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THE TRANSFORMATION OF THE HUMAN RESOUCE FUNCTION: RESOLVING THE TENSION BETWEEN A TRADITIONAL ADMINISTRATIVE AND A NEW STR...
AIM OF THE PAPER 
•What are the forces for change that HRM is having at the 20th century? 
•Where are the HRM and HR funct...
FORCES FOR CHANGE 
•Principlereasonsforthetransformation: 
oCompetition, 
oGlobalization 
oContinuoschangein marketsandtec...
CAPABILITIES FOR BEING THE SOURCE OF COMPETITIVE ADVANGE 
•Far higher levels of 
–Coordination across functions, business ...
A VISION of THE HUMAN RESOURCE FUNCTION 
•Traditional roles of HR: 
–Administrative 
–Compliance 
–Service oriented 
•New ...
•Challanges: 
–Not enoughtime toperformbothadministrativerolesandstrategicrole 
–HR professionalstendtoperformmorethetradi...
•Traditional HR applications are waste of time 
•Performance appraisal systems far from performance evaluation 
•Training ...
WHAT WILL THE NEW HR FUNCTION LOOK LIKE? 
•Much smaller, more high powered 
•Key role will be strategic 
•HR partners will...
CORPORATE HUMAN RESOURCE 
•Corporate human resource staff will be composed of a few key subjectmatter experts in disciplin...
BARRIERS 
•Therearesixcorebarrierstostrategyimplementation 
–Poorcordinationandteamwork 
–Unclearstrategyandpriorities 
–A...
OBSTACLES TO THE TRANSFORMATION OF THE HR FUNCTION 
•Toplaystrategicrole HR professionalswillhavetohaveanalyticandinterper...
COMMENTS 
•Theideasproposednot exactlyaboutthenewstrategicrole of theHR 
•Somenewapplicationsareproposedwhicharealreadysam...
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Paper Review : "The transformation of the human resouce function resolving the tension between a traditional administrative and a new strategic role"

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Paper Review : "The transformation of the human resouce function resolving the tension between a traditional administrative and a new strategic role", Michael Beer

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Paper Review : "The transformation of the human resouce function resolving the tension between a traditional administrative and a new strategic role"

  1. 1. THE TRANSFORMATION OF THE HUMAN RESOUCE FUNCTION: RESOLVING THE TENSION BETWEEN A TRADITIONAL ADMINISTRATIVE AND A NEW STRATEGIC ROLEMICHAEL BEER Stratejik İnsan Kaynakları Yönetimi, Makale Değerlendirmesi Zeyd GÜLESİN, 15.10.2014 Yıldız Teknik Üniversitesi İşletme Yönetimi, Doktora
  2. 2. AIM OF THE PAPER •What are the forces for change that HRM is having at the 20th century? •Where are the HRM and HR function going? •What are the octacles to getting there?
  3. 3. FORCES FOR CHANGE •Principlereasonsforthetransformation: oCompetition, oGlobalization oContinuoschangein marketsandtechnology oThefutureof theHRM oLessbureaucratic, oLesshierarchical, oFasterandmoreresponsive oPeople willbe employedin a more ocosteffectivemannerand owillbe competitiveadvantage
  4. 4. CAPABILITIES FOR BEING THE SOURCE OF COMPETITIVE ADVANGE •Far higher levels of –Coordination across functions, business units, and borders –Employee commitment to continuous improvement –General management and leadership competens –Creativity and entrepreneurship –Open communication will have to be developed
  5. 5. A VISION of THE HUMAN RESOURCE FUNCTION •Traditional roles of HR: –Administrative –Compliance –Service oriented •New strategic roles of HR: –Developing organization –Developing capabilities of its managers –Enhance quality of management
  6. 6. •Challanges: –Not enoughtime toperformbothadministrativerolesandstrategicrole –HR professionalstendtoperformmorethetraditionalrole ratherthanthenewrole –Administrativeandstrategicrole do not easilycoexistin thesamefunction •Movingadministrativeandservice functionsoutof HR is essentialifa newstrategicrole is toemerge.
  7. 7. •Traditional HR applications are waste of time •Performance appraisal systems far from performance evaluation •Training programs are very expensive and inefficient •So all of these functions should be out of HR and HR should transform itself to its new form
  8. 8. WHAT WILL THE NEW HR FUNCTION LOOK LIKE? •Much smaller, more high powered •Key role will be strategic •HR partners will work closely with the GM •New roles including assessing, diagnosing and developing the alignment of the organization with strategy.
  9. 9. CORPORATE HUMAN RESOURCE •Corporate human resource staff will be composed of a few key subjectmatter experts in disciplines such as compensation, management development, diversity and organization effectiveness. •Main responsibilities: –Promoting an organizational learning process –Developing Strategic Human Resource Profile
  10. 10. BARRIERS •Therearesixcorebarrierstostrategyimplementation –Poorcordinationandteamwork –Unclearstrategyandpriorities –An ineffectivetop team –Top-downmanagement –Poorverticalcommunication –Inadequatemanagementandmanagementdevelopmentthroughouttheorganization
  11. 11. OBSTACLES TO THE TRANSFORMATION OF THE HR FUNCTION •Toplaystrategicrole HR professionalswillhavetohaveanalyticandinterpersonalskills. •Alternativeis totrainHR professionalsin theskillfororganisationalanalysis •Top managementitselfis anotherobstacletotransformtheHR functions. •A wellestablishedactionlearningprocessis needed: Strategic Human Resource Management Profilingdevelopedad BectonDickinsonmayovercometheproblem.
  12. 12. COMMENTS •Theideasproposednot exactlyaboutthenewstrategicrole of theHR •Somenewapplicationsareproposedwhicharealreadysamewiththetraditionalones •Therearesomecontradictionsforexamplethepaperfindsthetrainingprogramsof traditionalHR as ineffectiveandexpensivebut proposestrainingof HR professionals. •ThepaperproposesnewindependentHR applicationbut newstrategicrole of HR needtofocuson therelationbetweenotherdepartmentsof theorganization.

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