Changing roles of hr professional

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Changing roles of hr professional

  1. 1. CHANGING ROLES OF HR PROFESSIONALS
  2. 2. STRATEGIC STRETEGICINTERVENTIONS INTERVENTIONSTO ELICIT COMMITMENT DESIGNEDAND TO DEVELOP TO SECURE FULLRESOURCEFUL UTILIZATION OFHUMANS HUMAN RESOURCES
  3. 3. THE FOUR “T’s”• TRANSACTION ROLE• TRANSLATION ROLE• TRANSITION ROLE• TRANSFORMATION ROLE
  4. 4. BELIEFS AND ASSUMPTIONSCONTRACT WRITTEN BEYOND CONTRACT CONTRACTSRULES IMPORTANCE IMPATIENCE TO RULES WITH RULESMGT ACTION PROCEDURES BUSINESS NEEDBEHAVIOUR NORMS/CUSTO VALUES/MIS MS SIONMGERIAL MONITORING NURTURINGTASK
  5. 5. STRATEGIC ASPECTSKEY LABOUR CUSTOMERRELATIONS MANAGEMENTINITIATIVES PIECEMEAL INTEGRATEDCORPORATE MARGINAL TO CENTRAL TOPLANSPEED OF SLOW PASTDECISION
  6. 6. KEY LEVERSSELECTION SEPARATE INTEGRATED TASKPAY JOB PERFORMANC EVALUATION E RELATEDCONDITION SEPARATELY HARMONIZAT NEGOTIATED IONJOB MANY FEWCATEGORIESJOB DESIGN DEVISION OF TEAM WORK LABOUR
  7. 7. KEY LEVERSCONFLICT TEMP.TRUCES MANAGEHANDLING CLIMATE AND CULTURETRAINING CONTROLLED LEARNING COMPANIESINTERVENTIO PERSONNEL CULTURALNS PROCEDURES STRUCTURAL PERSONNEL STRATEGIES
  8. 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. 9. • IMPROVING THE WELFARE OF THE PEOPLE DID NOT DEPEND ON LAND EQUIPMENT AND ENERGY BUT RATHER ON KNOWLEDGE THEODORE SCHULTZ
  10. 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. 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. 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. 13. Stage 1DEPLOYMENT OF LABOUR
  14. 14. Stage 2OPTIMUM UTILISATION OF HUMAN RESOURCES
  15. 15. Present StageLEVERAGING HUMAN CAPITAL
  16. 16. Proprietor Regards SALAHUDDIN.MOHD CRD & HRD Mafoi Management Consultants Ltdhr.salahuddin@gmail.com

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