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Changing the “role” of HR in support of High Performance  Organization
Market Forces ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Market Forces ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key trends ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],       
So what does this mean?
High Performance Organizations will face  increasing competitiveness Changing Marketplace New entries Investment on: People  Intensive * Competencies are  key to entry * Global mindset  * Growth Market  * Seamless organizations   Consequences for Business   * Product Innovation * Manufacturing and Supply  Chain Management * E-business initiatives Implications for HR   * Innovation and  CHANGE * Service mindset * Value Added results * New recruiting methods
HR needs to change the way we manage ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],FROM TO Entitlement Culture  - little at risk Results Culture - we deserve what we earn
New management skills require  new competencies
Commitment  and Competence Strategic   Alignment Organizational Performance Management Competencies  HR Leadership (Individual Leadership) Entrepreneurship Driving  CHANGE Crafting Strategy Knowing the Business Valuing People Building Partnerships Leveraging Functional Expertise Planning (For  Business Results) Seasoned Judgment Intuition and Believing Dialogue Self-Directed Learning Corporate Values Increasing Complexity (Scope, Context, Thinking) Competency Model Senior Leadership Creating   redefining markets Designing adaptive strategy Business  Outcomes Creating an adaptive culture Developing networks of talent and capabilities Working across organizational boundaries to build value Managing knowledge as an  organizational asset Creating value through strategic use of functional expertise Building sustained business success
Make it happen ! How can HR add value to the  Business Process? By creating culture,  developing teams,  cohesive HR action and . . .
Why HR Matters Create HR practice Drives employees & management  commitment DELIVERS RESULTS
HR process and operational structure Business Management Strategies & Goals HR Management Objectives & Enabling Transition HR Operations Targets & Action Planning Organizational Planning & Effectiveness People/Skills Sourcing   Competency Development & Realignment   Performance Management & Review Remuneration & Reward Management Career/Succession Planning Employee & Industrial Relations    + +
Human Resource Transformation STEP ONE Performance Management Administrative Excellence PEOPLE GROWTH BUSINESS IMPACT HR EXCELLENCE
Human Resource Transformation STEP ONE Performance Management Administrative Excellence Succession Planning Workforce Planning Skills Development STEP TWO PEOPLE GROWTH BUSINESS IMPACT HR EXCELLENCE
Human Resource Transformation STEP ONE Performance Management Administrative Excellence Succession Planning Workforce Planning Skills Development STEP TWO Strategic Business Partner STEP THREE CHANGE  Initiation/Management  Strategic Labour Relations Business Process Facilitation Competency Development Work Process Improvement PEOPLE GROWTH BUSINESS IMPACT HR EXCELLENCE
HR’s BUSINESS INVOLVEMENT Strategic Planning Process Management Business strategy development HR Capital allocation Performance Management Objective/target setting Operational plans Business performance reviews HR Management Performance appraisals and compensation Succession planning Management development Functional Geographic Co-ordination Functional policies Sharing knowledge and best practice transfer Sharing business assets/activities Shared support services
HR Processes to Apply B B U U S S I I N N E E S S S S S S T T R R A A T T E E G G Y Y Performance Management Succession Planning Organizational Planning People Sourcing Employee Relations Remuneration Management H I G H P E R F O R M I N G P P E E O O P P L L E E Competency Development HR Strategy Organizational learning
HR can play a leadership role  in enabling organizations to meet  the competitive challenges   ,[object Object],[object Object],[object Object],[object Object]
. . . but we have to  CHANGE!
HR’s role IN support of High Performance Driven Organisation ,[object Object],[object Object],[object Object],THE HR ROLE MUST  CHANGE FROM   TO  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
ADMINISTRATION SUPPORT   THE TRADITIONAL HR VALUE CHAIN Recruit & Select Train &  Develop Manage & Promote Redeploy & Exit
BEST PRACTICES  HR VALUE MANAGEMENT ADMINISTRATION SUPPORT VALUE ADDED ACTIVITIES NON VALUE ADDED ACTIVITIES STRATEGY ORGANISATION INDIVIDUAL
THE HR INVESTMENT PEOPLE & PROCESSES Value added 10% Non value  added 30% Administration 60% Value added 70% Non value added 10% Administration 20% TODAY YEAR 2000 And Beyond
ADMINISTRATION.... WHAT HAPPENS??? 60% 20% ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
NON VALUE ADDING.... WHAT HAPPENS??? 30% 10% ,[object Object],[object Object],[object Object]
VALUE ADDING.... WHAT HAPPENS??? 10% 70% ,[object Object],[object Object],[object Object],[object Object],[object Object]
MEASURING HR VALUE MORE PEOPLE WILL UNDERSTAND WHAT WE ARE TALKING ABOUT IF YOU TELL IT TO THEM, CLEARLY & IN THEIR LANGUAGE,  THE BUSINESS LANGUAGE - RESULTS DRIVEN
THE 3 HR MEASUREMENTS HUMAN  Values such as moral, culture, growth and job satisfaction PRODUCTION Values such as efficiency, productivity and results FINANCIAL   Revenue, profit and cost containment TO LEADERS
Senior Managers can create an era  in which HR is focused on results  instead of activities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How to transform HR Management
THE ARCHITECTURE TO CHANGING ROLES AND COMPETENCIES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],CHANGE  BEGINS BY ASKING WHO, WHY,  WHAT AND HOW!!!
TYPICAL CHANGE BARRIERS ,[object Object],Resistance to  CHANGE Limitations of Existing HR systems Lack of Executive Commitment Lack of Executive Champion Unrealistic HR expectations Lack of Cross-functional HR Team Inadequate team and user skills Management staff not involved HR Scope too narrow 20%   40%   60%   80%   100%
5 WARNING SIGNALS TO RESISTANCE TO HR  CHANGE
#5 In reality HR is only focused on spending
#4  To tell you the truth, I don’t know what HR does
#3 Everybody knows HR doesn’t know the business
#2   Fact is that HR cannot  add value
#1 Research has shown that HR is incompetent
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],To manage HR transformation well
For management to support the HR transformation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Communicating the Transformation ,[object Object],[object Object],[object Object]
Implementing  HR organizational  CHANGE ,[object Object],[object Object],[object Object],[object Object],[object Object]
Making it happen! ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Making it happen! ,[object Object],[object Object]
Create relentless  discomfort with  the status quo Making it happen!
Stimulate others to accept HR improvements ,[object Object],[object Object],[object Object]
Stimulate others to accept HR improvements ,[object Object],[object Object],[object Object]
HR’s new role ,[object Object],[object Object],[object Object],[object Object]
Understanding the business Ability to deliver business results Ability to manage  CHANGE  and Culture Value adding  Human Resource practices HR’S NEW BEHAVIOUR Personal  credibility &  behaviour
Here are the future competencies of HR ,[object Object],[object Object],An Effective Business Partner ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],Here are the future competencies of HR An Outstanding Functional Resource ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
An Enabler and Champion Here are the future competencies of HR ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Here are the future competencies of HR ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],An Influential Change Agent
Activity   Deliverable   Outcome Role Strategic HR Mgt. Structure Coaching & Mentoring Culture Change Management HR ROLES DELIVERABLES AND ACTIVITIES Aligning HR and Business strategy Executing HR strategy Being an effective  business partner Organisational diagnosis Building an efficient organisation -  shared services Being an outstanding  function resource Listening and  responding to needs, providing resources Increase commitment and competencies Being an enabler  and champion  Managing  transformation,  ensuring capacity to  CHANGE Creating a dynamic and ongoing  organisation - Process Enabler Being an influential  CHANGE  agent
Success factors for implementing new HR role
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],HUMAN RESOURCE SUCCESS  FACTORS SUCCESS FACTORS
DELIVER STRATEGIES HR LEADERSHIP PEOPLE MANAGEMENT DELIVER RESULTS HR LEADERSHIP PEOPLE  MANAGEMENT DELIVER  PROGRAM HR LEADERSHIP PEOPLE MANAGEMENT TOP: MIDDLE: ENTRY: This mix of Success Factors change . . .?
Delivering value - Making Money ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
2.  Strategic Capability 1.  Managing Vision and Purpose ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],3.  Dealing with Ambiguity ,[object Object],[object Object],HR LEADERSHIP
5.  Functional Excellence 4.  Business Acumen ,[object Object],[object Object],[object Object],[object Object],HR LEADERSHIP
1.   Taking Ownership ,[object Object],[object Object],[object Object],[object Object],PEOPLE AND TEAM LEADERSHIP 2.  People Development  ,[object Object],[object Object],[object Object],[object Object]
PEOPLE AND TEAM LEADERSHIP 3.  Interpersonal Effectiveness ,[object Object],[object Object],4.  Withstanding Pressure ,[object Object],[object Object],[object Object],[object Object]
5.  Building Effective Teams ,[object Object],[object Object],[object Object],PEOPLE AND TEAM LEADERSHIP
HR PROCESSES  must support . . . Leadership Negotiation Perf. Mgt Commercial Skills Team Skills Personal Effectiveness Drive for results Customer Focus Timely Decision Making Innovative Management Managing Vision/Purpose Strategic Capabilities Dealing with ambiguity Business Acumen Functional Excellence Takes Ownership People Development Interpersonal Effectiveness Building Effective Teams Integrity and Values Sets High Personal Standards Withstands Pressure • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • SUCCESS FACTORS
OVERALL RATINGS  SHOULD BE WORLD CLASS  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The most important HR processes are as follows:
How to Realize ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Priorities for 2000 and beyond Business Results Orientation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Priorities for 2000 and beyond Business Results Orientation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Priorities for 2000 and beyond HR Leadership/Capability Building ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Priorities for 2000 and beyond HR Leadership/Capability Building ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Priorities for 2000 and beyond Simplify Infrastructure/Shared Services ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Most important behaviour for HR in the Future   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR must be committed to ,[object Object],[object Object],[object Object],DRIVE VALUES & RESULTS
Key HR processes  for Management Reviews   ,[object Object],[object Object],[object Object]
The overall objective in  a Results Driven Organization  Competencies Goals Remuneration MAKING  MONEY Development COACHING FEEDBACK STEERING
Training and Development Career Planning Rewards and Recognition Company objective setting Process/Unit objective setting Individual objective setting Performance Review  On-Going Feedback Corrective actions Re-setting objectives High Performance Organizations
Processes in a  High Performance Organization   Retention Performance  Assessment Training & Development Growth  Planning Opportunity  Planning Potential  Assessment HR Competencies Mission  Strategies, Core  Competencies, Values Business  Environment
High Performance Organizations Functional Business People  Technical/Professional HR Processes The group of competencies related to understanding and being able to achieve the business objectives in the context of the market, the competition and the political and social environment. The group of competencies needed to work  effectively with others. Conceptual/ Strategic The group of competencies needed to deliver the products or services required.
High Performance Organizations   Function Manager Team Leader Individual  Contributor ,[object Object],[object Object],[object Object],[object Object],Business   Leader ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Behavioural Indicators ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],High Performance  Success  Factors
[object Object],[object Object],  KEY TO THE ONGOING  SUCCESS OF THE BUSINESS   ,[object Object],[object Object]
Progress and results achieved against current business development objectives and future thrust & direction ASSESSMENT OF:   KEY TO THE ONGOING  SUCCESS OF THE BUSINESS
Assessment of short & long term HR strategies ,[object Object],[object Object],[object Object],REVIEW OF: Management strengths Areas for improvement and growth Opportunity planning Development of high performance managers KEY TO THE ONGOING  SUCCESS OF THE BUSINESS
KEY ORGANISATION AND MANAGEMENT ISSUES Summary of HR objectives and plans for business development OBJECTIVES AND PLANS FOR COMING YEARS Address only organizational issues that matter Identification of significant organisation and management issues that present risk and/or opportunity for the business Identification of people in the organization who deliver business results
HR MUST ENSURE:   Continuity Skill Base Management Excellence & Best Practices BASIC HR PLANNING Right People Right Place Right People
Growing need for High Quality Management HR ALIGNMENT TO THE BUSINESS WHY? Aggressive Sales  Plans & Market Competition Growing Complexity of Jobs
HR MUST BELIEVE THAT . . . High Performance organisation are the cornerstone for business excellence and development Management must take personal responsibility for developing High Performance Organizations High Performance Organizations should be a deliberate process ,[object Object]
People respond best to challenging objectives, recognition, freedom to act and contribute and opportunities to participate and grow in High Performance Organisation We have a new generation of managers, they are team players, who are motivated and committed to excellence Executives, managers and supervisors recognise the company’s expectations to keep learning and developing Managers should have a plan and communicate the process for the development of their people  HR MUST BELIEVE THAT . . .
On-the-job training is the most effective method of development, supported by other forms of training and education (80-10-10 rule) A number of “cross-roads” can be utilised to make on-the-job training effective experience: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],HR MUST BELIEVE THAT . . .
LONG-TERM MANAGEMENT REVIEW OBJECTIVES SLDE will earn a reputation for: ,[object Object],[object Object],SLDE achieve measurable results: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What kind of HR leadership is needed to manage
HR LEADERSHIP SKILLS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
LEAD COURAGEOUSLY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
LEAD COURAGEOUSLY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR needs to be driven by  LEADERS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],HR needs to be driven by  LEADERS STRATEGIES & VISION
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],HR needs to be driven by  LEADERS PERFORMANCE DRIVEN
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],HR needs to be driven by  LEADERS SIMPLE STRUCTURE AND CORE COMPETENCIES
[object Object],[object Object],[object Object],[object Object],[object Object],HR needs to be driven by  LEADERS BASED ON WORLD-CLASS SKILLS
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],HR needs to be driven by  LEADERS DEVELOP PEOPLE as a Priority
SIMPLICITY IS THE KEY!!!   COMPLEX SIMPLE COMPLEX   SIMPLE HR World HR SYSTEMS
GROW PEOPLE GROW BUSINESS

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HR presentation

  • 1. Changing the “role” of HR in support of High Performance Organization
  • 2.
  • 3.
  • 4.
  • 5. So what does this mean?
  • 6. High Performance Organizations will face increasing competitiveness Changing Marketplace New entries Investment on: People Intensive * Competencies are key to entry * Global mindset * Growth Market * Seamless organizations Consequences for Business * Product Innovation * Manufacturing and Supply Chain Management * E-business initiatives Implications for HR * Innovation and CHANGE * Service mindset * Value Added results * New recruiting methods
  • 7.
  • 8. New management skills require new competencies
  • 9. Commitment and Competence Strategic Alignment Organizational Performance Management Competencies HR Leadership (Individual Leadership) Entrepreneurship Driving CHANGE Crafting Strategy Knowing the Business Valuing People Building Partnerships Leveraging Functional Expertise Planning (For Business Results) Seasoned Judgment Intuition and Believing Dialogue Self-Directed Learning Corporate Values Increasing Complexity (Scope, Context, Thinking) Competency Model Senior Leadership Creating redefining markets Designing adaptive strategy Business Outcomes Creating an adaptive culture Developing networks of talent and capabilities Working across organizational boundaries to build value Managing knowledge as an organizational asset Creating value through strategic use of functional expertise Building sustained business success
  • 10. Make it happen ! How can HR add value to the Business Process? By creating culture, developing teams, cohesive HR action and . . .
  • 11. Why HR Matters Create HR practice Drives employees & management commitment DELIVERS RESULTS
  • 12. HR process and operational structure Business Management Strategies & Goals HR Management Objectives & Enabling Transition HR Operations Targets & Action Planning Organizational Planning & Effectiveness People/Skills Sourcing Competency Development & Realignment Performance Management & Review Remuneration & Reward Management Career/Succession Planning Employee & Industrial Relations    + +
  • 13. Human Resource Transformation STEP ONE Performance Management Administrative Excellence PEOPLE GROWTH BUSINESS IMPACT HR EXCELLENCE
  • 14. Human Resource Transformation STEP ONE Performance Management Administrative Excellence Succession Planning Workforce Planning Skills Development STEP TWO PEOPLE GROWTH BUSINESS IMPACT HR EXCELLENCE
  • 15. Human Resource Transformation STEP ONE Performance Management Administrative Excellence Succession Planning Workforce Planning Skills Development STEP TWO Strategic Business Partner STEP THREE CHANGE Initiation/Management Strategic Labour Relations Business Process Facilitation Competency Development Work Process Improvement PEOPLE GROWTH BUSINESS IMPACT HR EXCELLENCE
  • 16. HR’s BUSINESS INVOLVEMENT Strategic Planning Process Management Business strategy development HR Capital allocation Performance Management Objective/target setting Operational plans Business performance reviews HR Management Performance appraisals and compensation Succession planning Management development Functional Geographic Co-ordination Functional policies Sharing knowledge and best practice transfer Sharing business assets/activities Shared support services
  • 17. HR Processes to Apply B B U U S S I I N N E E S S S S S S T T R R A A T T E E G G Y Y Performance Management Succession Planning Organizational Planning People Sourcing Employee Relations Remuneration Management H I G H P E R F O R M I N G P P E E O O P P L L E E Competency Development HR Strategy Organizational learning
  • 18.
  • 19. . . . but we have to CHANGE!
  • 20.
  • 21. ADMINISTRATION SUPPORT THE TRADITIONAL HR VALUE CHAIN Recruit & Select Train & Develop Manage & Promote Redeploy & Exit
  • 22. BEST PRACTICES HR VALUE MANAGEMENT ADMINISTRATION SUPPORT VALUE ADDED ACTIVITIES NON VALUE ADDED ACTIVITIES STRATEGY ORGANISATION INDIVIDUAL
  • 23. THE HR INVESTMENT PEOPLE & PROCESSES Value added 10% Non value added 30% Administration 60% Value added 70% Non value added 10% Administration 20% TODAY YEAR 2000 And Beyond
  • 24.
  • 25.
  • 26.
  • 27. MEASURING HR VALUE MORE PEOPLE WILL UNDERSTAND WHAT WE ARE TALKING ABOUT IF YOU TELL IT TO THEM, CLEARLY & IN THEIR LANGUAGE, THE BUSINESS LANGUAGE - RESULTS DRIVEN
  • 28. THE 3 HR MEASUREMENTS HUMAN Values such as moral, culture, growth and job satisfaction PRODUCTION Values such as efficiency, productivity and results FINANCIAL Revenue, profit and cost containment TO LEADERS
  • 29.
  • 30. How to transform HR Management
  • 31.
  • 32.
  • 33.
  • 34. 5 WARNING SIGNALS TO RESISTANCE TO HR CHANGE
  • 35. #5 In reality HR is only focused on spending
  • 36. #4 To tell you the truth, I don’t know what HR does
  • 37. #3 Everybody knows HR doesn’t know the business
  • 38. #2 Fact is that HR cannot add value
  • 39. #1 Research has shown that HR is incompetent
  • 40.
  • 41.
  • 42.
  • 43.
  • 44.
  • 45.
  • 46. Create relentless discomfort with the status quo Making it happen!
  • 47.
  • 48.
  • 49.
  • 50. Understanding the business Ability to deliver business results Ability to manage CHANGE and Culture Value adding Human Resource practices HR’S NEW BEHAVIOUR Personal credibility & behaviour
  • 51.
  • 52.
  • 53.
  • 54.
  • 55. Activity Deliverable Outcome Role Strategic HR Mgt. Structure Coaching & Mentoring Culture Change Management HR ROLES DELIVERABLES AND ACTIVITIES Aligning HR and Business strategy Executing HR strategy Being an effective business partner Organisational diagnosis Building an efficient organisation - shared services Being an outstanding function resource Listening and responding to needs, providing resources Increase commitment and competencies Being an enabler and champion Managing transformation, ensuring capacity to CHANGE Creating a dynamic and ongoing organisation - Process Enabler Being an influential CHANGE agent
  • 56. Success factors for implementing new HR role
  • 57.
  • 58. DELIVER STRATEGIES HR LEADERSHIP PEOPLE MANAGEMENT DELIVER RESULTS HR LEADERSHIP PEOPLE MANAGEMENT DELIVER PROGRAM HR LEADERSHIP PEOPLE MANAGEMENT TOP: MIDDLE: ENTRY: This mix of Success Factors change . . .?
  • 59.
  • 60.
  • 61.
  • 62.
  • 63.
  • 64.
  • 65. HR PROCESSES must support . . . Leadership Negotiation Perf. Mgt Commercial Skills Team Skills Personal Effectiveness Drive for results Customer Focus Timely Decision Making Innovative Management Managing Vision/Purpose Strategic Capabilities Dealing with ambiguity Business Acumen Functional Excellence Takes Ownership People Development Interpersonal Effectiveness Building Effective Teams Integrity and Values Sets High Personal Standards Withstands Pressure • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • SUCCESS FACTORS
  • 66.
  • 67.
  • 68.
  • 69.
  • 70.
  • 71.
  • 72.
  • 73.
  • 74.
  • 75.
  • 76. The overall objective in a Results Driven Organization Competencies Goals Remuneration MAKING MONEY Development COACHING FEEDBACK STEERING
  • 77. Training and Development Career Planning Rewards and Recognition Company objective setting Process/Unit objective setting Individual objective setting Performance Review On-Going Feedback Corrective actions Re-setting objectives High Performance Organizations
  • 78. Processes in a High Performance Organization Retention Performance Assessment Training & Development Growth Planning Opportunity Planning Potential Assessment HR Competencies Mission Strategies, Core Competencies, Values Business Environment
  • 79. High Performance Organizations Functional Business People Technical/Professional HR Processes The group of competencies related to understanding and being able to achieve the business objectives in the context of the market, the competition and the political and social environment. The group of competencies needed to work effectively with others. Conceptual/ Strategic The group of competencies needed to deliver the products or services required.
  • 80.
  • 81.
  • 82.
  • 83. Progress and results achieved against current business development objectives and future thrust & direction ASSESSMENT OF: KEY TO THE ONGOING SUCCESS OF THE BUSINESS
  • 84.
  • 85. KEY ORGANISATION AND MANAGEMENT ISSUES Summary of HR objectives and plans for business development OBJECTIVES AND PLANS FOR COMING YEARS Address only organizational issues that matter Identification of significant organisation and management issues that present risk and/or opportunity for the business Identification of people in the organization who deliver business results
  • 86. HR MUST ENSURE: Continuity Skill Base Management Excellence & Best Practices BASIC HR PLANNING Right People Right Place Right People
  • 87. Growing need for High Quality Management HR ALIGNMENT TO THE BUSINESS WHY? Aggressive Sales Plans & Market Competition Growing Complexity of Jobs
  • 88.
  • 89. People respond best to challenging objectives, recognition, freedom to act and contribute and opportunities to participate and grow in High Performance Organisation We have a new generation of managers, they are team players, who are motivated and committed to excellence Executives, managers and supervisors recognise the company’s expectations to keep learning and developing Managers should have a plan and communicate the process for the development of their people HR MUST BELIEVE THAT . . .
  • 90.
  • 91.
  • 92. What kind of HR leadership is needed to manage
  • 93.
  • 94.
  • 95.
  • 96.
  • 97.
  • 98.
  • 99.
  • 100.
  • 101.
  • 102. SIMPLICITY IS THE KEY!!! COMPLEX SIMPLE COMPLEX SIMPLE HR World HR SYSTEMS
  • 103. GROW PEOPLE GROW BUSINESS