The document outlines the evolution of the human resource function from a business function focused on administrative tasks like payroll and record keeping, to a business partner focused on communication, compensation, and employee development, and finally to a strategic partner that aligns employees and business objectives and measures leadership effectiveness. It shows how the focus and responsibilities of HR have changed at each stage, along with notable changes in tools used from basic spreadsheets and timekeeping systems to more advanced applicant tracking, learning management, and performance systems.

1. Evolution of the
Human Resource Function

2. Cycle of the Evolution of the HR Function
Business
Partner
Strategic
Partner
Business
Function Each stage sees a
change in
Attributes Values

3. HR as a Business Function
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HR as a Business Function
Managing employee data
Payroll
Attendance
Setting company policies
Responsibilities
Time

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Personnel Administration
Internal Compliance
External Compliance
Attendance
Managing employee records
Role
HR as a Business Function

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HR as a Business Function
Major Tools Used
Rudimentary
HRIS
Payroll
Processing
Software
Time &
Attendance
Systems
Swipe Systems
Time Card
Readers
Associated
Devices
Other Tools
Spreadsheets
Shared
Documents
Paper Records
(Physical Files)

7. HR as a Business Partner
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HR as a Business Partner
Communication
Total Compensation
(payroll and incentives)
Employee Development
Competency-based Recruitment
Organization Design
Focus shifts to

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HR as a Business Partner
Utilizing Recruitment Techniques to Assess Skills
Identifying Skills for Each Job Role
Defines Training programs
Benchmarking Skills against industry Standards
and Competitors
New Roles
Formalize Organization Structure

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Major Tools Used
Applicant
Tracking
Software
Employee Portals
Personnel
Administration
Training
Recruitment
Notable changes
Some degree
of automation
is introduced
Tools from
Vendors are
used
HR Function is
broken up into
sub-functions
HR as a Business Partner
Self-Services
Learning
Management
Systems
Employee
Database Compensation
& Benefits

11. HR as a Strategic Partner
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HR as a Strategic Partner
Continuously measuring the
effectiveness of leadership and
employee satisfaction
Mitigating risks by devising appropriate
Succession Planning Strategies
Identifying top-performers & non-
performers
New Responsibilities
Aligning employees to common set of
objectives derived from the mission
and value statements

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New Responsibilities
Increasing employee engagement
through appropriate measures
Adjusting recruitment and training to
competency gaps
Aligning compensation to performance
Specifying well-defined job descriptions
which are mapped to the organization
structure
HR as a Strategic Partner

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Tools are used for
Learning
Management
Performance
Management
HR as a Business Partner
Compensation
Planning
Recruitment and
On-Boarding
Succession
Planning
Alignment
Employee
Feedback

15. Summary
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Summary
Size and Age of Organization has no
bearing on Maturity of HR Function
Maturity depends on focus on
“managing people”
Appropriate HR tools can help the
organization quickly mature their HR
function

17. Thank You
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