This document contains excerpts from a seminar on human resources and the future of work. It discusses how the role of HR is changing from an administrative function to a more strategic leadership role. It notes trends like increasing diversity, the changing nature of work, and the challenges of talent management. Several speakers are quoted discussing how HR must transform to address these changes and better support business goals by focusing on areas like leadership development, organizational capabilities, and creating a workplace of choice. The overall message is that HR needs to shift from transactional activities to more strategic and value-adding roles to help organizations adapt and thrive in an evolving business environment.
The Rough Guide to... A New Business Model for HRJim Lefever
It’s time for HR to change.
To do that, HR must and climb the value chain and treat itself as a Business, not a Process and Compliance organisation.
A business that flows, with a structure complementing the business flow. A business that demonstrates an understanding of its customers and their needs, capable of balancing the strategic with the transactional, and enabling the commercial success of its parent.
Human Resources Champion by Dave Ulrich Chapter 2 & 3Hedi Fauzi
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)
HR is being looked as a key business function and no more a support function, responsible for delivering its contribution towards achieving business results. Presenting here my comprehensions of different facets of HR.
Its almost a prerequisite to ask "Why" we are doing " What" we are doing. This way we define 'value' to be delivered before we plan execution. So this value proposition starts with why followed by what & how. The last column gives expected business benefit out of what we do and how we do it.
Let me have your feedback to enhance it further.
Regards,
Prashant
The Rough Guide to... A New Business Model for HRJim Lefever
It’s time for HR to change.
To do that, HR must and climb the value chain and treat itself as a Business, not a Process and Compliance organisation.
A business that flows, with a structure complementing the business flow. A business that demonstrates an understanding of its customers and their needs, capable of balancing the strategic with the transactional, and enabling the commercial success of its parent.
Human Resources Champion by Dave Ulrich Chapter 2 & 3Hedi Fauzi
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)
HR is being looked as a key business function and no more a support function, responsible for delivering its contribution towards achieving business results. Presenting here my comprehensions of different facets of HR.
Its almost a prerequisite to ask "Why" we are doing " What" we are doing. This way we define 'value' to be delivered before we plan execution. So this value proposition starts with why followed by what & how. The last column gives expected business benefit out of what we do and how we do it.
Let me have your feedback to enhance it further.
Regards,
Prashant
Human Resources Business Capability Model CIOPages
A Comprehensive, industry-agnostic, multi-purpose Human Resources functional area business capability model. Visit: https://www.ciopages.com/store/human-resources-business-capability-model/
Next Generation on HR Transformation, turnaround to sustain business competit...Benny Saputra HR
Sample presentation on National Gathering Telkomsel Human Capital Management, Indonesia
Next Generation on HR Transformation, turnaround to sustain business competitiveness, profit and growth
Don't Blow Up HR, Transform It - Here's Richard Cowley's presentation at the SHRM India Annual conference and exposition (http://shrmiac.org/). With this presentation, he did what he does best - helping HR managers discover practical ways to transition to Business Partners and Leaders.
Why should we transform HR?
Because we work with people, with adults, not with numbers - resources - capital share.
Because we are living in 2012, no more in 1980. Technology, flexible work environment and communication tools (2.0) can help HR to burn their Rube Goldberg machines.
Because we know that happier people are working better, faster, with more creativity for better results.
Because HR people exist to be helpful to people, teams and organisation; they don't exist for themselves.
Because HR people are also entitled to be happy at work and to spread happiness around them.
Let's transform HR onto #HappyHR
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
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.
Linking HR Transformation to Business Strategy - SSON conference, Singapore ...Jayesh Menon
my keynote presentation in the "Asia HR Transformation" conference held on 10th and 11th march 2015 @ Singapore. Happy to be part of a great team of speakers and participants.
http://www.hrtransformationasia.com/
Human Resources Business Capability Model CIOPages
A Comprehensive, industry-agnostic, multi-purpose Human Resources functional area business capability model. Visit: https://www.ciopages.com/store/human-resources-business-capability-model/
Next Generation on HR Transformation, turnaround to sustain business competit...Benny Saputra HR
Sample presentation on National Gathering Telkomsel Human Capital Management, Indonesia
Next Generation on HR Transformation, turnaround to sustain business competitiveness, profit and growth
Don't Blow Up HR, Transform It - Here's Richard Cowley's presentation at the SHRM India Annual conference and exposition (http://shrmiac.org/). With this presentation, he did what he does best - helping HR managers discover practical ways to transition to Business Partners and Leaders.
Why should we transform HR?
Because we work with people, with adults, not with numbers - resources - capital share.
Because we are living in 2012, no more in 1980. Technology, flexible work environment and communication tools (2.0) can help HR to burn their Rube Goldberg machines.
Because we know that happier people are working better, faster, with more creativity for better results.
Because HR people exist to be helpful to people, teams and organisation; they don't exist for themselves.
Because HR people are also entitled to be happy at work and to spread happiness around them.
Let's transform HR onto #HappyHR
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
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.
Linking HR Transformation to Business Strategy - SSON conference, Singapore ...Jayesh Menon
my keynote presentation in the "Asia HR Transformation" conference held on 10th and 11th march 2015 @ Singapore. Happy to be part of a great team of speakers and participants.
http://www.hrtransformationasia.com/
In this presentation, we will understand the needs of systematic training for a various jobs/ levels and the benefits reaped.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This HR Shared Services video tells the story of how Kellogg successfully transformed their HR service delivery and exceeded expectations using a HR shared services model. Kellogg was able to add value to employees and the business alike, considerably increase customer response and satisfaction measures, improve operating margins, provide standardized/compliant HR answers and increase adoption rates among employees and managers on a global basis. Learn how advances in HR technology, notably including SaaS, made deploying a new model for HR service delivery via HR Shared Services a reality for 35,000 active/retired employees and their dependents across 13 countries and 4 languages.
Commentators are currently polarised around the future of the HR function. Some suggest that the function is about to enter a boom period as after several years of cajoling, organisations are placing far greater emphasis on talent management and putting strategic HR activities at the heart of the business. On the other hand, others believe that HR is still struggling to rise to the challenge and is destined to remain a transaction based cost centre for the foreseeable future. As with most things, the truth probably lies somewhere in the middle. This article explores the evidence for both perspectives and suggests that solving apparently intangible human capital problems is the best way for HR to profit given current circumstances.
Presentation by Dr TV Rao (Founder National President - National HRD Network and Chairman - TV Rao Learning System) on 'HR Managers Who make a Difference' on 8th August 2014.
Importance of Effective Communication during Annual Performance & Rewards CycleNational HRD Network
73rd NHRDN Webinar on Importance of Effective Communication during Annual Performance & Rewards Cycle by Ms Leena Sahijwani, (Director – Rewards & South Asia Leader- Women’s Network, GE South Asia) on 29th May 2014
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
2. “The only thing that is constant is
change”
Heraclitus, Greek philosopher
Addendum : “ and the speed of change is
ever increasing “
“ It is not the strongest of the species
that survive, nor the most intelligent,
but the one most responsive to
change” Charles Darwin
2 nhrd seminar, pune
3. “The Future
Ain’t What
It Used To Be !!!!
3
nhrd seminar, pune 10/6/2012
4. “The Future arrived when we
weren’t looking, so we’re still
dealing with issues, ideas and
programs that don’t fit the
world’s new realities.”
Peter Drucker
4
nhrd seminar, pune 10/6/2012
9. Market Pressure
Ever increasing demands from the ‘Global Customer’
Customer’s will be more global, mobile, educated and increasingly
demanding of:
More choice Knowledgeable service staff
Greater levels of responsiveness Individualised attention
In the globalized world, heightened marketplace volatility will become
the norm. Matching the workforce to these demands will become
increasingly complex
9
nhrd seminar, pune
10. To Respond, the Focus Must Be on
Improving Performance, Agility
and Productivity...
…however there is a growing mismatch between employer
and employee expectation
Increasingly, skilled workers*:
Define loyalty as the value of their contribution to an organisation, not
longevity
Take more control of their careers, and want rewards based on
performance
Prioritise work/life balance factors in selecting an employer
Are more mobile, and are prepared to travel for career development
*Source:”The Rise of the Emergent Workforce” Spherion Pacific Enterprises LLC
The development and execution of key interventions to address the
above will realise competitive advantage
10
nhrd seminar, pune
11. The Leadership Question
The first job is not
to make decisions,
but to make sense
-- Alan Weber, Fast Company
17 June, 2006 nhrd seminar, pune 11
Source : Verna Alliee
12. Survey reports….
Recent research covering top professionals
from 7 Asian countries found that the
single most important factor that makes
winning organizations:
__ % respondents voted for “people/HR”
__ % respondents voted for “technology”
__ % respondents voted for “optimum
utilization of corporate resources”
12
nhrd seminar, pune 10/6/2012
13. Where does HR fit in ?
“The next ten years will be the HR decade.”
Professor David Ulrich
“Human Resource Champions”
“I am describing your human resources department, and
have a modest proposal: Why not blow it up?”
Thomas A. Stewart
“Fortune” Magazine
Which of These is True?
13 nhrd seminar, pune
14. HRD: Holiday Recreation Dept.
Human beings
are like tea
bags - you do
not know your
own strength,
until you get
into hot water !
nhrd seminar, pune 14
15. People @ The Heart
PURPOSE PROCESSES
PEOPLE
PRODUCTS PARTNERS
nhrd seminar, pune 15
16. HR is no longer a function...
1980s a Deployer of policies
1990s a Business Partner
2000s an Co-Architect of business future
16 nhrd seminar, pune
17. To truly enable the strategy HR must
Transform…..
TOMORROW
TODAY
YESTERDAY
Defining HR
HR Leadership
Strategic
Role of Competency?
HR Partner
Business Partner?
Role Procedural
Cost Centre?
of HR
Outsource the
HR On Demand
Duplicated
Optimise
Shared service HR Function?
The HR Simplify & Delivery Channels?
Administration
Function Share Process?
Payroll System &
Business Case
Enabling Personnel Database Ensure Access
Integrated HRMS The On Demand
Providing The
Technologies Realisation / ROI? with Self-Service
& Usage? Workplace
Right Tools?
17
Source : IBM nhrd seminar, pune
18. The Leadership Journey Requires HR
to Simultaneously Manage Divergent
Strategies
HR as an
Administrative HR as a
expert Leader
adopting a strategic focus on
on-demand key intervention areas
variable cost
structures, and as
close to zero as
possible
18
nhrd seminar, pune
19. Evolution of the function : Admin.
to Personnel to HR
20%
10% Strategic
Strategic
Planning Planning
60%
30%
Customer Service/ Customer Service/
Consulting Consulting
Administration
Administration 20%
60%
TODAY TOMORROW
19 nhrd seminar, pune
20. To Achieve the Competitive Advantage
HR must Adopt a Leadership Position
Leadership
Partner to the Business
Service Provider
Compliance
Personnel Administration
nhrd seminar, pune
20
21. Transformation Process
Take HR from a people business to
beyond business partnership
Liberate HR function from burden
of transactional processes
Refocus HR functions to support
strategic workforce management
Provide leadership to bring in HR
best practices and business/HR
strategy alignment
21 nhrd seminar, pune
23. Future Trends
Rising cost
of benefits,
especially
health care
Rising
Compensation
Costs
Competitive
pressure on
increasing
employee
wages
23 nhrd seminar, pune
24. Future Trends
Managing
talent
Developing
Human
Capital
Higher
Shortage
Ethical
of Talent
Standards
24 nhrd seminar, pune
25. HR Technology Future Trends
Use of
technology to Evolution of
communicate new
with technologies
employees
A move
toward
single
software /
ERP
platforms
Harnessing New Technology
25 nhrd seminar, pune
26. Future Challenges
Increased
diversity in
the
workforce
Changing Managing
work
patterns – the Work-life
24/7
availability, Changing balance
etc.
Workforce
Increased
vulnerability
of intellectual
property
26 nhrd seminar, pune
27. Continuum of People Involvement
Today : Age of Information 2020: Age of Engagement
One way monologue Two-way dialogue
Telling/selling Listening/responding
Educating Learning
Presenting technical Eliciting values,
information hopes, dreams,
Discerning public concerns, fears
opinion Discerning public
People are not judgment
responsible for People are responsible
identifying or carrying for identifying or
out decision or carrying out decision
solution or solution
27 nhrd seminar, pune
28. SHIFTS RE-SHAPING HR ROLES
FROM TO
Local markets, operations Global markets, operations
Manufacturing, clerical work Service, knowledge work
Hierarchy Networks
Intermediaries; face-to-face Direct access,virtual relationship
Obedience to formal authority Questioning of formal authority
Stability, efficiency, control Change, creativity, flexibility,
order
Full time job
Part-time and project work
Customer service
Shareholder, stakeholder value
Work done by employees
Work done by many contributors
Fixed work location
Diverse work locations
Management prerogative
Social licence
Loyal service
Marketable knowledge, skills
White, male workforce
Diverse workforce
Financial performance
Triple bottom line
“Get a job”
“Get a life”
Dr. Peter Saul
28 nhrd seminar, pune
29. CHANGING “HR” ROLES: Some
Generalisations
PAST FUTURE
HR ROLE WAS CLEARLY PEOPLE/LEADERSHIP ROLE IS
DIFFERENTIATED DISTRIBUTED AND DIFFUSE
– mechanistic – knowledge management
(Personnel Admin) – relationship management;
– ritualistic, legalistic (IR) teamwork
– CEO’s eyes and ears – legal compliance
with the troops – change management
– distinct professional – no distinct HR profession -
career paths new hybrid roles emerge
HR is HR’s responsibility People/Leadership is
everyone’s responsibility
29 nhrd seminar, pune
30. HR EXECUTIVES’ VIEW OF THE FUTURE
TOP 5 BUSINESS CHALLENGES TOP 3 HR CHALLENGES
Developing new markets Attracting and retaining
talented people
Improving profitability
Market share growth Improving organisational
capabilities
Becoming the recognised
global market leader
Developing leadership
Building shareholder value skills
Source: Arthur Andersen survey of HR Executives in almost 70 Australian-based firms
Finding innovative solutions
30 nhrd seminar, pune
31. “It’s not so much that we’re afraid
of change, or so in love with the old
ways, but it’s the place in between
that we fear… it’s like being
between trapezes. It’s Linus when
his blanket is in the dryer. There’s
nothing to hold on to.”
- M. Ferguson
31 nhrd seminar, pune
32. “The bad and the ugly in HR”
“Many HR people still lack business acumen”
“We have not adequately managed high
expectations of HR”
“There’s too much modeling of mediocrity… and
way too little real research going on”
“We have overhyped e-learning and some other
fads”
“We do much order-taking… and mistaking talk
for action”
Jim Moore, former Director of Workforce Development at Sun
Microsystems in his address to the SHRM Annual Conference
32 nhrd seminar, pune
33. HR AT A CROSSROADS
Results of a forum on the "The State of the HR Profession"
held in conjunction with the 2010 Annual Conference of the
Society for Human Resource Management
“Significant change is inevitable for HR” but
“what HR will be and do is not yet clear”
An HR practitioner might be "a hybrid line
manager" who is "first and foremost a business
executive" but has expertise in at least one HR
function.
SHRM President and CEO, Helen Drinan
“We have to get management to
understand that they're responsible for
people” AND “If we do our job—and
work ourselves out of a job—so be it."
Also see FT.com online forum on33
“Human Resources: A career in crisis?” pune
nhrd seminar,
34. More OD and Change; Less
Canteen & Toilets
“Old days” of
– Administration
– Transactions
– Employee Champion/Advocate
– are OUT
HR does not require a facelift
the entire DNA needs to be
changed
NEW Model of HR Service Delivery
needs to emerge34 nhrd seminar, pune
36. HR Roles of Today
Industrial relations
Administrative
Personnel
Management and
Policy Formulation
HRD Facilitation
Change
Management
nhrd seminar, pune 36
37. Future of HR
All the above will be outsourced
37 nhrd seminar, pune
38. HR in transition...
1/3 is automated
1/3 is given back to line mangers
1/3 is out-sourced
What is left of HR in HR ???
38 nhrd seminar, pune
42. “ I WOULD RATHER HAVE SURGERY AND LIVE
THAN
AVOID PAIN AND DIE ”
42
nhrd seminar, pune
43. TO ACHIEVE LEADERSHIP &
GROWTH…
Greater Talent Management expertise
Clear visibility to organizational data to
LEADER facilitate business planning
NEEDS
Stronger connection to their people to engage
them and enable them to achieve their greatest
value
J&J’s Leaders need greater leadership capabilities and organizational
information to lead their businesses through the changing world of
health care
43 nhrd seminar, pune
44. So GHRT aims at…
Developing leadership and talent is a
key business priority needed to drive
growth in our businesses.
Changes to enable this include :
•Ability to move talent globally based on
evolving business needs
CREATING •Cross-sector collaboration and sharing of resources
VALUE FOR and practices
OUR BUSINESS •Ability to anticipate and rapidly fill roles in critical
capability areas
•Remarkably consistent employee experiences
A new HR operating model that will support
the development and accountability of people
leaders
THE FUTURE
OF HR
44 nhrd seminar, pune
45. Service Delivery Model Components
Business- Specialist Employee
Based HR Groups Service Centers
Global Technology Backbone
45 nhrd seminar, pune
46. Integrated HR Service Delivery
Model
HR Service
Centers
HR
Leadership /
Governance
Centers of Business
Expertise Based HR
Line Leader, HR
and Employee
Behaviors and
Core Global HR Processes Accountability
including Self-
Harmonized Global HR Policies
Sufficiency
Globally Integrated Single HRMS
Enabling HR Foundation
46 nhrd seminar, pune
47. What is the Big Transition?
Products
Solutions
Experiences
47
nhrd seminar, pune 10/6/2012
48. Strategic Roadmap Conference
Large Scale Interactive Process for
communicating with employees and get
their buy-in on the Strategic Plans. This is
a theme based motivational event.
48 nhrd seminar, pune
50. Fleet Safety - A process on safe driving of two and four wheelers at work or
otherwise. ALL employees have been covered through training programs. As a part
of our social responsibility we have run this program also for Chennai Police.
50 nhrd seminar, pune
52. Give them something to care…
About the mission of the company
About why the company exists
About what difference they are making in
lives of customers
52 nhrd seminar, pune
54. THE BUSINESS CASE: IT WORKS
This is more than a ‘feel good’ goal. It
enables
– Strong Financial Performance
– Sustained Business Success
Fortune Magazine publishes an annual
study of “Best Company to Work For”
and “Most Admired”
54
nhrd seminar, pune 10/6/2012
55. On both the Most
Admired and Best
Places to Work list
for the last 5 years
Microsoft profits soar
55
nhrd seminar, pune 10/6/2012
56. Top 10 Most
Admired Company
4 of the last 5 years
Best Places to
Work
3 of those years
FedEx profits surge
in third quarter
56
nhrd seminar, pune 10/6/2012
57. # 4 on both Best
Places
to Work and World’s
Most Admired
Company lists for
2010
Google Sets Record for
Quarterly Profit
57
nhrd seminar, pune 10/6/2012
58. How it works
Employees choose to dedicate themselves
to the company’s success
Employees have intense desire to be
a member of organization
Current & potential employees speak
positively about organization
58
nhrd seminar, pune 10/6/2012
59. WORKPLACE OF CHOICE: HOW WE
BEGIN
Winning Business
Results
Company Provides
Employees Enable
Workplace of
Company’s Success
Choice
Attract and Retain
the Best Talent
59
nhrd seminar, pune 10/6/2012
60. 7 DIMENSIONS THAT
ENABLE WORKPLACE OF CHOICE
Commitment Teamwork
Personal &
Trust Professional Growth
Recognition Fairness
Health &Well Being
60
nhrd seminar, pune 10/6/2012
61. What do employees desire?
Learning Positive
Job Work
&
Content Development Environment
Rewards Fulfillment
& Of
Recognition Life
Roles
61
nhrd seminar, pune 10/6/2012
62. 3 steps
Initiate conversation and Identify Priority
Dimensions
Describe top priorities
Implement your ideas
62
nhrd seminar, pune 10/6/2012
63. CHANGE MANAGEMENT STRATEGIES
:
CHANGE MANAGEMENT FRAMEWORK
Articulation of a compelling, shared
8 vision and business imperative for
Create a Compelling, change
8 Employees are enabled to Shared Vision
learn new behaviors and apply 8 Stakeholders with authority,
them to their work power and/or influence lead
Deliver Learning, and visibly support the change
Training and Build Stakeholder &
Performance Leadership
Support Alignment
HR
Transformation
8 Employees are well -
Provide Organization Deliver Communications informed about and involved
8 Aligned systems and and Resource
& Build Engagement in the change
organizational models that Planning
support the change and
reinforce the new behaviors Provide Measurement,
Evaluation
& Enable Improvement
8 Establishment of short - and long -
term measures of success
GM’s 55 day
63
Strike at Halol nhrd seminar, pune
64. Future Challenges
Managing the Changing Workforce
Increased diversity in the workforce
Creating workplace that respects and includes
differences
Recognizing unique contributions individuals
with differences can make
Creating work environment that maximizes
potential of all employees
64 nhrd seminar, pune
65. Work-Life Balance
According to study by Center for Work-Life Policy,
1.7 million people consider their jobs and work hours
excessive
50% of top corporate executives leaving current
positions
64% of workers feel work pressures are “self-
inflicted”, and taking a toll
In the US, 70%, and globally, 81%, say jobs are
affecting their health.
Between 46% and 59% of workers feel stress is
affecting their interpersonal and sexual relationships.
Males feel there is stigma associated with saying “I
can’t do this”
This will create future challenges
65 nhrd seminar, pune
66. Conclusions
Exciting time for HR professionals
More emphasis on cost containment and
control
Focus on employee responsibility and
involvement at work
Greater use of technology in communication
with employees
More flexible patterns of work
66 nhrd seminar, pune
67. The HR Value Proposition
Knowing external
Business realities
( technology, economics,
Globalization,
Demographics )
Ensuring HR Serving external and
Professionalism Internal stakeholders
( HR roles, competencies, HR Value ( customers, investors,
and development ) Proposition managers and employees
Building HR resources Crafting HR practices
( HR strategy and ( people, performance,
Organization ) Information and work
Source: Dave Ulrich & Wayne Brockbank – The HR Value propositionseminar, pune
67 nhrd
68. From a cacophony of HR Roles
Coach Facilitator
Business
partner
HR leader Enabler Advocate
Employee Maintainer &
champion Initiative leader Monitor
Change agent
Strategist Operational
supporter Rapid deployment Internal
specialist consultant
Human capital
steward Manager of firm
infrastructure Competency
practitioner
Knowledge Policy
Manager of employee
facilitator Strategic Administrator
contribution
partner
Prog coordinator
Service provider Reactive problem
solver
Conscience Relationship builder
Architect
Admin Expert Client relationship manager
68 nhrd seminar, pune
69. Synthesis of roles for HR
Professionals
Human Capital
developer
Employee HR Strategic
advocate
leader partner
Functional
expert
Source: Dave Ulrich - HR Champions
69 nhrd seminar, pune
70. Take the first step in faith. You
don't have to see the whole
staircase, just take the first step.
- Martin Luther King, Jr
70 nhrd seminar, pune
71. “Change is the law of life, and
those who look only to the
past or present are certain to
miss the future.”
-: John F. Kennedy
71 nhrd seminar, pune
73. New Task & Expectation for HR
From Human Resources
to
Human Forces
73 nhrd seminar, pune
74. PHOENIX: an euphemism for “new” HR
PHOENIX : the only
one of its kind that
after living for 5/6
centuries in the
Arabian desert, burnt
itself on a funeral pile
& rose from the ashes
with renewed youth to
live through another
cycle.
nhrd seminar, pune 74
75. What does the “average” employee
need to know about the brave new world ?
Don’t be “average”.
75 nhrd seminar, pune
76. I have come to accept that the life of a
forerunner is a hard one, that he will suffer
more injuries than most men and that
many of these injuries will not be
accidental.
………PELE
76 nhrd seminar, pune