Changing roles of hr professional
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The document discusses the changing roles of HR professionals from transactional to more strategic and transformational. It outlines the "Four T's" of the HR role - transactional, translational, transitional, and transformational. It also discusses how HR can help align business strategies to make better use of human resources and capital by considering individuals' career growth, linking profits to rewards, facilitating organizational learning through training, and sensitizing people to new cultures through alliances. The goal is to move from optimum utilization of human resources to leveraging human capital.
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CHANGING ROLES OF HR PROFESSIONAL
The document discusses the changing roles of HR professionals from transactional to more strategic functions. It outlines four stages of the HR role: transactional, translational, transitional, and transformational. The document also discusses aligning HR strategies with business needs, including ensuring company goals factor in employee growth and rewards. Finally, it discusses setting the HR agenda to focus on facilitating change initiatives, cultural transitions, and company-wide participation through evaluable processes and practices.
Changing roles of hr professional
The roles of HR professionals are changing from transactional to more strategic. [1] HR must align their goals to the company's strategic objectives such as linking profits to rewards and considering HR issues in business strategies. [2] HR is also shifting from viewing people as labor to deploy, to optimizing human resource utilization, to now leveraging human capital. [3] This involves setting the agenda to ensure employees are receptive to change and facilitating initiatives such as cultural transformations from mergers.
Strategic HR Presented at MHCA Spring Session 2014
Learn how non-profit human resource departments can become a strategic differentiator for organizations by utilizing human capital management software to increase efficiency and automation. This presentation is especially beneficial for the health and human services industry.
SP (PPT)-1.pptxgggggggggggyyyyyykkkkhhhhyy
The document discusses succession planning and outlines a five-step approach. It notes that while succession planning is becoming more common, many organizations lack confidence in their current systems. The five steps proposed are: preliminary planning, preparing for talent review, the talent review meeting, providing feedback and development planning, and measuring effectiveness. The document also discusses best practices in succession planning and proposes using a "succession blueprint" to better link succession planning to organizational strategy.
group 3 (zartaj group).pptxvvvvvvvvvvvvvvvvvvvvv
The document discusses succession planning and outlines a five-step approach. It notes that while succession planning is becoming more common, many organizations lack confidence in their current systems. The five steps proposed are: preliminary planning, preparing for talent review, the talent review meeting, providing feedback and development planning, and measuring effectiveness. The document also discusses best practices in succession planning and proposes using a "succession blueprint" to better link succession planning to organizational strategy.
A PPT ON HRP-AN INTRODUCTION BY ASHA REDDY
Human resource planning is defined as determining human resource requirements and how to meet them in order to carry out an organization's integrated plan. Effective HR planning ensures having the right people with the right capabilities in the right place at the right time. The objectives of HR planning are to forecast HR requirements, promote effective change management, and realize organizational goals. Key factors that affect HR planning include changes in organizational objectives, policies, and a lack of skilled resources. The process of HR planning involves forecasting needs and supply of human resources, identifying gaps, and creating an action plan to bridge gaps. Limitations include inaccurate demand and supply forecasts as well as uncertainties that undermine planning effectiveness.
Ppma strategic workforce planning final - julia howes
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This document discusses strategic workforce planning for public sector organizations facing an aging workforce and budget cuts. It provides an overview of workforce planning, including having the right people with the right skills in the right roles. A case study of a public utilities organization is presented, which found issues like lack of succession planning, career development and understanding of capabilities across departments. The case study conducted workforce mapping and identified priorities like restructuring work processes, aligning contractor use, developing an employee value proposition and career paths to build internal talent. Mercer's top tips for strategic workforce planning emphasize having a clear methodology owned by the business but driven by HR.Archestra OCM Framework
Frameworks allow models, methods and techniques to be applied in an architecturally open manner. However, the coherency of the available configurations is not prescribed. The role of the framework is to identify what must be included and why.
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CHANGING ROLES OF HR PROFESSIONAL
The document discusses the changing roles of HR professionals from transactional to more strategic functions. It outlines four stages of the HR role: transactional, translational, transitional, and transformational. The document also discusses aligning HR strategies with business needs, including ensuring company goals factor in employee growth and rewards. Finally, it discusses setting the HR agenda to focus on facilitating change initiatives, cultural transitions, and company-wide participation through evaluable processes and practices.
Changing roles of hr professional
The roles of HR professionals are changing from transactional to more strategic. [1] HR must align their goals to the company's strategic objectives such as linking profits to rewards and considering HR issues in business strategies. [2] HR is also shifting from viewing people as labor to deploy, to optimizing human resource utilization, to now leveraging human capital. [3] This involves setting the agenda to ensure employees are receptive to change and facilitating initiatives such as cultural transformations from mergers.
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SP (PPT)-1.pptxgggggggggggyyyyyykkkkhhhhyy
The document discusses succession planning and outlines a five-step approach. It notes that while succession planning is becoming more common, many organizations lack confidence in their current systems. The five steps proposed are: preliminary planning, preparing for talent review, the talent review meeting, providing feedback and development planning, and measuring effectiveness. The document also discusses best practices in succession planning and proposes using a "succession blueprint" to better link succession planning to organizational strategy.
group 3 (zartaj group).pptxvvvvvvvvvvvvvvvvvvvvv
The document discusses succession planning and outlines a five-step approach. It notes that while succession planning is becoming more common, many organizations lack confidence in their current systems. The five steps proposed are: preliminary planning, preparing for talent review, the talent review meeting, providing feedback and development planning, and measuring effectiveness. The document also discusses best practices in succession planning and proposes using a "succession blueprint" to better link succession planning to organizational strategy.
A PPT ON HRP-AN INTRODUCTION BY ASHA REDDY
Human resource planning is defined as determining human resource requirements and how to meet them in order to carry out an organization's integrated plan. Effective HR planning ensures having the right people with the right capabilities in the right place at the right time. The objectives of HR planning are to forecast HR requirements, promote effective change management, and realize organizational goals. Key factors that affect HR planning include changes in organizational objectives, policies, and a lack of skilled resources. The process of HR planning involves forecasting needs and supply of human resources, identifying gaps, and creating an action plan to bridge gaps. Limitations include inaccurate demand and supply forecasts as well as uncertainties that undermine planning effectiveness.
Ppma strategic workforce planning final - julia howes
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This document discusses strategic workforce planning for public sector organizations facing an aging workforce and budget cuts. It provides an overview of workforce planning, including having the right people with the right skills in the right roles. A case study of a public utilities organization is presented, which found issues like lack of succession planning, career development and understanding of capabilities across departments. The case study conducted workforce mapping and identified priorities like restructuring work processes, aligning contractor use, developing an employee value proposition and career paths to build internal talent. Mercer's top tips for strategic workforce planning emphasize having a clear methodology owned by the business but driven by HR.Archestra OCM Framework
Frameworks allow models, methods and techniques to be applied in an architecturally open manner. However, the coherency of the available configurations is not prescribed. The role of the framework is to identify what must be included and why.
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The document summarizes discussions from two roundtables organized by PeopleStrong to discuss HR transformation in India. Key topics included defining core vs non-core HR functions, the need for HR to focus more on strategic activities and less on transactions, and how HR can transform its operating model through shared services and outsourcing non-core activities in order to become a more strategic business partner. Participants shared that HR must improve operational excellence, align more closely with business goals, and play more of an advocacy role to add value and enhance employee capabilities.
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We are seeing an interesting trend developing in
HR. An accepted concept from the world of
Information Technology (and many external
customer service functions) is beginning to be
adopted by HR departments. I am not referring to
HR Management Systems or Employee Portals,
now widely-used. In fact this latest application is
not technical at all; it is the Service Level
Agreement (SLA).
In the past, HR departments have generally only
seen SLA’s as part of outsourcing deals. Today,
the early adopters are introducing SLA’s as a key
component of their HR strategy. According to Dr.
John Sullivan1, the pioneers in offering SLA’s in
HR were Hewlett Packard and Sun Microsystems.
HR Strategies
Many HR departments find themselves spending
much of their time on the transactional and record
keeping aspects of HR, and correspondingly can’t
pay sufficient attention to the higher level strategy
issues. This is not new. Much has been written
about HR’s long term struggle to evolve to this
higher form of existence – with the bar being set by
Dave Ulrich’s epic “Human Resource Champions”2
in 1997.
In order to “be strategic”, it stands to reason that
you would first require a “strategy’ per se. Yet it is
surprising how many HR departments operate
without one, or make do with a few slides on
annual business plans.
HR Service Level Agreements and HR Metrics can
be vital elements of an HR Strategy and serve to
focus time and resources on the strategic aspects of
HR.
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now widely-used. In fact this latest application is
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much of their time on the transactional and record
keeping aspects of HR, and correspondingly can’t
pay sufficient attention to the higher level strategy
issues. This is not new. Much has been written
about HR’s long term struggle to evolve to this
higher form of existence – with the bar being set by
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in 1997.
In order to “be strategic”, it stands to reason that
you would first require a “strategy’ per se. Yet it is
surprising how many HR departments operate
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How to Setup Warehouse & Location in Odoo 17 Inventory
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Leveraging Generative AI to Drive Nonprofit Innovation
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
How to deliver Powerpoint Presentations.pptx
"How to make and deliver dynamic presentations by making it more interactive to captivate your audience attention"
How to Make a Field Mandatory in Odoo 17
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective UpskillingExcellence Foundation for South Sudan
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...Nguyen Thanh Tu Collection
https://app.box.com/s/y977uz6bpd3af4qsebv7r9b7s21935vdBeyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...Nguyen Thanh Tu Collection
https://app.box.com/s/qhtvq32h4ybf9t49ku85x0n3xl4jhr15Recently uploaded (20)
Pengantar Penggunaan Flutter - Dart programming language1.pptx
Pengantar Penggunaan Flutter - Dart programming language1.pptx
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering.pptx
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
Digital Artefact 1 - Tiny Home Environmental Design
Digital Artefact 1 - Tiny Home Environmental Design
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
How to Setup Warehouse & Location in Odoo 17 Inventory
How to Setup Warehouse & Location in Odoo 17 Inventory
Liberal Approach to the Study of Indian Politics.pdf
Liberal Approach to the Study of Indian Politics.pdf
Leveraging Generative AI to Drive Nonprofit Innovation
Leveraging Generative AI to Drive Nonprofit Innovation
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective Upskilling
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
Changing roles of hr professional
- 1. CHANGING ROLES OF HR PROFESSIONALS
- 2. STRATEGIC INTERVENTIONS TO ELICIT COMMITMENT AND TO DEVELOP RESOURCEFUL HUMANS STRETEGIC INTERVENTIONS DESIGNED TO SECURE FULL UTILIZATION OF HUMAN RESOURCES
- 3. THE FOUR “T’s” • TRANSACTION ROLE • TRANSLATION ROLE • TRANSITION ROLE • TRANSFORMATION ROLE
- 4. BELIEFS AND ASSUMPTIONS NURTURING MONITORING MGERIAL TASK VALUES/MISS ION NORMS/CUSTO MS BEHAVIOUR BUSINESS NEED PROCEDURES MGT ACTION IMPATIENCE WITH RULES IMPORTANCE TO RULES RULES BEYOND CONTRACTS WRITTEN CONTRACT CONTRACT
- 5. STRATEGIC ASPECTS PAST SLOW SPEED OF DECISION CENTRAL TO MARGINAL TO CORPORATE PLAN INTEGRATED PIECEMEAL INITIATIVES CUSTOMER LABOUR MANAGEMENT KEY RELATIONS
- 6. KEY LEVERS TEAM WORK DEVISION OF LABOUR JOB DESIGN FEW MANY JOB CATEGORIES HARMONIZAT ION SEPARATELY NEGOTIATED CONDITION PERFORMAN CE RELATED JOB EVALUATION PAY INTEGRATED SEPARATE TASK SELECTION
- 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. • IMPROVING THE WELFARE OF THE PEOPLE DID NOT DEPEND ON LAND EQUIPMENT AND ENERGY BUT RATHER ON KNOWLEDGE THEODORE SCHULTZ
- 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. 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. 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
- 14. OPTIMUM UTILISATION OF HUMAN RESOURCES Stage 2
- 16. Regards SALAHUDDIN.MOHD CRD & HRD Mafoi Management Consultants Ltd hr.salahuddin@gmail.com Proprietor