The document discusses designing an HR architecture for a differentiated workforce. It emphasizes establishing a workforce philosophy aligned with business strategy to guide the development of a unique HR system. An effective HR architecture consists of interrelated HR policies, programs, practices, and processes to attract the right employees, differentiate roles, and link performance to outcomes. This helps create a culture where strategic employees understand and contribute to achieving the company's mission and goals.

1. “DESIGN AN HR ARCHITECTURE FOR THE
DIFFERENTIATED WORKFORCE”
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2. INTRODUCTION
The most focus of the chapter is on workforce
diversity, differentiated workforce, undifferentiated
workforce, work design, HR architecture design and
some other related issues.
Requirement for differentiated workforce.
Strategic capabilities, information, technology, and
people to executed the strategy.

3. FORM STRATEGIC INTEND TO CORPORATE CULTURE
All firm have different culture so the manager
should be ensure to design the corporate culture by
having the answer of these questions
 What do we want our culture to look like?
 What we need to develop the culture?
 Who will be responsible for these changes?
 Where do we start?
 What mind-set and culture do we want?

4. WHAT MIND-SET & CULTURE DO WE WANT?
Firm X-employer of choice
we are employer of choice we try to hire the best
employees for all the position & than make sure
that each one is committed to our firm & never
leave them by providing best salaries, our all
employees know the values and mission of the
organization they feel scare they wont try for any
alternative

5. Firm Y- Employee of choice
We hire the very best employees for strategic
position, we do whatever is necessary to attract and
develop the employees we create the abilities to
retain the talent we are an employee equity firm
and proud of it.

6. FROM CORPORATE CULTURE TO WORKFORCE
PHILOSOPHY
Developing mindset and culture of accountabilities
involve two steps
 First-developing workforce philosophy which outline
the firm expectation & accountabilities
 Second- develop a unique & differentiated system
of HR architecture.

7. LOCKHEED MARTIN WORKFORCE PHILOSOPHY
In Martin the manager come to the conclusion and
get the element which is crucial for successful
strategy the factors are as flowing
challenging environment.
Clear understanding the environment is important
for successful strategy.
Requirement for that skill, talent, superiorly to
create customer focused solutions.

8.  Strategic focus
In this we must establish strategies that address the
changing environment. Requirement for this is
technical capabilities to deliver customer values .
 Delivering customer success
We must view all the business actions from customer
prospective should know the customer need, want, and
create for them certain values

9.  Workforce differentiation and diversity
We must have talent and skillful strategic
employees to provide unique customer focus
solution.
 leadership accountability
 Full spectrum leaders are accountable for their
workforce accountability, business strategy and
creating high performcance

10.  The role of HR
We all know that our business success is increasing more
depend on people and HR

11. FORM WORKFORCE PHILOSOPHY TO WORKFORCE
MANAGEMENT SYSTEM
There are certain strategies that must our workface know
Business strategy
how will we grow our business?
What is our completive advantages?
What strategies capabilities we need?

12. Strategic focus
How to accelerate our growth?
What are the indicator of our growth?
Performance focus
what is expected of me?
how well I am performance?
what should I do create wealth to the firm?
what work reduce the production cost?

13. Performance management
who has impact on my work?
how well am I doing?
how do I get specific feedback?
Performance consequence
What happen to me if I do a great job?
What happen if I do not perforce to the expected level?

14. Employee outcome
Everyone must know what the end game is what is likely
to happen to us if we are able to effectively execute our
strategy?
What will success look like in our organization from our
stakeholders perspective

15. ATTRIBUTES OF A DIFFERENTIATED WORKFORCE
Developing a differentiated workforce is much
easier if the firm has workforce philosophy and
workface management program
There are four key domains that distinguish a
differentiated approach with conventional approach
which will be explain in next slide

16. Equity, Not Equality
in undifferentiated firm all and every one treat the same
way, and vice versa in differentiate.
Engaging the right employees
in undifferentiated firm employees are aware that the firm
has a mission & values and asked for their lastly
In differentiated firm all employees specially strategic
position understand the firm strategy

17. hiring choice employees, Not becoming the
employer of choice
Undifferentiated firm workforce prompted itself as a great
place for all candidate, vice versa
Earning increase, Not entitlement
In undifferentiated firm employees feeling secure if
performance well or not they will get compensation & vice
versa in differentiated firm if u not add any values to the
firm you wont get any incentive

18. WORK SYSTEM ORGANIZING PRINCIPLE
Its all about the management of employee to deal
with the changes of environment, the HR
management system important because it create
the wealth for the stakeholder and directly control
the business. This system called as HR
architecture, implementing of an effective HR
architecture is the beginning of developing the
culture and workforce philosophy

19.  External v/s Internal
 HR management system
 HR architecture
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20. HUMAN RESOURCE MANAGEMENT SYSTEM
• The policies and practices involved in carrying out the
“people” or human resource aspects of a management
position, including recruiting, screening, training,
rewarding, and appraising.
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21. HR ARCHITECTURE
It is a system that consists of HR polices and
practices.
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22. 5P’S
 HR Philosophy
 HR Polices
 HR Programs
 HR Practices
 HR Process
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23.  HR Philosophy: High level statement like mission or
vision
 HR Polices: Framework for people related
programs and practices
 HR Programs: Coordinated effort to solve business
problems
 HR Practices: specific activities that constitutes
programs
 HR Process: Specific activities that makeup the
constituent parts of HR Practices.
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24. EQUIFINAITY
 Same philosophy different practices
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25. HUMAN RESOURCE PRACTICE MENU
 Planning choices
 Staffing choices
 Appraising choices
 Compensating choices
 Training and development
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26. DESIGNING HR ARCHITECTURE
 Differentiation between employees
 Selection, training
 Undifferentiated approach
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27. WORK DESIGN
 Structured work to give maximum output
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