The document discusses the reinvention of HR at the University of Georgia. It notes that UGA HR has one of the highest HR to staff ratios in higher education. It also discusses the economic pressures facing universities and changing talent and technology trends requiring HR to evolve. UGA HR has reinvented itself as a professional practice organization by outsourcing traditional functions and focusing on specialty services like benefits counseling, training, and recruiting. The presentation argues that for HR to be successful, it must demonstrate high levels of expertise, value-add, flexibility and cost-effectiveness.
1) Carry the New DNA of Leadership-An Interview with S Y Siddiqui , MEO, Maruti Suzuki India Limited. Siddiqui discusses how both academic qualifications and hands-on experience are important for career success. He also emphasizes the strategic role of HR in talent management beyond just staffing and compliance.
2) Siddiqui suggests customizing talent retention strategies to each company's unique culture and business. He provides examples of how Maruti retains talent such as fast career growth, rewards, overseas opportunities, and empowering employees.
3) Contemporary HR issues discussed include the mismatch of demand and supply of talent, need for reskilling, and proactively developing talent
Only 12% of the workforce in India is in the organized sector with proper standards and benefits, while 88% lacks protections in the unorganized sector. Public sector units are often mismanaged and use outdated technology, resulting in poor performance. Improving human resource policies is needed to optimize resource allocation, enhance employee performance and retention, and improve productivity in India's industries.
Ready to Serve: How and Why You Should Recruit VeteransKip Michael Kelly
Some of the most sought-after competencies employers look for include: leadership, teamwork, critical thinking and problem solving.The U.S. military builds these competencies in every soldier, sailor, marine, and airman--many of whom are now veterans looking to work outside the military.To help HR and talent management professionals recruit, employ, onboard, and retain military veterans, this UNC Executive Development white paper specifically covers:• The upside of hiring and retaining military veterans• Government incentives for employers who employ veterans• The challenges posed by hiring veterans and suggestions for addressing them• Resources available for HR and talent management professionals interested in recruiting and hiring veterans• Examples of three organizations who have successfully developed and implemented programs for hiring veteransThe U.S. military is currently producing the finest workforce the U.S. has ever seen. Read this white paper, and you will quickly learn that hiring veterans is not only good for the country, but also good for your organization.
The document discusses how Talent2 provides talent management solutions, such as executive search and selection, HRIS software and services, and learning and development consulting, to help companies attract, manage, and optimize their workforce. It notes that companies are increasingly outsourcing HR functions to specialists like Talent2 to gain a competitive advantage. Talent2 invites readers to contact them to discuss how they can help manage an organization's talent for the future through specialized services that are flexible.
This document provides an introduction and overview of the 2011 Interim Management Survey conducted by the Institute of Interim Management (IIM).
1. The survey received responses from 1,530 people, most of whom were interim managers, and gathered data on topics like day rates, assignments, and professional development.
2. Two independent reviewers validated that the survey was conducted in a transparent, robust manner and that the results provide an accurate snapshot of the interim management sector in the UK.
3. Preliminary results found that 24% of interim manager respondents were female, representing an increase from the 2010 survey.
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
Human resource planning has the following key objectives:
1) To ensure the optimum use of existing human resources and forecast future human resource requirements.
2) To provide control measures to ensure necessary human resources are available when required and assess surplus and shortage.
3) To provide direction to all human resource activities and systems and unite the perspectives of line managers and staff.
1) Carry the New DNA of Leadership-An Interview with S Y Siddiqui , MEO, Maruti Suzuki India Limited. Siddiqui discusses how both academic qualifications and hands-on experience are important for career success. He also emphasizes the strategic role of HR in talent management beyond just staffing and compliance.
2) Siddiqui suggests customizing talent retention strategies to each company's unique culture and business. He provides examples of how Maruti retains talent such as fast career growth, rewards, overseas opportunities, and empowering employees.
3) Contemporary HR issues discussed include the mismatch of demand and supply of talent, need for reskilling, and proactively developing talent
Only 12% of the workforce in India is in the organized sector with proper standards and benefits, while 88% lacks protections in the unorganized sector. Public sector units are often mismanaged and use outdated technology, resulting in poor performance. Improving human resource policies is needed to optimize resource allocation, enhance employee performance and retention, and improve productivity in India's industries.
Ready to Serve: How and Why You Should Recruit VeteransKip Michael Kelly
Some of the most sought-after competencies employers look for include: leadership, teamwork, critical thinking and problem solving.The U.S. military builds these competencies in every soldier, sailor, marine, and airman--many of whom are now veterans looking to work outside the military.To help HR and talent management professionals recruit, employ, onboard, and retain military veterans, this UNC Executive Development white paper specifically covers:• The upside of hiring and retaining military veterans• Government incentives for employers who employ veterans• The challenges posed by hiring veterans and suggestions for addressing them• Resources available for HR and talent management professionals interested in recruiting and hiring veterans• Examples of three organizations who have successfully developed and implemented programs for hiring veteransThe U.S. military is currently producing the finest workforce the U.S. has ever seen. Read this white paper, and you will quickly learn that hiring veterans is not only good for the country, but also good for your organization.
The document discusses how Talent2 provides talent management solutions, such as executive search and selection, HRIS software and services, and learning and development consulting, to help companies attract, manage, and optimize their workforce. It notes that companies are increasingly outsourcing HR functions to specialists like Talent2 to gain a competitive advantage. Talent2 invites readers to contact them to discuss how they can help manage an organization's talent for the future through specialized services that are flexible.
This document provides an introduction and overview of the 2011 Interim Management Survey conducted by the Institute of Interim Management (IIM).
1. The survey received responses from 1,530 people, most of whom were interim managers, and gathered data on topics like day rates, assignments, and professional development.
2. Two independent reviewers validated that the survey was conducted in a transparent, robust manner and that the results provide an accurate snapshot of the interim management sector in the UK.
3. Preliminary results found that 24% of interim manager respondents were female, representing an increase from the 2010 survey.
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
Human resource planning has the following key objectives:
1) To ensure the optimum use of existing human resources and forecast future human resource requirements.
2) To provide control measures to ensure necessary human resources are available when required and assess surplus and shortage.
3) To provide direction to all human resource activities and systems and unite the perspectives of line managers and staff.
Introduction to HR Objectives & Strategies tutor2u
This revision presentation introduces the concept of HRM (human resource management) and outlines why it has become more important as a source of competitive advantage. The most common HRM objectives are outlined alongside the key internal and external influences affecting HRM, Finally the contrast between "soft" and "hard" HR strategies is introduced.
Content can be used for Team Building and Comuniation program. Please feel free to connect at anubhawalia@gmail.com.
www.prismphilosophy.com
919818446562
training@prismphilosophy.com
The document outlines the key HR goals and objectives for 2013, including addressing the war for talents, supporting innovations, implementing performance-driven compensation, developing talent, and establishing lean HR processes. It also discusses the economic outlook and need for efficiency. The goals are aimed at gaining a competitive advantage and supporting the business strategy. Future areas of focus include continuing pressure to automate non-value added HR work and simplify processes, as well as developing skills for in-demand technical jobs.
The document discusses developing an HR scorecard to measure HR performance and strategy. It outlines an HR strategy map with objectives like enhancing employee productivity and developing internal HR capabilities. It then presents the HR scorecard with strategic objectives mapped to key performance indicators, such as shareholder value growth, employee satisfaction index, recruiting costs per employee, and accuracy of HR databases. The scorecard is intended to help measure the ROI of HR initiatives and optimize talent management and performance processes.
The HR Goals and Objectives 2014 will be challenging again. The economy is still not improving enough to support the easy job of Human Resources. HR Department will have to stay focused on increasing productivity, attracting the best talents and simplifying its operations to cut costs.
HR Goals and Objectives 2014 will not change dramatically from 2013. Just social media and HR Big Data will be the next big thing in Human Resources.
The document provides a template for an HR manager's key performance indicator (KPI) table. It includes instructions on defining key result areas, selecting KPIs, assigning weights and targets for each KPI, tracking actual results, calculating scores, and using the final score to determine bonuses, salary increases, and promotions. The template and additional HR tools can be downloaded from www.exploreHR.org.
The document provides demographic data and information about the alumni of The Honor Foundation (THF). It summarizes that there are currently 180 THF alumni fellows, most of whom are US Navy SEALS. It notes that the most common roles alumni are taking include entrepreneurship, business development, project management, and consulting. Finally, it states that THF has a 97% fulfillment rate in placing alumni in roles within 90 days of them indicating transition readiness.
The document discusses modern human resource management practices including outsourcing. It notes that modern HRM focuses on careful selection, high levels of training, better communication between staff and management, and encouraging employee innovation. When it comes to outsourcing, the document outlines the advantages like reducing costs and gaining expertise, and disadvantages like loss of control. It also discusses trends in the workforce around diversity, technology changes, and a globalized economy.
This document discusses emerging trends and issues in human resource management. It begins by highlighting the importance of people to a nation's wealth and the constant change in HR. The future of HR is discussed, with predictions that HR outsourcing will standardize practices while talent remains the competitive advantage. Current issues affecting organizational HR in the future include the changing nature of corporations, the information age, diversity, and social responsibility. Emerging trends for HR managers include concepts like balance scorecards and six sigma. The document concludes by emphasizing the importance of staying aware of contemporary emerging HR issues for business success.
Achieving Results with Talent Mobility: Case Studies and Lessons LearnedHuman Capital Media
Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin & Associates defines talent mobility as “a dynamic internal process for moving talent from role to role — at the leadership, professional and operational levels,” and a Bersin report states that “the ability to move talent to where it is needed and by when it is needed will be essential for building an adaptable and enduring organization.”
Join us for a webinar to see how several large global organizations achieved the benefits of talent mobility.
The document discusses the challenges that organizations face in attracting and retaining top talent in a dynamic business environment. It notes that the availability of skilled workers is declining globally while demand is increasing, leaving companies competing intensely for talent. The imperative for organizations is to take a strategic and customized approach to talent management focusing on components like high potential development, leadership, and performance management in order to achieve competitive advantage.
The document discusses various HR related topics such as factors influencing career changes, important elements in an individual's career, changing role of HR, and differing compensation trends based on age. The main drivers for career changes cited in a survey were improved work-life balance, higher income, and changing personal interests. Experience was seen as the most important career element. The role of HR is becoming more strategic and involves identifying capability gaps, obtaining resources, and facilitating organizational change. Compensation preferences differ based on generation, with younger workers preferring lifestyle benefits and older workers focusing more on health and retirement.
This document discusses the latest trends in human resource development. It begins with an introduction on how the role of HR is changing from administrative to more strategic. It then outlines several key trends, including globalization and its implications for developing a multicultural workforce, increasing workforce diversity, changing skills requirements, corporate downsizing, use of contingent employees, and examples from companies like Accenture, IBM, and Amazon on how they are addressing these trends through practices like inclusion and use of artificial intelligence. The document concludes with a discussion of how HR managers must keep up to date on technological and legal innovations to help companies adapt to these changing trends.
The document discusses several topics related to human resources including:
1. The size of HR departments can vary significantly depending on the size of the organization, ranging from just a few employees to divisions of hundreds of staff.
2. Future roles of HR practitioners include diagnostic, assessment, and development roles requiring skills like organizational diagnosis, research, and evaluation.
3. Common pitfalls in developing HR strategies include inside-out thinking, solutions without involvement, complexity without simplicity, and lack of focus. Adapting best practices requires considering internal context.
The document discusses modern trends in human resource management at both the international and local levels in Pakistan. It outlines trends such as an emphasis on teamwork, improving work-life quality, flexible work hours, the impact of technology, and training and development. It also compares practices between developed countries, where trends like teleworking are common, and Pakistan, where practices are evolving but still lag in some areas like work flexibility. The document concludes that human resources will be a key factor for organizations to improve productivity and meet challenges in the rapidly changing business environment.
Trend setting results from OI Global 3rd annual Global Survey along with a unique look at the use of AI across a number of very “human” functions such as profiling, recruiting and developing talent.
Human Resource as a source of competitive advantage in IT sector- Manorama YadavMukesh Kumar Yadav
This document discusses how human resource management can provide competitive advantage in the IT sector. It identifies the key competitive challenges as globalization, embracing technology, managing change, developing human capital, responding to the market, and containing costs. The document outlines how HR policies and practices can help companies address these challenges by attracting, retaining and motivating valuable employees. It also discusses topics like the impact of information technology on HR, developing intellectual capital, and using approaches like total quality management and reengineering to improve responsiveness to customers.
The document discusses new trends in human resource management (HRM). It covers a variety of topics influencing HRM, including technological changes, economic and political challenges, an aging workforce, skill deficiencies, and changes in the employment relationship. HR must deal with issues like globalization, outsourcing, mergers and acquisitions, and reengineering. The role of HR is shifting from administrative to more strategic. HR needs to anticipate challenges and support organizational strategy.
An analysis of selected items from the Profile of the South Carolina Graduate and how they correspond to the workforce; presented to the South Carolina Career Guidance and Placement Association Conference
The document discusses current and future challenges for human resource management. It outlines 17 challenges, including reducing costs while developing new capabilities, talent management and development, a growing contingent workforce, managing a diverse workforce, using HR technology, taking a strategic role, focusing on worker well-being and training/reskilling. It also discusses impacts of the economy like high levels of informal employment and impacts of demonetization on sectors like textiles.
The document discusses the importance of strategic career development for employee engagement, productivity, and retention. It summarizes research showing that only 30% of employees are engaged and outlines the business benefits of highly engaged employees, such as higher profits, productivity, and customer satisfaction. The document advocates for an integrated, shared approach to career development between employees, managers, and the organization. Employees should take responsibility for understanding their interests, strengths, and opportunities. Managers should enable career development by appreciating employees' uniqueness, assessing capabilities, and anticipating the future. Organizations should support strategic talent systems. When these three areas work together, it can increase engagement, productivity, retention, and results.
John Allen takes an in-depth look at HR Outsourcing and discusses who should be outsourcing to a and why, how small and mid-size businesses can take advantage of HR outsourcing administrative functions and common questions and answers in regards to PEO services.
Introduction to HR Objectives & Strategies tutor2u
This revision presentation introduces the concept of HRM (human resource management) and outlines why it has become more important as a source of competitive advantage. The most common HRM objectives are outlined alongside the key internal and external influences affecting HRM, Finally the contrast between "soft" and "hard" HR strategies is introduced.
Content can be used for Team Building and Comuniation program. Please feel free to connect at anubhawalia@gmail.com.
www.prismphilosophy.com
919818446562
training@prismphilosophy.com
The document outlines the key HR goals and objectives for 2013, including addressing the war for talents, supporting innovations, implementing performance-driven compensation, developing talent, and establishing lean HR processes. It also discusses the economic outlook and need for efficiency. The goals are aimed at gaining a competitive advantage and supporting the business strategy. Future areas of focus include continuing pressure to automate non-value added HR work and simplify processes, as well as developing skills for in-demand technical jobs.
The document discusses developing an HR scorecard to measure HR performance and strategy. It outlines an HR strategy map with objectives like enhancing employee productivity and developing internal HR capabilities. It then presents the HR scorecard with strategic objectives mapped to key performance indicators, such as shareholder value growth, employee satisfaction index, recruiting costs per employee, and accuracy of HR databases. The scorecard is intended to help measure the ROI of HR initiatives and optimize talent management and performance processes.
The HR Goals and Objectives 2014 will be challenging again. The economy is still not improving enough to support the easy job of Human Resources. HR Department will have to stay focused on increasing productivity, attracting the best talents and simplifying its operations to cut costs.
HR Goals and Objectives 2014 will not change dramatically from 2013. Just social media and HR Big Data will be the next big thing in Human Resources.
The document provides a template for an HR manager's key performance indicator (KPI) table. It includes instructions on defining key result areas, selecting KPIs, assigning weights and targets for each KPI, tracking actual results, calculating scores, and using the final score to determine bonuses, salary increases, and promotions. The template and additional HR tools can be downloaded from www.exploreHR.org.
The document provides demographic data and information about the alumni of The Honor Foundation (THF). It summarizes that there are currently 180 THF alumni fellows, most of whom are US Navy SEALS. It notes that the most common roles alumni are taking include entrepreneurship, business development, project management, and consulting. Finally, it states that THF has a 97% fulfillment rate in placing alumni in roles within 90 days of them indicating transition readiness.
The document discusses modern human resource management practices including outsourcing. It notes that modern HRM focuses on careful selection, high levels of training, better communication between staff and management, and encouraging employee innovation. When it comes to outsourcing, the document outlines the advantages like reducing costs and gaining expertise, and disadvantages like loss of control. It also discusses trends in the workforce around diversity, technology changes, and a globalized economy.
This document discusses emerging trends and issues in human resource management. It begins by highlighting the importance of people to a nation's wealth and the constant change in HR. The future of HR is discussed, with predictions that HR outsourcing will standardize practices while talent remains the competitive advantage. Current issues affecting organizational HR in the future include the changing nature of corporations, the information age, diversity, and social responsibility. Emerging trends for HR managers include concepts like balance scorecards and six sigma. The document concludes by emphasizing the importance of staying aware of contemporary emerging HR issues for business success.
Achieving Results with Talent Mobility: Case Studies and Lessons LearnedHuman Capital Media
Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin & Associates defines talent mobility as “a dynamic internal process for moving talent from role to role — at the leadership, professional and operational levels,” and a Bersin report states that “the ability to move talent to where it is needed and by when it is needed will be essential for building an adaptable and enduring organization.”
Join us for a webinar to see how several large global organizations achieved the benefits of talent mobility.
The document discusses the challenges that organizations face in attracting and retaining top talent in a dynamic business environment. It notes that the availability of skilled workers is declining globally while demand is increasing, leaving companies competing intensely for talent. The imperative for organizations is to take a strategic and customized approach to talent management focusing on components like high potential development, leadership, and performance management in order to achieve competitive advantage.
The document discusses various HR related topics such as factors influencing career changes, important elements in an individual's career, changing role of HR, and differing compensation trends based on age. The main drivers for career changes cited in a survey were improved work-life balance, higher income, and changing personal interests. Experience was seen as the most important career element. The role of HR is becoming more strategic and involves identifying capability gaps, obtaining resources, and facilitating organizational change. Compensation preferences differ based on generation, with younger workers preferring lifestyle benefits and older workers focusing more on health and retirement.
This document discusses the latest trends in human resource development. It begins with an introduction on how the role of HR is changing from administrative to more strategic. It then outlines several key trends, including globalization and its implications for developing a multicultural workforce, increasing workforce diversity, changing skills requirements, corporate downsizing, use of contingent employees, and examples from companies like Accenture, IBM, and Amazon on how they are addressing these trends through practices like inclusion and use of artificial intelligence. The document concludes with a discussion of how HR managers must keep up to date on technological and legal innovations to help companies adapt to these changing trends.
The document discusses several topics related to human resources including:
1. The size of HR departments can vary significantly depending on the size of the organization, ranging from just a few employees to divisions of hundreds of staff.
2. Future roles of HR practitioners include diagnostic, assessment, and development roles requiring skills like organizational diagnosis, research, and evaluation.
3. Common pitfalls in developing HR strategies include inside-out thinking, solutions without involvement, complexity without simplicity, and lack of focus. Adapting best practices requires considering internal context.
The document discusses modern trends in human resource management at both the international and local levels in Pakistan. It outlines trends such as an emphasis on teamwork, improving work-life quality, flexible work hours, the impact of technology, and training and development. It also compares practices between developed countries, where trends like teleworking are common, and Pakistan, where practices are evolving but still lag in some areas like work flexibility. The document concludes that human resources will be a key factor for organizations to improve productivity and meet challenges in the rapidly changing business environment.
Trend setting results from OI Global 3rd annual Global Survey along with a unique look at the use of AI across a number of very “human” functions such as profiling, recruiting and developing talent.
Human Resource as a source of competitive advantage in IT sector- Manorama YadavMukesh Kumar Yadav
This document discusses how human resource management can provide competitive advantage in the IT sector. It identifies the key competitive challenges as globalization, embracing technology, managing change, developing human capital, responding to the market, and containing costs. The document outlines how HR policies and practices can help companies address these challenges by attracting, retaining and motivating valuable employees. It also discusses topics like the impact of information technology on HR, developing intellectual capital, and using approaches like total quality management and reengineering to improve responsiveness to customers.
The document discusses new trends in human resource management (HRM). It covers a variety of topics influencing HRM, including technological changes, economic and political challenges, an aging workforce, skill deficiencies, and changes in the employment relationship. HR must deal with issues like globalization, outsourcing, mergers and acquisitions, and reengineering. The role of HR is shifting from administrative to more strategic. HR needs to anticipate challenges and support organizational strategy.
An analysis of selected items from the Profile of the South Carolina Graduate and how they correspond to the workforce; presented to the South Carolina Career Guidance and Placement Association Conference
The document discusses current and future challenges for human resource management. It outlines 17 challenges, including reducing costs while developing new capabilities, talent management and development, a growing contingent workforce, managing a diverse workforce, using HR technology, taking a strategic role, focusing on worker well-being and training/reskilling. It also discusses impacts of the economy like high levels of informal employment and impacts of demonetization on sectors like textiles.
The document discusses the importance of strategic career development for employee engagement, productivity, and retention. It summarizes research showing that only 30% of employees are engaged and outlines the business benefits of highly engaged employees, such as higher profits, productivity, and customer satisfaction. The document advocates for an integrated, shared approach to career development between employees, managers, and the organization. Employees should take responsibility for understanding their interests, strengths, and opportunities. Managers should enable career development by appreciating employees' uniqueness, assessing capabilities, and anticipating the future. Organizations should support strategic talent systems. When these three areas work together, it can increase engagement, productivity, retention, and results.
John Allen takes an in-depth look at HR Outsourcing and discusses who should be outsourcing to a and why, how small and mid-size businesses can take advantage of HR outsourcing administrative functions and common questions and answers in regards to PEO services.
This document provides an introduction to human resource management. It defines HRM as acquiring, training, appraising, and compensating employees to accomplish organizational objectives. HRM is concerned with managing people to achieve strategic goals. The document outlines the line and staff aspects of HRM, with line managers directing subordinates' work and staff managers advising lines. It also discusses trends shaping HRM, such as technology, globalization, and changing demographics. Finally, it explains how HR managers now take a more strategic focus on issues like performance, metrics, ethics and talent to address employers' expectations.
The $687B Question: Is Employee Engagement the Driver of Business Success?Human Capital Media
There’s been a lot of buzz about employee engagement in the workplace and for good reason. Today’s organizations face changing working patterns, evolving employee expectations and growing complexity — all of which pose significant challenges for keeping people engaged and motivated on the job. With so much at stake, are executives and HR professionals focusing adequate attention on employee engagement? What impact are prevailing tools, approaches and practices having on workforce productivity? And how do all these factors affect overall performance and, ultimately, the bottom line?
Ian Parkes, director of Coleman Parkes Research, and Joyce Maroney, director of the Workforce Institute at Kronos, will address eye-opening research that sheds new light on the challenges, opportunities and costs of employee engagement — or lack thereof — at today’s organizations. They’ll discuss key findings, highlight areas for improvement and explain the roles leadership, technology and talent management play in optimizing workforce engagement for sustained competitive advantage. You’ll gain valuable insights into:
The increasing complexity of working life and the impact on employee engagement.
The high opportunity cost of time wasted on non-job-related administrative tasks.
How the role of HR needs to change in order to build a culture of engagement.
Ways outdated technology is hindering employee productivity and engagement.
Why the inability to recruit and retain skilled talent is a core business disruptor.
Key drivers of engagement and how your organization can unburden the workforce.
On January 12, 2018, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) gave a presentation at HR Innovation Day 2018, of the HR Network Curacao. These are the slides he used.
The Ongoing Impact of the Recession—Global Competition and Hiring Strategiesshrm
View other SHRM Research results at www.shrm.org/surveys.
Lack of relevant qualifications and competition for talent are the top reasons that two-thirds (66%) of organizations are having difficulty hiring qualified full-time employees, according to HR professionals. Strategies organizations are using to deal with these recruiting challenges include: expanding advertising efforts (47%), using social media to find passive job seekers (44%), collaborating with education institutions (37%) and expanding the search region (36%).
2. 2010USGHR Conference
GoodThinking
innovative solutions and smart ideas
reInvention of HR: University of Georgia
UGA is a Land & Sea Grant Public Research University
• Customers:
• 10,000+ benefits-eligible employees (3,300 faculty/contract; 6,700 staff)
• 7,000 temporaries (non-student 4,000; students, 3,000)
• 5,000+ active retirees
• 35,000+ students (8,000 grad; 27,000 undergrad)
• 10,000 active volunteers
• $1.2B Budget
• HR: 34 FTE (1:296 HR/FTE) One of the highest HR/FTE staff
ratios in higher education
3. 2010USGHR Conference
GoodThinking
innovative solutions and smart ideas
reInvention of HR: University of Georgia
All Central HR to Faculty/Staff Ratios All Central HR to Faculty/Staff Ratios
Faculty/Staff Faculty/Staff
Institution HR Employees (benefits-eligible Ratio Institution HR Employees (benefits-eligible Ratio
only) only)
NC State 84 7420 1: 88 Florida 79 12440 1: 157
Virginia 87 8040 1: 92 LSU 32 5195 1: 162
Alabama 38 3904 1: 103 Washington 158 26699 1: 169
Kentucky 110 11888 1: 108 Texas 70 12142 1: 173
Minnesota 169 19157 1: 113 Iowa State 30 6083 1: 203
Michigan State 98 11320 1: 116 Arizona 53 11807 1: 223
GT 52 6963 1: 134 Penn State 103 23276 1: 226
Iowa 107 15609 1: 146 UC Davis 77 18892 1: 245
UNC 82 12204 1: 149 Illinois 73 17988 1: 246
Ohio State 185 27547 1: 149 UGA 34 10053 1: 296
Wisconsin 96 15061 1: 157
4. 2010USGHR Conference
GoodThinking
innovative solutions and smart ideas
reInvention of HR: University of Georgia
Why HR rEvolution or reInvention Needed
• Major economic/financial pressures and competition:
– Nearly all states cut budgets due to state revenue shortfalls during the Great recession. In addition, 39 states
have cut higher education funding and this trend will continue with only modest investments from state
revenues being restored.
– Endowment returns and individual asset values were negatively impacted, but have regained ground.
Institutions are now more than ever investment conscious of the inherent risks of the market place and are
looking for ways to limit the down swings in the market on endowments.
– Up to 75% of an organization’s baseline operating budget goes to salaries, benefits and other employee-based
programs, and this is starting to grow again. It is have an significant impact on tuition revenues which are under
optics of the federal government, elected officials, parents, students and tax payers.
• Talent dynamics and demographics:
– The top ten in-demand jobs in 2010 did not exist in 2004: IT; financial advisors; HR professionals; educators;
pharmacists; health care professionals; engineers; government positions
– Today’s learner will likely have 10-14 jobs before age 38 – employees need to become productive faster than
ever
– Multiple generations in the workforce
– Knowledge can become outdated quickly – organizations that don’t encourage
continuous learning can severely limit their potential
Parts excerpted from presentation by Lynell James, Senior Vice President for Human Resources, TIAA-CREF, April 2010 TIAA Client Forum, Phoenix, AZ
5. 2010USGHR Conference
GoodThinking
innovative solutions and smart ideas
reInvention of HR: University of Georgia
Why HR Evolution or reInvention Needed (continued)
• Technology impacts
– Two-thirds of social networking users are in the workforce – how
does this affect productivity at work and how HR screens
candidates?
– HR processes have moved from paper-based to online self-
service
– Ability for workers to contribute remotely: estimates suggest that
there are 50 million employees who can work from home &
growing by leaps and bounds
Is traditional HR work going away? Are the days of company
picnics and a turkey for the holiday coming to an end?
Parts excerpted from presentation by Lynell James, Senior Vice President for Human Resources, TIAA-CREF, April 2010 TIAA Client Forum, Phoenix, AZ
6. 2010USGHR Conference
GoodThinking
innovative solutions and smart ideas
reInvention of HR: University of Georgia
UGA HR’s New Frontier and New Normal
• New Reality: Can no longer be all things to all people. No longer about volume – about creating
exceptional results. For every $1 spent, HR must generate an increase in $X to create value-add and a
sustainable velocity of impact throughout the organization/workforce
• Traditional HR Functions/Activities/Tasks: Must be outsourced, automated, eliminated, decentralized-
to-field in order to perform higher level functions needed by the organization; These questions are not
likely to be asked by seniors leaders; therefore, “HR Needs to Lead the Way”
• Primary Customer: Principally MBU’s; Senior Leader (Client) Engagements; Highly targeted
workforce/employee engagements, typically entire intact business units (top-to-bottom engagements)
• Type of HR Practitioner: Master/Expert in Specialty Fields; Currently at UGA @60% at Master/Expert-
level with goal of 100% in two years
• Service Expectation: Perfection and Excellence in All HR Does!
The UGA HR Success Formula: High-Touch + High-Quality + High
Value-Add = Exceptional Outcomes/Results
7. 2010USGHR Conference
GoodThinking
innovative solutions and smart ideas
reInvention of HR: University of Georgia
As the New Normal has arrived, isn’t it
time for HR to take the
transactional, old school thinking, and
business-as-usual to the proverbial
landfill?
8. 2010USGHR Conference
GoodThinking
innovative solutions and smart ideas
reInvention of HR: University of Georgia
Becoming a Professional Practice Organization
2006 (50 FTE) 2007 (45 FTE) 2008 (48 FTE)
Dissolution of HR Faculty & Staff ASP (PeopleAdmin) ASP (Willis HRH)
Generalist Model Relations Team iPAWS–online staff hiring, HRconnection –
position description, online benefits admin &
performance mgmt online enrollment & changes
Office of Spousal & University Search
+
Partner Assistance Group K-12 Partnership;
Young DawgsUGA
2009 (44 FTE) 2010 (38 FTE) 2011 (38 FTE) 2012 (38 FTE)
403b ASP (TALX) 360 Personal Financial ASP (Willis HRH)
consolidation Employment Consultation (360PFC) iHouse–online
Verifications People & Organizational benefits admin &
ASP (PayFlex) – enrollment
Excellence Training
FSA Admin
Nearing ASP (TALX)
ASP (TALX: I-9express) completely Onboarding:
E-Verify & I-9 Processing paperless HRexpress
ASP (VALIC) Retirement Manager ASP (ElementK)
–403b/457b retirement admin, eLearning environment for
compliance, common remitter, workforce development
recordkeeping,
online participant enrollment &
Not inclusive of all activities changes, education
9. 2010USGHR Conference
GoodThinking
innovative solutions and smart ideas
reInvention of HR: University of Georgia
Offer More Value From Your Organization
Faculty & Staff
Relations Team
(FSRT)
Training & Employee Benefits
Development Center Center
(TDC) (EBC)
University Search Compensation and
Group Staffing Team
(USG) (CAST)
Not inclusive of all activities e.g. certain
compliance, contract administration activities
may fall under leadership team
10. 2010USGHR Conference
GoodThinking
innovative solutions and smart ideas
reInvention of HR: University of Georgia
Major Professional Practice Services
Employee Benefits Center (EBC) University Search Group (USG)
– Financial life management – Talent Sourcing
• 360PFCUGA (Personal Financial Consultation) – Search Committee Management
– Academic & research partnerships – Fee-for-services à la carte
– Lifelong education: financial, investment, health, etc.
• Making better consumers of benefits offerings Faculty & Staff Relations Team (FSRTUGA)
– Comprehensive employee relations services
Compensation and Staffing Team (CAST)
– Organizational Structuring Training & Development Center (TD&C)
– Role/Job Development; Classification Analysis – Methods, practices, tips, techniques, tools, etc.
– People Fit: Qualifications & Competencies • Leadership Development
– Compensation Analysis • Professional Development
– Customized Services: • Personal Development
• Fee-for-services à la carte – Customized Programming:
• Fee-for-services à la carte
The UGA HR Success Formula:
High-Touch + High-Quality + High Value-Add
= Exceptional Outcomes/Results
Not inclusive of all activities e.g. certain
compliance, traditional HR & contract administration
activities fall under leadership team & professional
practice units
11. 2010USGHR Conference
GoodThinking
innovative solutions and smart ideas
reInvention of HR: University of Georgia
Is Your Human Resources…
• a likely area for future institutional investment?
• are you looking for ways to generate revenue/funding streams for non-
traditional needed services?
• integrated in highly professional teams or a collection of traditional silos
and functions?
• client-focused (senior leader) and customer service centered?
• demonstrating the highest professional maturity and mastery of
professional competence in specialized areas?
• highly change competent, adaptable, and flexible?
• “above the line1” accountability in all that HR does and
how it acts?
12. 2010USGHR Conference
GoodThinking
innovative solutions and smart ideas
reInvention of HR: University of Georgia
How HR Evolution and reInvention Happens
• Build a business case and get buy in and leadership from the top of the organization
• Create the capability to measure results
• Understand how much your most valuable asset: people (and particularly the “right” people)
costs
• Identify critical strategic issues/opportunities facing your organization, then translate them
into very specific HR actions
• Make sure change is relevant to both employees and the organization and that it solves a
problem
• Leverage technological advancements, outsourcing, and other opportunities to shed low
value-added activities
• Focus on building critical core competencies internally and leverage best-in-class providers
to handle lower-value transactions
• Communicate: be sure employees know they are the most important asset
- they make all things possible
Parts excerpted from presentation by Lynell James, Senior Vice President for Human Resources, TIAA-CREF, April 2010 TIAA Client Forum, Phoenix, AZ
13. 2010USGHR Conference
GoodThinking
innovative solutions and smart ideas
reInvention of HR: University of Georgia
Hey, did you hear?
The New Normal is here!
HR has to be more…
•High-touch Breaking New
•High Quality Barriers, Unconv
•High Value-Added entional, Noncon
forming, Unusual
And
•Highly Cost Effective
•Highly Specialized
•Highly Expert
•Highly Flexible
Traditional * Conventional * Conforming * Usual