This document discusses waves of HR evaluation and the 2012 HR competency model. It outlines 4 waves of HR evaluation that have shifted focus from administrative tasks to strategic alignment. The 2012 competency model identifies 5 core competencies for effective HR professionals: strategic positioning, credibility, capability building, change championing, and human resource innovation/integration. For each competency, it provides 2-3 factors that HR professionals need to master to demonstrate that competency.
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
Talent Management has gained importance over the years and as long as we need a smooth and uninterrupted flow of business; it is going to be an indispensable part of any HR strategy. Following definition clearly outlines what is Talent Management:
“Talent management is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs.”
- Silzer and Dowell
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
Talent Management has gained importance over the years and as long as we need a smooth and uninterrupted flow of business; it is going to be an indispensable part of any HR strategy. Following definition clearly outlines what is Talent Management:
“Talent management is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs.”
- Silzer and Dowell
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
M&A success: Using an integration playbook to make your deal workGrant Thornton LLP
Only about 50% of mergers or acquisitions will succeed. And even when deals go through, the newly created company may not deliver the hoped-for financial results. Integration playbooks can make the difference.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
HR Strategy: What is it? Why do we need it?CreativeHRM
The modern organization cannot survive without the innovative HR Management. The modern HR Management is always based on the underlying HR Strategy. However, many companies do not have the competitive strategy and they do not utilize the full potential of Human Resources in the organization.
What is the HR Strategy? Generally, it is not just a document. It is a true roadmap for HR. It allows to HR employees to find the right way and it gives the certainty to top executives that Human Resources is on the right track.
The HR Strategy is a basis for your success.
These are the slides (including the exercises) from a 1-day workshop I designed, which covered a range of skills and tools to help managers cope with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world.
Using Calibration Effectively - Total Workforce Performance ManagementBhupesh Chaurasia
This paper discusses research studying methods for total workforce performance management. The term “total workforce” is used to emphasize performance management processes designed to guide decisions regarding the management of groups of employees. This can be contrasted to methods designed to manage and develop the performance of individual employees in isolation. While aspects of total
workforce and individual performance management overlap, certain elements of total workforce management are
inherently distinct from methods used for individual performance management. Foremost is the need to manage
individual differences in performance found across different employees working in the same group.That is the focus of this paper.
Reservations about HRM - human resource managementmanumelwin
For some time, HRM was a controversial topic, specially in academic circles. The main reservations have been that HRM promises more than it delivers and that its morality is suspect.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Employee Development in 2023: Trends and Tactics to Retain Good Employees.pdfBambooHR
View this presentation with BambooHR and TalentLMS to learn how to create and implement an effective employee development program, with both sound principles and specific tactics.
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
M&A success: Using an integration playbook to make your deal workGrant Thornton LLP
Only about 50% of mergers or acquisitions will succeed. And even when deals go through, the newly created company may not deliver the hoped-for financial results. Integration playbooks can make the difference.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
HR Strategy: What is it? Why do we need it?CreativeHRM
The modern organization cannot survive without the innovative HR Management. The modern HR Management is always based on the underlying HR Strategy. However, many companies do not have the competitive strategy and they do not utilize the full potential of Human Resources in the organization.
What is the HR Strategy? Generally, it is not just a document. It is a true roadmap for HR. It allows to HR employees to find the right way and it gives the certainty to top executives that Human Resources is on the right track.
The HR Strategy is a basis for your success.
These are the slides (including the exercises) from a 1-day workshop I designed, which covered a range of skills and tools to help managers cope with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world.
Using Calibration Effectively - Total Workforce Performance ManagementBhupesh Chaurasia
This paper discusses research studying methods for total workforce performance management. The term “total workforce” is used to emphasize performance management processes designed to guide decisions regarding the management of groups of employees. This can be contrasted to methods designed to manage and develop the performance of individual employees in isolation. While aspects of total
workforce and individual performance management overlap, certain elements of total workforce management are
inherently distinct from methods used for individual performance management. Foremost is the need to manage
individual differences in performance found across different employees working in the same group.That is the focus of this paper.
Reservations about HRM - human resource managementmanumelwin
For some time, HRM was a controversial topic, specially in academic circles. The main reservations have been that HRM promises more than it delivers and that its morality is suspect.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Employee Development in 2023: Trends and Tactics to Retain Good Employees.pdfBambooHR
View this presentation with BambooHR and TalentLMS to learn how to create and implement an effective employee development program, with both sound principles and specific tactics.
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
In-depth discussion of HR Key Performance Indicators - selecting, measuring them, and designing tracking and decision processes to enable a strong, sustaining competitive advantage in your business... This deck was presented on 4-7-2015 as part of a BLR sponsored Webinar .
6.18.pdfChapter 1 TopicsThe Next Generation HRCorey .docxevonnehoggarth79783
6.18.pdf
Chapter 1 Topics
The Next Generation HR
Corey Wicks
Sara Elnour
MGMT 3010
Summer 2014
Virg
HR Fundamentals (Corey)
• HR (Human Resource) function- Window through which to observe a
business.
Approach: “Tell us about your business”
• Translate external issues into internal actions.
• HR is not the business, HR supports the business (creates value).
• HR professionals need to understand the business.
HR Stage 1-
Administrative duties (Employee Compensation, Attendance,
Pension/Retirement, Employee Recruitment)
HR Stage 2-
Sourcing, Rewards, Training, Communication
HR Stage 3-
Integration (Simultaneously work with different functions
such as Finance, Marketing, Operations).
Heightened Individual Attention (Work Place Environment,
Personality Screening-Myers Briggs)
HR Stage 4-
Realize External Business Conditions “HR from the outside
in”
HR working from the outside, in (Corey)
• Employee Placement/ Promotion- Based on customer expectations
“employees our customers want to work with”
• Training from the outside- customers, suppliers, investors, regulators help
design training programs
• Rewards from the outside- customers (determine best performing
employees) & investors
• Performance Review- customers & investors asses performance standards
• Communication from the outside- Employee messages shared with
customers & investors
• Culture from the outside- identity of business from customer’s perspective
Macro-environment that affects HR (Corey)
• Society (changing LGBT policies)
• Technology (Electric Vehicles, Solar power)
• Economies (U.S. Housing Bubble)
• Politics (Arab Spring 2011)
• Environment (Hurricane Katrina-Damage businesses, affect business
suppliers)
• Demographics (China’s one Child Policy-population control)
Business Stakeholders (Corey)
• Definition: Those that have an interest or concern in a business.
• HR Function: Create and deliver expectations to each stakeholder
http://www.bing.com/images/search?q=business+stakeholders&FORM=HDRSC2#view=detail&id=5C7DAB2DDB20BC5F3666B8959CBB75DF47EF7AE6&selectedIndex=3
Business Strategies (Sara)
• managing risk-operational, strategic and financial
• global positioning- conducting business worldwide
• managing a globally diverse workforce- increase culture, increase
the ideas
• adapting or change
• collaborating across boundaries- increase product ideas and
innovation
HR Transformation (Sara)
• HR is now focusing more on customers, suppliers, managers,
owners and the community
• HR is now more integrated in many business support functions
• HR is focusing more in delivering value to the company
Concl.
Below its beneficial slides about how international company works .
I have used some reference Books like How Google works , the virgin way and some new article about the same subject .
3. Waves of HR Evaluation
■ Wave 1
Emphasized the administration work of HR ,Where HR personal focused on terms and
condition of work , delivery of HR services and regularity compliance .
Wave 2
Emphasized the designs of invocative HR Practice in sourcing compensations of reward ,
learning , communications ,and so forth .
4. Waves of HR Evaluation
■ Wave 3
Has focused on connections of individual and integrated HR practice with business success
through HR strategic . In thisWave HR professional turned strategic into HR priorities to
deliver on strategic promises .
Wave 4
Uses HR practices to derive and respond to external business conditions .
Outside in HR goes beyond strategy to align its work with business context and
stakeholders .
5. 2012 HR competency model
■ Overview of the 2012 finding
As in past years , the 2012 survey sought to answer four questions:
1-Whats are primary competency dominos and factor for HR Professionals?
2-How well do HR professional perform each competency dominos and factor?
3-Which competencies have greatest impact on the individual effectiveness of HR professionals as perceives b
their HR and non-HR associates ?
4-Which competences have the greatest impact on business success?
7. 2012 HR competency model
■ Strategic positioner :
■ High performance understand the global business context- the social, political , economics ,
environmental, technological and demographic trends.
■ They understand the structure and logic of their own industrials and the underlying competitive
dynamic of the market .
■ Three thing HR provisional need to be a Master :
A-InternalGlobal:
1-Contxet for which I work 2- Stakholder for which I work
B-Decode the customer exceptation( its important to serve employees who will serve the customer ).
C-co-craft the strategic plan for the company
8. 2012 HR competency model
■ Credible activates :
HR professional in high performing firms function as creditable activates.They have effective
interpersonal skills .
They are fixable in developing positive chemistry with stakeholders
Four factor to be coming Credible activates :
A-EarnTrust
B-Influance Relation
C-self Aware Improvement
D-Shape professional
9. 2012 HR competency model
■ Capability builder :
■ At the organization level , an effective HR professional creates audits , and orchestras an effective and
strong organizations by helping define and build its organization capabilities.
■ Capabilities might include innovation, speed , customer focus , efficiency, and the creation of
meaning and purpose of the work .
■ Talent has to come together in teamwork .( When the team
■ There thing capability builder have to be able to do :
■ Capatlizeize organization capability –( Organization not Structure it capability )
■ Alignment with (SCA) Strategic – Capability – Action to be done
■ Meaning of Work environment ( Being positive & creating a Fun)
10. 2012 HR competency model
■ Change champion:
■ Effective HR professionals develop their organizations capacity for change and then
translate that capacity into effective change process and structure .
■ They sustain change by ensnaring the avability of necessary resources including time ,
people , capital , and information .
■ How HR Become champaion we have been indintived two things:
■ A-initiation for change .. Can I helpe orgniations to bulid a case for change - to get
people engaged – to get people feeling.
■ B-Sustaining change can we ensure the change have resource , capicity
11. 2012 HR competency model
■ Human resource innovator & Integrator :
■ At the organization level , major HR competency of effective HR Professional is the ability to innovate and integrate HR
practice around a few critical business issues.
■ They the appropriates HR Practices ,Process , structures , and producers are aligned to create and sustain the identified
organizational capabilities .
■ Five things HR professional need to be a master :
1-Building talent
2-Developing talent-
3-Compensation benefits .
4-Building stricture, roles& polices
5-Leadership
12. 2012 HR competency model
■ Technology proponent :
■ For Many years HR Professionals have applied technology to basic HR .
■ HR information's system have been applied to enhance the efficiency of HR Process
including benefits , Payroll processing , healthcare funding , record keeping and other
administrations services .
■ Three thing to master bussines technology :
1-HR Operation should be done through technology.
2-Connecting people to HR ( no need to be face to face)
3-Social Media( Some companies use Facebook for Hiring)