The document discusses HR effectiveness and creating value for a business. It outlines strengths and weaknesses of the HR function. Strengths include helping with hiring, training, motivation, and culture building. Weaknesses include inadequate resources, development programs, and support from top management. The document states that to create value, HR initiatives need to ensure the right people are hired and developed, people are utilized well, training is adequate and timely, roles are clearly defined and integrated, rewards are tied to performance, and communication channels are open.

1. HR EFFECTIVENESS
Creating Value for Business

2. INDEX
• HR Effectiveness
• Strengths of HR Function
• Weaknesses of HR Function
• Creating Value

3. HR Effectiveness
Effectiveness = Doing the right things
 HR effectiveness plays a large part in how well
the entire organization functions.
 Effective HR can help the organization to
achieve its strategic objectives.
 HR should be aligned with the broad strategy of
the organization.
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4. Aligning Human Resources Strategy with Organizational Context
Source: Adapted from “Culturally
Compatible Rewards Strategies”
by R. J. Greene, ACA Journal,
Autumn 1995 (revised December
1998).
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5. Strengths of HR Function
• HR helps in Hiring and Training the Workforce
• HR helps keeping employees motivated
• HR helps in building culture and values in the
organization
• Conflict Management is also an important
responsibility of HR
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6. Weaknesses of HR Function
• Inadequate Resources
• Inadequate Development Programs
• Lack of Support from Top Management
• Weak Research & Development
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7. Creating Value
Prerequisite HR Initiatives to Facilitate
Needed for Individual
Performance
Needed for Organizational
Performance
Able to Do it
Selection Right persons hired
Interpersonal and conflict
management skills developed
Placement People utilized well
Necessary knowledge exists within
the unit
Development Training adequate/timely Processes appropriate
Role/Job Design Resources adequate
Role design appropriate
Allowed to do it
Culture
Permission/support for exercising
appropriate autonomy
Group structure appropriate
Role/Job Design Resources adequate Individual roles clearly defined
Nature of management Role design appropriate Roles integrated/not conflicting
Management oversight
appropriate
Want to do it
Rewards Rewards tied to performance
Competition at individual level
does not drive rewards
Recognition
Behavior and results are both
appropriately rewarded
Performance criteria/standards not
in conflict with norms/values
Culture “Heroes” are high performers
People experience intrinsic
satisfaction from group success
Intrinsic satisfaction provided
Knows what "IT" is
Vision/mission Clear direction Clear direction
Culture Values stated Values stated
Performance criteria Objectives clear Objectives clear
Objectives
Performance criteria and standards
accepted by all
Performance criteria and standards
accepted by all
Communication
Communication channels open and
feedback provided continuously
Communication channels open and
feedback provided continuously Back to
Index

8. Thank You