This is my final presentation in Human Relation Class at Sampoerna University. The material of this presentation is taken from Human Resources Champion's Book by Dave Ulrich Chapter 2 & 3. Slide: PowerPoint 2013 Design by: Hedi Fauzi Image: Google Image and Freepik If you need the original file for your reference, feel free to ask me via email: hedi.fauzi@hotmail.com with subject [SlideShare] (Your Subject)

1. HUMAN RELATION
CHAMPIONBy: Dave Ulrich
FINALPRESENTATION
Group 2Riri Cahyanti, Jelang Fajar, Galih Endah, Wan Naimah,
Hedi Fauzi, Rizky Fadlina, Hari Pratama
Lecturer: Ms. Dwi Retno

2. WE ARE GOING TO DISCUSS
2
3
CHAPTER 2
CHAPTER 3
The Changing Nature of Human Resources:
A Model for Multiple Roles
Becoming a Strategic Partner

3. NEW ROLES FOR HR PROFESSIONAL
1. OPERATIONAL TO STRATEGIC
2. QUALITATIVE TO QUANTITATIVE
3. POLICING TO PARTNERING
4. SHORT-TERM TO LONG-TERM
5. ADMINISTRATIVE TO CONSULTATIVE
6. FUNCTIONALLY ORIENTED TO BUSINESS
ORIENTED
7. INTERNALLY FOCUSED TO EXTERNALLY
AND CUSTOMER-FOCUSED
8. REACTIVE TO PROACTIVE
9. ACTIVITY-FOCUSED TO SOLUTIONS-
FOCUSED

4. MULTIPLE ROLE MODEL FOR HRM
MANAGEMENT OF STRATEGIC HUMAN
RESOURCES
• Executing strategy
• Strategic partner
• Aligning HR and business strategy:
“Organizational diagnosis”
MANAGEMENT OF FIRM INFRASTRUCTURE
• Building an efficient infrastructure
• Administrative expert
• Reengineering Organization Processes:
“Shared services”
MANAGEMENT OF EMPLOYEE CONTRIBUTION
• Increasing employee commitment and
capability
• Employee champion
• Listening and responding to Employees:
“Providing resources to Employees”
MANAGEMENT OF TRANSFORMATION AND
CHANGE
• Creating a renewed organization
• Change agent
• Managing transformation and change: “Ensuring
capacity for change”

5. CASE STUDY
APPLICATIONS OF THE MULTIPLE-ROLE MODEL AT HEWLETT-PACKARD
Hewlett-Packard (HP) has a legacy of commitment to human resource issues, although not until 1990 did
professional HR executive, Pete Peterson, become a corporate vice president. The Hewlett Packard human
resource journal function has been very successful. The journal cited HP’s Human Resource organization in
term of its seven categories.
1. Competitive Advantage
HP’s worldwide employee survey provides
employee feedback on managers’ and Directors’
business goals
2. Financial Impact
HP’s human resource department saves HP
$35 million per year through a reduced HR- to-
employee ratio.
3. Global Outlook
HP’s ”Practices Hotline” links company HR
professionals worldwide.
4. Innovation
A women’s conference on technology helps
to advance the careers of HP’s women scientists and
engineers.
5. Managing change
HP is committed to improving diversity
among its work force.
6. Quality of Life
HP consistently rates as one of the best U.S
companies to work for because of its commitment to
its work force
7. Service
HR has created several technical systems
that continue to improve HR processes

6. CASE STUDY
APPLICATIONS OF THE MULTIPLE-ROLE MODEL AT CLOROX
Clorox senior line executives have been working at weaving their people strategy into
their business strategy.
1. HR professionals at Clorox succeed as strategic partners
2. Clorox HR professionals succeed administrative experts
3. Clorox HR professionals who are employee champions
4. And, finally, Clorox HR professionals acting as change agents

7. IMPLICATION OF MUTIPLE ROLE FOR HR PROFESSIONAL
ASSESSING THE CURRENT QUALITY OF THE HR FUNCTION.
This offers one effective and flexible means for undertaking tasks.
• Scoring sheet,
1. The total score for all four roles.
2. The allocation of the point among the four roles.
Indicates the current perception of the quality of HR services for each.
REVIEWING THE EVOLUTION OF THE HR FUNCTION.
Assessment of the evolution of a business’s HR services, can be done by:
1. Changing the questions to request perception of “past versus present or future” quality
of each role or by repeating the survey overtime.
2. Collected data several times over the past twenty years.
“Business can identify areas in which the HR function is growing stronger and weaker in each role”

8. IMPLICATION OF MUTIPLE ROLE FOR HR PROFESSIONAL
COMPARING HR AND LINE MANAGERS VIEWS OF THE HR FUNCTION.
To solicit responses from line managers as well as HR professional and to compare the results.
• Matched expectations
HR professionals and line managers see the HR function in the same way.
• Unmatched expectations
The perceptions of line managers and of HR managers differ.
“The expectations can be set and shared, and roles are clarified and communicate.”
HR FUNCTION VERSUS INDIVIDUAL HR PROFESSIONALS.
Individual HR professionals do not have competence in all four roles, but at the same time, they should
share a unified vision and competency.
• A team of HR experts needs to forge individual talent into leverage competencies.
Began share concern , openly discuss differences, and focus on common goals and objective.
“The overall HR function needs to unify these individual talents to gain strength and efficacy.”

9. IMPLICATION OF MUTIPLE ROLE FOR HR PROFESSIONAL
CLARIFYING RESPONSIBILITY FOR EACH ROLE.
What is the line managers’ responsibility in each cell?
1. HR professionals in a business have unique responsibility and accountability for
ensuring the deliverable of each roles are fulfilled.
2. Accomplishing goals and designing the processes for achieving goals are different
issues.

10. HR ROLE IN BUILDING A COMPETITIVE ORGANIZATION
SHARED RESPONSIBILITY
PROCESS PEOPLE
DAY TO DAY
OPERATIONAL FOCUS
FUTURE/STRATEGIC
FOCUS
Line Managers
5
External consultant
3
Line Managers
4
HR
3
Field HR
5
Corporate HR
5
HR
2
Line Managers
6
Employees
2
Outsource
3
Line Information Tech
3

11. HR FOUR ROLES
1. MANAGEMENT OF EMPLOYEE CONTRIBUTION
• Traditionally HR allocated 8 out of 10 points.
• Now there are 2 points for HR, 6 Points for line managers and 2 lines for employees.
• HR’s job is to ensure that managers has the skills needed to respond effectively to employees.
• And make sure employees have the skills to overcome challenges.
2. MANAGEMENT OF FIRM INFRASTRUCTURE
• 5 out of 10 points for infrastructure HR services are put into the corporate shared service
organization.
• Another 5 points are for the outsourcing administrative transactions (3 points) and information
technology (2 points).
• Outsourcing HR activities are used as the way to find the way to reduce costs while increasing
the quality.
• Information technology will probably increase the usage of computers.

12. HR FOUR ROLES
3. STRATEGIC HRM
• The responsibility strategy is shared between HR professionals and line managers (5
points each).
• Both parties give the unique skills and talents to the strategic discussion.
4. MANAGEMENT OF TRANSPORTATION AND CHANGE
• HR Professionals are asked to give the 3 out of 10 points.
• Line managers are allocated 4 points.
• Outside consultant for the remaining 3 points.

13. PARADOXES INHERENT IN MULTIPLE HR ROLES
STRATEGIC PARTNER VS EMPLOYEE CHAMPION
• As strategic partners with managers, HR professionals partner with managers, and are seen as
part of the management will cause the alienation of employees from both the HR and the
management.
• As the employee champion in partnership with managers and employees, HR professionals
ensure that the concerns and needs of employees are voiced in management and it will alienate
the HR from the management.
• Resolving this conflict, all the parties need to recognize that HR professionals can present both
employee needs and implement management agendas, be the voice of both the employee and
the management and act as the partner of both the employee and the management.

14. PARADOXES INHERENT IN MULTIPLE HR ROLES
CHANGE AGENT VS ADMINISTRATIVE EXPERT
• HR Professionals must balance the need for change, innovation, and transformation with the
need for continuity, stability, and discipline as they role as the change agent and
administrative expert.
• Business must balance stability and change, past and future, free agency and control,
efficiency and innovation.
• To resolve the paradoxes, HR Professionals need to deal with cultural change and need to be
both cultural guardians of the past and the architects of the new cultures.

15. WE ARE GOING TO DISCUSS
2
3
CHAPTER 2
CHAPTER 3
The Changing Nature of Human Resources:
A Model for Multiple Roles
Becoming a Strategic Partner

16. CHALLENGE OF BECOMING A STRATEGIC PARTNER
1. AVOID STRATEGIC PLANS ON TOP SHELF (SPOTS)
Making the statement-and-written strategy into real actions
2. CREATE A BALANCE SCORECARD
Taking care multiple stakeholders – investors, customers, and employees
1. Economic Value-Added: Meet with the financial numbers expected by the
executive.
2. Customer Value-Added: Meet with the customer-service goals.
3. People Value-Added: Meet the employee expectations.
“In order to achieving those categories, HR executives need to absorb and apply the
balanced scorecard in two ways; which are equally accountable and provide the
intellectual leadership on employee side”

17. CHALLENGE OF BECOMING A STRATEGIC PARTNER
3. ALIGN HR PLANS TO BUSINESS PLANS
• Afterthought/”add-on”
• Isolated
• Integration (most desired condition)
4. WATCH OUT FOR QUICK FIXES
• Benchmarking trap
• The frou-frou trap (simple and popular does not mean right)

18. CHALLENGE OF BECOMING A STRATEGIC PARTNER
5. CREATE A CAPABILITY FOCUS WITHIN THE FIRM
• Processes and practices within a company that enable a company to add value
for customers in unique ways.
• Example:
1. Be technology leader in the field
2. Have high productivity
3. Be the low-cost producer in the field

19. CHALLENGE OF BECOMING A STRATEGIC PARTNER
5. CREATE A CAPABILITY FOCUS WITHIN THE FIRM
• Processes and practices within a company that enable a company to add value
for customers in unique ways.
• Example:
1. Be technology leader in the field
2. Have high productivity
3. Be the low-cost producer in the field

20. FRAMEWORK FOR ORGANIZATIONAL DIAGNOSIS
STEP 1
Use an architecture metaphor to describe the
systems that exist within an organization.
How organizations operate and identify
the systems? Six factors!
Shared mindset
Competence
Consequence
Governance
Work
process/capacity
for change
Leadership

21. FRAMEWORK FOR ORGANIZATIONAL DIAGNOSIS
STEP 2
An organizational diagnosis turns the architecture
into an assessment tool.
Following series of questions about the source,
nature, and use of organizational audit data.
 Who will collect the organizational audit data?
 Who will provide the data?
 What type of data will be collected?
 How will the data be turned into action?

22. FRAMEWORK FOR ORGANIZATIONAL DIAGNOSIS
STEP 3
An organizational diagnosis must go beyond
assessment to improvement
HR professionals should take the lead in proposing,
creating, and debating best practices in
 Culture change
 Competence
 Consequence
 Governance
 Work process
 Leadership.

23. FRAMEWORK FOR ORGANIZATIONAL DIAGNOSIS
STEP 4
Focusing of what may be many critical issues
There are 2 basic criteria:
a. Impact, which combines the following qualities,
Alignment, Integration, and Customer focus.
b. Impelementability, which combines the following
qualities, Resources and Time.