The document discusses the evolution of Human Resources (HR) from transactional roles to strategic partners that align with business goals. It outlines various HR challenges, such as globalization, talent wars, and pressure on employee loyalty, while emphasizing the need for HR leaders to develop strategic competencies. The document serves as a guide for assessing organizational readiness for strategic HR and highlights the importance of HR in navigating complex changes and supporting organizational success.

1. creative HRM
Strategic
HR Management
HR Challenges. HR Answers.
What is the strategic Human Resources? Which strategic challenges HR
faces? How to assess your organization’s readiness for Strategic HR?
Want to know more? Visit creativeHRM.
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2. The HR Transition from transaction to transformation requires new thinking,
models, practices and competencies. The legacy of HR with a focus on
administrative tasks keeps HR from delivering strategic value. The business
demands the HR Organization, which has capabilities of agility, speed,
innovation, collaboration, talent and resilience. The business demands the
Strategic HR Management.
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3. creative HRM
Content
(1) About cHR
(2) HR Challenge
(3) Move from Administrators to Strategic Contributors
(4) Role of Senior HR Leaders
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4. creative HRM
About
creative HRM is a website covering many HR related
topics... HR Management, HR Management Practices,
HR Strategy, HR Models, HR Business Partnering Model,
HR Processes, HR Development, Organizational
Design ...
The website is new and fresh, a lot of new content will
be added during 2013. Please, follow creative HRM as
you do not miss any news... cHRM Twitter
Please, feel free to visit creative HRM
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5. Strategic HR
Challenges
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6. creative HRM
Current HR Challenges
“Complete” list
๏ Globalization
๏ The War for Talents
๏ Pressure on Employees
๏ Declining Employee Loyalty
๏ Declining Customer Loyalty
๏ Interventions of Shareholders
๏ Increasing Speed of Change
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7. creative HRM
HR Challenges
Globalization and the War for Talents
GLOBALIZATION
New Markets and Global Talent Pools
Competitors hiring talents globally
Growing competition from low cost countries
Skilled employees available globally
One job board is not enough
Constant pressure on production costs
New competitors coming to market every day
Global shopping as simple as local one
WAR FOR TALENTS
Quality of education constantly decreasing
Western university graduates less competitive
Just few companies can choose top talents
Talents require the protection against
competitors
Top graduates do move globally
Local universities are not sufficient pools
anymore
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8. creative HRM
HR Challenges
Pressure on Employees and Declining Loyalty
PRESSURE
Employees work longer hours. Again.
New technologies require skilled employees
No promise of “Life-long employment”
Taking work home becomes a standard
Productivity gains become a standard part of the
job description
Organizations do monitor and manage the span
and layers
Constant organizational changes bringing
uncertainty
DECLINING LOYALTY
Employees feel no commitment
Loyalty not reciprocated by the organization
Loyalty not seen as a corporate value
Engagement more difficult
Employees hiding best ideas for the new
employer
Employees are loyal to the industry or sector
Declining loyalty is a real danger for the business
know-how
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9. creative HRM
HR Challenges
Interventions and Speed of Change
INTERVENTIONS
Shareholders demanding more from the
management
Increased pressure to deliver increased profits
even in difficult times
The leadership development programs under a
direct supervision of shareholders and Board of
Directors
SPEED OF CHANGE
No time to think about a complex change of the
organization in deep
Each change is followed by other change
Black Swans occur regularly and change the
entire industry
Complex and difficult decisions made in real
time
No time to communicate to employees fully
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10. creative HRM
HR Leader’s Challenge
Most common issues and challenges
๏ They spend too much time discussing details of HR stuff that
does not relate to business issues
๏ They seek management’s direction and leadership. They do
not own leadership
๏ They lack the business knowledge that allows them to talk
intelligently about business issues
๏ They do not tie HR initiatives to the bottom line well enough
๏ They use a unique language that doesn’t appeal to employees
๏ They do not bring enough to strategic conversation. They
move too quickly to the details of execution
๏ They haven’t helped others at the business table understand
either through concept or experiences why HR is at the table
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11. Move from
Administrators to
Strategic Contributors
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12. Differention is more about partnering
and gaining the trust and respect of line
management than it is about cost
cutting and efficient administration.
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13. creative HRM
Tactical Human Resources
What is is about?
๏ Baseline administration of people issues and data like:
๏ Benefits administration
๏ Compensation administration
๏ Employee records
๏ Affirmative action reporting
๏ Policy development and enforcement
๏ Traditional HR Programs
๏ Hiring
๏ Basic skills training
๏ Salary surveys
๏ Compensation program design
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14. creative HRM
Strategic Human Resources
What is is about?
๏ Stimulating dialogue among the executive team to
reexamine the clarity or appropriateness of the business
strategy
๏ Aligning reward systems across the organization to ensure
that they consistently encourage the fulfillment of customer
needs
๏ Reassessing and projecting talent needs on the basis of the
latest business strategies
๏ Redesigning work processes to eliminate aspects that do
not add value or increase cost for the end customer
๏ Developing training solutions to build organizational
capabilities required by the business strategy
๏ Redesigning aspects of the organizational culture
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15. creative HRM
Roadmap to Strategic HR
Key Milestones to Pass
๏ Assess the organization’s readiness for change
๏ Develop a framework and language for Human Resources
๏ Understand the role of the senior HR leader as the
organizational architect
๏ Clarify the role of the line management and engage the top
management in creating and owning the HR strategy
๏ Create the HR Plan for the organization
๏ Clarify the role of generalist and specialist in HR
๏ Design the structure of the HR Organization
๏ Assess and upgrade the HR talent
๏ Recognize the political land mines in making the transition to
strategic HR
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16. Role of Senior HR Leaders
in modern organization
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17. creative HRM
HR Leader’s Questions
The role of the leader in the organization
๏ How do I ensure that I am successful in the role of the
HR leader?
๏ Do I keep doing what has made me successful in the
past?
๏ Surely that must be something that I do differently. What
is it?
๏ How do I develop the influence skills that will be needed
to make a real difference to the business?
๏ What should the leader of the HR Organization be doing
to position the group more strategically?
๏ How do I manage a boss who is not yet thinking about
HR strategically?
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18. creative HRM
Role of HR Leader
Organizational Architect
๏ The organizational architect sees things other
business leaders do not; brings the systemic view to
the work and looks across boundaries
๏ The early phase of the a complex change require a
strong leadership role from Human Resources to
identify the need and to garner the support and
resources needed to get the work done
๏ HR must ensure that the ultimate owners of significant
organizational efforts are line managers and leaders
๏ The organizational architects predicts and identifies
issues arising from the transition of ownership to the
line management
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19. Want to know more?
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21. creative HRM
About
creative HRM is a website covering many HR related
topics... HR Management, HR Management Practices,
HR Strategy, HR Models, HR Business Partnering Model,
HR Processes, HR Development, Organizational
Design ...
The website is new and fresh, a lot of new content will
be added during 2013. Please, follow creative HRM as
you do not miss any news... cHRM Twitter
Please, feel free to visit creative HRM
úterý, 8. října 13