <ul><li>Highly motivated, if not inspiring “can do attitude” </li></ul><ul><li>Orientation around “best practices” </li></ul><ul><li>Passionate defenders of core business </li></ul><ul><li>Understand how HR works in its detail, what customers </li></ul><ul><li>want and what competitors can-do and how market </li></ul><ul><li>CHANGES </li></ul>HR needs to be driven by LEADERS STRATEGIES & VISION
  98. 98. <ul><li>Persuasive, occasionally pushy </li></ul><ul><li>Real and effective follow through on accountability </li></ul><ul><li>Aggressively learn from others who are better </li></ul><ul><li>Establish a good place to work but not always </li></ul><ul><li>comfortable </li></ul><ul><li>Performance shortfalls are held accountable </li></ul><ul><li>Rewarded by being part of a Winning Team </li></ul>HR needs to be driven by LEADERS PERFORMANCE DRIVEN
  99. 99. <ul><li>Strong sense for development of accountability and </li></ul><ul><li>performance challenges </li></ul><ul><li>Uncomplicated line of communication and approval </li></ul><ul><li>Try to develop transparent structures and key business </li></ul><ul><li>processes </li></ul><ul><li>Regular top-down and bottom-up management meetings </li></ul>HR needs to be driven by LEADERS SIMPLE STRUCTURE AND CORE COMPETENCIES
  100. 100. <ul><li>Do many things well but at least 1 function at </li></ul><ul><li>World-Class level </li></ul><ul><li>Focus on building HR skills as the way to run the </li></ul><ul><li>business </li></ul><ul><li>View Human Capital as real competitive advantage </li></ul>HR needs to be driven by LEADERS BASED ON WORLD-CLASS SKILLS
  101. 101. <ul><li>Clear focus on performance through recognition and </li></ul><ul><li>motivation, successful long-term, and developmental </li></ul><ul><li>opportunities </li></ul><ul><li>HR Leaders have “informed” view of key business </li></ul><ul><li>contributors </li></ul><ul><li>Best people/teams in most critical/demanding positions </li></ul><ul><li>Bench strength is top priority </li></ul>HR needs to be driven by LEADERS DEVELOP PEOPLE as a Priority