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HR Transformation 
Compiled by Ahmed Rami Elsherif 
For ATCO Group 
15/06/2010
Reflection 
“The only three things that come naturally to an 
organization are friction, confusion, and 
No organization can do better than the people it has. 
لا يمكن لأية مؤسسة أن تؤدى أفضل من العاملين فيها. 
Peter Drucker 
underperformance.” 
”ثلاثة أشياء فقط تأتي بشكل طبيعي إلى المؤسسة ألا وهي الخلاف ، 
والارتباك ، والتقصير في الأداء.“ 
Peter Drucker
Definitions 
• What is HRM? 
– Activities to enhance the organization’s 
ability to attract, select, retain, train 
motivate people with the objective of 
delivering excellent business results. 
مجموعة أنشطة لتعزيز قدرة المؤسسة على استقطاب – 
واختيار والاحتفاظ وتدريب وتحفيز الأشخاص بهدف 
تحقيق الامتياز في العمل. 
• Traditional “Personnel” function 
– Transactional and Recordkeeping. 
– Reactive not Proactive.
From Personnel To HR 
As Dave Ulrich, a leading HR strategist, would 
say, our work is more than becoming 
administrative experts, we need to be employee 
champions, change agents, and strategic 
partners. 
كما يقول ديف أولريش ، من رواد علوم الموارد البشرية ، أن عملنا 
هو أكثر من أن نصبح خبراء في الإدارة ، بل نحن بحاجة إلى أن 
نكون محفزي الموظف ، وعوامل التغيير ، وشركاء استراتيجيين.
From HR To HRT 
HR 
Transformation 
Traditional HR 
Source: HR Transformation
Desired outcomes of HRT? 
Top Capabilities 
1. Talent: We are good at attracting, and retaining competent and 
committed people. 
2. Speed: We are good at making important changes happen fast. 
3. Shared Mind-Set: We are good at ensuring that stakeholders 
have a positive images and experience. 
4. Accountability: We are good at the discipline that result in 
high performance. 
5. Collaboration: We are good at working across boundaries to 
ensure both efficiency and leverage. 
6. Learning: We are good at generating and generalizing ideas 
with impact. 
7. Leadership: We are good at embedding leaders who deliver 
the right results. 
Source: HR Transformation
Desired outcome of HRT? 
(Cont.) 
8. Customer Connection: We are good at building enduring 
relationships of trust with targeted customers. 
9. Innovation: We are good at doing something new in both 
content and process. 
10. Strategic Unity: We are good at articulating and sharing a 
strategic point of view. 
11. Simplicity: We are good keeping strategies, processes, and 
products simple. 
12. Social Responsibility: We are good at contributing to the 
community in which we operate or to the broader good. 
13. Risk: We are good at anticipating and managing risk. 
14. Efficiency: We are good at managing cost of operation. 
Source: HR Transformation
HRM Functions 
Input: Business 
Vision and Strategy 
Output: Business 
Results 
Now we 
only do 
this step
Human Resource Planning 
Business Strategy 
& 
Job Analysis 
What staff do we 
need to do the 
job? 
What staff is 
available within 
our 
organization? 
Is there a 
match? 
If not, what type of people 
do we need, and how 
should we recruit them? 
•Performance 
appraisal 
•Company data banks 
•Training 
•Employee 
management and 
development 
What is impact 
on wage and 
salary program?
Recruitment and Selection
Training and Development 
Training 
Need 
Analysis 
Training 
Objectives 
Training 
Delivery 
Training 
Evaluation 
What are 
the training 
needs for 
this person 
and/or job? 
Objective 
should be 
measurable 
and 
observable 
Techniques 
include on-the- 
job-training, 
action 
learning, etc. 
Measure 
reaction, 
learning, 
behavior, 
and results
Performance and Appraisal 
Performance 
Planning 
(Setting 
Performance 
Targets) 
Regular 
Review and 
Monitoring 
Feed back 
Corrective Action 
Performance 
Appraisal and 
Evaluation 
• Training & 
Development 
Plan 
• Salary/Bonus 
Adjustment 
• Career 
Development
HR Transformation Plan 
by Dave Ulrich 
1. Formally acknowledge that an HR transformation initiative would 
be of value. 
2. Create a transformation team. 
3. Complete and communicate the business case for doing HR 
transformation. 
4. Do an organizational capabilities audit to identify the top two to 
four capabilities required by the business strategy. 
5. Create an HR strategy statement: who we are, what we do, and 
why we do it. 
6. Shape the HR organization with clear accountabilities for centers of 
expertise, embedded HR, operational HR, shared services, and 
corporate.
Plan (Cont.) 
7. Audit HR practices to prioritize those that will align with strategy, 
integrate with each other, and be innovative. 
8. Define what makes an effective HR professional in terms of role, 
competencies, and activities. 
9. Assess and invest in HR professionals to make sure they have the 
abilities to deliver on the transformation. 
10. Analyze, design, develop, Implement and refine.
HR Organization
HR Job Description 
Employment: 
1. Coordinate the staffing planning function. 
2. Advertising vacancies. 
3. Perform initial screening. 
4. Testing and Interviewing. 
5. Make job offers. 
6. Do paperwork related to hiring. 
Compensation and Benefits: 
1. Establish objective and equitable pay systems. 
2. Design cost-effective benefits packages that help attract 
and retain high-quality employees. 
3. Help employees to effectively utilize their benefits, such 
as by providing information on retirement planning.
Job Description (Cont.) 
Training and Development: 
1. Help employees to maximize their potential. 
2. Serve as internal change agents to the organization. 
3. Provide counseling and career development. 
Employee Relations: 
1. Communications. 
2. Fair application of policies and procedures. 
3. Data documentation. 
4. Coordination of activities and services that enhance 
employee commitment and loyalty.
Final Thoughts 
“Hire for attitude and train for skill.” 
”اختار معتبرا السلوك و درب لإعطاء المهارة.“

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HR Transformation

  • 1. HR Transformation Compiled by Ahmed Rami Elsherif For ATCO Group 15/06/2010
  • 2. Reflection “The only three things that come naturally to an organization are friction, confusion, and No organization can do better than the people it has. لا يمكن لأية مؤسسة أن تؤدى أفضل من العاملين فيها. Peter Drucker underperformance.” ”ثلاثة أشياء فقط تأتي بشكل طبيعي إلى المؤسسة ألا وهي الخلاف ، والارتباك ، والتقصير في الأداء.“ Peter Drucker
  • 3. Definitions • What is HRM? – Activities to enhance the organization’s ability to attract, select, retain, train motivate people with the objective of delivering excellent business results. مجموعة أنشطة لتعزيز قدرة المؤسسة على استقطاب – واختيار والاحتفاظ وتدريب وتحفيز الأشخاص بهدف تحقيق الامتياز في العمل. • Traditional “Personnel” function – Transactional and Recordkeeping. – Reactive not Proactive.
  • 4. From Personnel To HR As Dave Ulrich, a leading HR strategist, would say, our work is more than becoming administrative experts, we need to be employee champions, change agents, and strategic partners. كما يقول ديف أولريش ، من رواد علوم الموارد البشرية ، أن عملنا هو أكثر من أن نصبح خبراء في الإدارة ، بل نحن بحاجة إلى أن نكون محفزي الموظف ، وعوامل التغيير ، وشركاء استراتيجيين.
  • 5. From HR To HRT HR Transformation Traditional HR Source: HR Transformation
  • 6. Desired outcomes of HRT? Top Capabilities 1. Talent: We are good at attracting, and retaining competent and committed people. 2. Speed: We are good at making important changes happen fast. 3. Shared Mind-Set: We are good at ensuring that stakeholders have a positive images and experience. 4. Accountability: We are good at the discipline that result in high performance. 5. Collaboration: We are good at working across boundaries to ensure both efficiency and leverage. 6. Learning: We are good at generating and generalizing ideas with impact. 7. Leadership: We are good at embedding leaders who deliver the right results. Source: HR Transformation
  • 7. Desired outcome of HRT? (Cont.) 8. Customer Connection: We are good at building enduring relationships of trust with targeted customers. 9. Innovation: We are good at doing something new in both content and process. 10. Strategic Unity: We are good at articulating and sharing a strategic point of view. 11. Simplicity: We are good keeping strategies, processes, and products simple. 12. Social Responsibility: We are good at contributing to the community in which we operate or to the broader good. 13. Risk: We are good at anticipating and managing risk. 14. Efficiency: We are good at managing cost of operation. Source: HR Transformation
  • 8. HRM Functions Input: Business Vision and Strategy Output: Business Results Now we only do this step
  • 9. Human Resource Planning Business Strategy & Job Analysis What staff do we need to do the job? What staff is available within our organization? Is there a match? If not, what type of people do we need, and how should we recruit them? •Performance appraisal •Company data banks •Training •Employee management and development What is impact on wage and salary program?
  • 11. Training and Development Training Need Analysis Training Objectives Training Delivery Training Evaluation What are the training needs for this person and/or job? Objective should be measurable and observable Techniques include on-the- job-training, action learning, etc. Measure reaction, learning, behavior, and results
  • 12. Performance and Appraisal Performance Planning (Setting Performance Targets) Regular Review and Monitoring Feed back Corrective Action Performance Appraisal and Evaluation • Training & Development Plan • Salary/Bonus Adjustment • Career Development
  • 13. HR Transformation Plan by Dave Ulrich 1. Formally acknowledge that an HR transformation initiative would be of value. 2. Create a transformation team. 3. Complete and communicate the business case for doing HR transformation. 4. Do an organizational capabilities audit to identify the top two to four capabilities required by the business strategy. 5. Create an HR strategy statement: who we are, what we do, and why we do it. 6. Shape the HR organization with clear accountabilities for centers of expertise, embedded HR, operational HR, shared services, and corporate.
  • 14. Plan (Cont.) 7. Audit HR practices to prioritize those that will align with strategy, integrate with each other, and be innovative. 8. Define what makes an effective HR professional in terms of role, competencies, and activities. 9. Assess and invest in HR professionals to make sure they have the abilities to deliver on the transformation. 10. Analyze, design, develop, Implement and refine.
  • 16. HR Job Description Employment: 1. Coordinate the staffing planning function. 2. Advertising vacancies. 3. Perform initial screening. 4. Testing and Interviewing. 5. Make job offers. 6. Do paperwork related to hiring. Compensation and Benefits: 1. Establish objective and equitable pay systems. 2. Design cost-effective benefits packages that help attract and retain high-quality employees. 3. Help employees to effectively utilize their benefits, such as by providing information on retirement planning.
  • 17. Job Description (Cont.) Training and Development: 1. Help employees to maximize their potential. 2. Serve as internal change agents to the organization. 3. Provide counseling and career development. Employee Relations: 1. Communications. 2. Fair application of policies and procedures. 3. Data documentation. 4. Coordination of activities and services that enhance employee commitment and loyalty.
  • 18. Final Thoughts “Hire for attitude and train for skill.” ”اختار معتبرا السلوك و درب لإعطاء المهارة.“