The document discusses managing changing roles in human resources. It provides a process for HR professionals to effectively manage changing roles, which includes establishing a vision of where the role should be, assessing the current state, setting goals, developing action plans, setting timetables, determining costs, and planning follow-up. The overall message is that HR professionals must evolve from administrative experts to strategic business partners in order to help their organizations remain competitive.

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MANGING HR’S CHANGINGMANGING HR’S CHANGING

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BY SAMUEL WahbaBY SAMUEL Wahba
Senior AgencySenior Agency
ExecutiveExecutive

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IntroductionIntroduction
Sweeping changes continue to reshape
the workplace. For example, the
human resource professional needed
today is a knowledgeable, skilled
business partner.
The human resource professional plays
a vital role in helping his/her
organization remain competitive in the
marketplace.

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Introduction (cont’d)Introduction (cont’d)
Rely on the following process, and you
will be more effective in managing
changing roles.
Be sure you have earned the right to deliver this program,
are excited about the topic, and are eager to share with
your audience.
Speak from your own experiences. First, we learn how to
manage our own changing role. Then, we can help others
manage theirs.

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VisionVision
Relate a vision of the Should BeRelate a vision of the Should Be
– For example, the Should Be for the HRFor example, the Should Be for the HR
professional is Strategic Partner;professional is Strategic Partner;
Administrative expert; Employee champion;Administrative expert; Employee champion;
and Change agent. Present the visionand Change agent. Present the vision
clearly.clearly.

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Estimate the As IsEstimate the As Is
Estimate the As IsEstimate the As Is
– Strengths to build onStrengths to build on
– Competencies to be developedCompetencies to be developed
For example, Strengths of the HR professional
are: Commitment; Human relations skills;
Training. Competencies to develop further are:
Credibility; Communication skills; Decision-
making skills.

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Set GoalsSet Goals
Set Goals: Realistic, reasonable,Set Goals: Realistic, reasonable,
challenging, attainable goals.challenging, attainable goals.
– LongLong
– IntermediateIntermediate
– ShortShort
In essence, the HR professional must move
from “the back room” to the “board room.”
Emphasize the importance of continuous
progress and managing change through goal-
setting.

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Develop Plans of ActionDevelop Plans of Action
Develop programs/methods/plans ofDevelop programs/methods/plans of
action:action:
– The requirements for achievingThe requirements for achieving
set goals.set goals.
– Who will do which part.Who will do which part.
– How the different partsHow the different parts
tie together.tie together.
TIP
Ask yourself: How will I get
from As Is to Should Be? How
do I plan to begin? What is my
first step?

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Set TimetablesSet Timetables
Determine the phases of the project.Determine the phases of the project.
Determine representative that will beDetermine representative that will be
responsible for each phase.responsible for each phase.
Determine the beginning,Determine the beginning,
middle, and end ofmiddle, and end of
each phase.each phase.
TIP
Present a sense of urgency.

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Determine CostsDetermine Costs
FinancialFinancial
Human resourcesHuman resources
TimeTime
TIP
Justify the costs with benefits.

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Plan Follow-upPlan Follow-up
Determine benchmarks to measureDetermine benchmarks to measure
strengths and areas of improvement.strengths and areas of improvement.
TIP
Emphasize commitment.

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CloseClose
Review vision of the Should Be.Review vision of the Should Be.
Remind audience of the benefits.Remind audience of the benefits.