This document summarizes the transformation of the HR role over the past 3.5 decades based on the author's practical experience in 10 real-life events. It describes how the expectations and challenges of the HR role have evolved from managing labor issues and compliance reactively in the 1980s-1990s, to becoming more of a business partner focused on performance delivery and talent management from 1994-2004, and increasingly taking on more strategic responsibilities like understanding P&L impacts and contributing to business expansion decisions from 2004-present. The author outlines examples demonstrating how HR has had to adapt its interventions and solutions to changing business needs and cultural contexts over time.
Creating and sustaining change in an organization can be challenging. Change leadership and change management are both essential components of driving change. In this deck, we walk through our framework for successful transformation: thinking there, getting there, and living there.
Cloud Transformation: A Pragmatic ApproachCapgemini
http://www.capgemini.com/cloud-services
The Cloud economy has set a new benchmark for making easy, quick, and flexible solutions widely available. Theoretically, this offers businesses a fast, cost effective way to solve business challenges.
However, new challenges are being discovered. How will businesses orchestrate Cloud services across departments, technologies and disparate vendors? How will business processes and information be optimized instead of fragmented?
In this session, Capgemini shares first hand experiences and methodologies to mitigate risk and optimize Cloud adoption. After all, the Cloud should simplify doing business, not complicate it!
Presented by Paul Nannetti, Capgemini Corporate Vice President, Global Sales and Portfolio Director, at Oracke CloudWorld, 17 April 2014.
Rolling Arrays - The Trusted HR Transformation PartnerRolling Arrays
Rolling Arrays is Asia’s premier award winning HR transformation company, headquartered in Singapore with offices in 6 countries. Since its inception in 2009, Rolling Arrays has successfully delivered more than 100 HR transformation projects for more than 50 blue-chip clients across Asia. A consultative approach to HR Processes, HR Functions and HR Software is Rolling Arrays core expertise and the primary catalyst for its’ success.
Rollingarrays.com
Email: info@rollingarrays.com
Creating and sustaining change in an organization can be challenging. Change leadership and change management are both essential components of driving change. In this deck, we walk through our framework for successful transformation: thinking there, getting there, and living there.
Cloud Transformation: A Pragmatic ApproachCapgemini
http://www.capgemini.com/cloud-services
The Cloud economy has set a new benchmark for making easy, quick, and flexible solutions widely available. Theoretically, this offers businesses a fast, cost effective way to solve business challenges.
However, new challenges are being discovered. How will businesses orchestrate Cloud services across departments, technologies and disparate vendors? How will business processes and information be optimized instead of fragmented?
In this session, Capgemini shares first hand experiences and methodologies to mitigate risk and optimize Cloud adoption. After all, the Cloud should simplify doing business, not complicate it!
Presented by Paul Nannetti, Capgemini Corporate Vice President, Global Sales and Portfolio Director, at Oracke CloudWorld, 17 April 2014.
Rolling Arrays - The Trusted HR Transformation PartnerRolling Arrays
Rolling Arrays is Asia’s premier award winning HR transformation company, headquartered in Singapore with offices in 6 countries. Since its inception in 2009, Rolling Arrays has successfully delivered more than 100 HR transformation projects for more than 50 blue-chip clients across Asia. A consultative approach to HR Processes, HR Functions and HR Software is Rolling Arrays core expertise and the primary catalyst for its’ success.
Rollingarrays.com
Email: info@rollingarrays.com
Digital transformation in the HR industryScopernia
Jo Caudron's presentation about digital transformation in the HR industry at "The Next 10 years in employer marketing" event, a HR conference by Insilencio. #next10
Herzlichen Dank für Ihre Teilnahme am LinkedIn & Workday HR Event in Zürich am 17.11. Wir hoffen, dass Ihnen die Vorträge, Workshops und Networking mit HR Professionals gefallen haben. Wir freuen uns auf Ihre Rückmeldung.
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
Matt Alder shares the lessons he has learned from a career surfing the wave of digital disruption and gives his view on the roles HR should play in Digital Transformation. For presentation audio please go to http://rfpodcast.com/2017/01/ep-76-hr-and-digital-transformation/
IBM Center for Applied Insights Study.
Hybrid cloud is the de facto state of IT. Leading organizations are blending traditional and cloud infrastructures to achieve better business outcomes—from reduced costs and improved productivity to business growth and digital transformation. What’s more, they’re using hybrid cloud to springboard to next generation activities that allow them to disrupt and capture new markets.
HR and IT managers that want to achieve a successful digital transformation must make fundamental changes. Whether businesses are looking to increase agility, improve customer service, streamline processes or drive innovation, change needs to start in the workplace. This is because the performance of individual employees is decisive in a world increasingly characterized by knowledge work. However, employee performance can only improve when the work environment is adapted and optimized to their respective roles and requirements. Equipping workers with new mobile devices or collaboration tools is not a solution in and of itself.
Based on PACs view of Digital Workplace as a holistic design and service concept, this presentation offers a 360° view on critical issues related to workplace modernization. It gives insight into current trends, investment plans and challenges relating to digital workplace initiatives.
What’s New in SAP Extended ECM 16 and SAP Archiving and Document Access 16Thomas Demmler
Have a look at the new major version 16 of SAP Extended ECM and SAP Archiving and Document Access by OpenText. One of the highlights of this version is the new smart user interface for Extended ECM with simple, extensible, role-based views.
Fred Isbell SAPinsider Projects 2016 Session: Making a Business Case for Clou...Fred Isbell
Building a business case for cloud and digital transformation: Issues, considerations, and best practices
Cloud computing is a disruptive technology and a key innovation for digital transformation. Attend this session to learn how to address innovations in your SAP projects and kick-start new initiatives that embrace cloud, big data and analytics, and social/digital solutions. You will:
• Review the “next wave” of innovation and business solutions, impacting both IT and Line of Business (LoB)
• Get key insights from industry influencers and experts to assist in building a business case
• Explore case studies from SAP projects, including key results and business impact and best practices to managing innovative project
Matching your organization’s business needs to your cloud strategy can mean some complex choices. In this session, you will near how Capgemini and VMware can help you transform your SAP legacy environment to build an innovative platform that enables you to lower your costs quickly, improve your agility, deliver vital business insights, and unlock new business opportunities. You will also learn about how best to leverage the flexibility of fully managed cloud environments – on-premise, hosted, or both –secure, reliable, and highly optimized for all SAP environments.
Presented at SAPPHIRE NOW 2016.
It’s time for HR to step up – to introduce and
lead the enterprise to the value of talent
management. It’s time for HR to revolutionize its role.
This e-book is explaining how HR needs to work in the future.
Leading in complexity productivity platform to turn around the worldwide dec...Hendrik Lourens
The cynefin framework provides a new lens through which to deal with the continuing slide in productivity and employee engagement.
See more at http://www.stratflow.com.au
Local content in the extractive sector: what opportunities in a challenging e...Isabelle Ramdoo
This presentation looks at local content policies in the extractive sector. It focuses in particular at the opportunities for developing countries in a challenging global environment
Digital transformation in the HR industryScopernia
Jo Caudron's presentation about digital transformation in the HR industry at "The Next 10 years in employer marketing" event, a HR conference by Insilencio. #next10
Herzlichen Dank für Ihre Teilnahme am LinkedIn & Workday HR Event in Zürich am 17.11. Wir hoffen, dass Ihnen die Vorträge, Workshops und Networking mit HR Professionals gefallen haben. Wir freuen uns auf Ihre Rückmeldung.
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
Matt Alder shares the lessons he has learned from a career surfing the wave of digital disruption and gives his view on the roles HR should play in Digital Transformation. For presentation audio please go to http://rfpodcast.com/2017/01/ep-76-hr-and-digital-transformation/
IBM Center for Applied Insights Study.
Hybrid cloud is the de facto state of IT. Leading organizations are blending traditional and cloud infrastructures to achieve better business outcomes—from reduced costs and improved productivity to business growth and digital transformation. What’s more, they’re using hybrid cloud to springboard to next generation activities that allow them to disrupt and capture new markets.
HR and IT managers that want to achieve a successful digital transformation must make fundamental changes. Whether businesses are looking to increase agility, improve customer service, streamline processes or drive innovation, change needs to start in the workplace. This is because the performance of individual employees is decisive in a world increasingly characterized by knowledge work. However, employee performance can only improve when the work environment is adapted and optimized to their respective roles and requirements. Equipping workers with new mobile devices or collaboration tools is not a solution in and of itself.
Based on PACs view of Digital Workplace as a holistic design and service concept, this presentation offers a 360° view on critical issues related to workplace modernization. It gives insight into current trends, investment plans and challenges relating to digital workplace initiatives.
What’s New in SAP Extended ECM 16 and SAP Archiving and Document Access 16Thomas Demmler
Have a look at the new major version 16 of SAP Extended ECM and SAP Archiving and Document Access by OpenText. One of the highlights of this version is the new smart user interface for Extended ECM with simple, extensible, role-based views.
Fred Isbell SAPinsider Projects 2016 Session: Making a Business Case for Clou...Fred Isbell
Building a business case for cloud and digital transformation: Issues, considerations, and best practices
Cloud computing is a disruptive technology and a key innovation for digital transformation. Attend this session to learn how to address innovations in your SAP projects and kick-start new initiatives that embrace cloud, big data and analytics, and social/digital solutions. You will:
• Review the “next wave” of innovation and business solutions, impacting both IT and Line of Business (LoB)
• Get key insights from industry influencers and experts to assist in building a business case
• Explore case studies from SAP projects, including key results and business impact and best practices to managing innovative project
Matching your organization’s business needs to your cloud strategy can mean some complex choices. In this session, you will near how Capgemini and VMware can help you transform your SAP legacy environment to build an innovative platform that enables you to lower your costs quickly, improve your agility, deliver vital business insights, and unlock new business opportunities. You will also learn about how best to leverage the flexibility of fully managed cloud environments – on-premise, hosted, or both –secure, reliable, and highly optimized for all SAP environments.
Presented at SAPPHIRE NOW 2016.
It’s time for HR to step up – to introduce and
lead the enterprise to the value of talent
management. It’s time for HR to revolutionize its role.
This e-book is explaining how HR needs to work in the future.
Leading in complexity productivity platform to turn around the worldwide dec...Hendrik Lourens
The cynefin framework provides a new lens through which to deal with the continuing slide in productivity and employee engagement.
See more at http://www.stratflow.com.au
Local content in the extractive sector: what opportunities in a challenging e...Isabelle Ramdoo
This presentation looks at local content policies in the extractive sector. It focuses in particular at the opportunities for developing countries in a challenging global environment
#FIRMday Manchester 25th Sept 2019 - TribePad: Contract v Perm – How to consi...Emma Mirrington
Join Tom Beale, Recruitment Advisor at Medical Protection Society to discuss: • Internal utilisation and perception of contractors (specialist projects, BAU resource management, contingent seasonal working) • Contractor availability considering the external factors influencing contractor market (Gig Economy, Flexibility, Portfolio careers, IR35, Recruitment Agencies/ Direct Hire recruitment teams) • Permanent retention and development to stretch staff and the attitude towards contractors having the ‘rock star salary’ and ‘all the exciting jobs’
Business Environment-Meaning, Importance, Environmental Factors, Recent Political Environment, Recent
Economic and Financial Environment, Planning In India-Planning Commision-Liberalisation and Planning,
Industrial Policy: New trade policy-1991 onwards, Industrial Licensing in India
Business Continuity Management (BCM) is a capability to identify potential impacts that threaten objectives to effective response and safeguard the interests of its key stakeholders and customers. The implemention of a BCM programme requires the establishment of building blocks to ensure a sustained and executable response plans.
Building blocks to implement an effective BCM programme:
Block 1 – Governance and Accountability
Block 2 – Defining BCM strategies
Block 3 – Constitute team for a disruptive event
Block 4 – Assurance / Compliance and Integration
Block 5 – Embedding and continuous improvement
This presentation introduced blocking buildings to effectively and efficient implement your BCM programme. It highlighted key lessons learnt and that may assist you the development of your BCM programme.
Philippine Mineral Industry: A Re-examination May 2011
Transformation of HR in last 3 1:2 decades
1. Transformation of HR in
last 3 & ½ decades
Deepak Garnaik
Vice President – HR & CC
2. Transformation of HR – a practical
perspective in last 3&1/2 decades
• Based on my practical experience 10 real
life events.
• Expectation from HR roles & Challenges :
a 360 degree prospective.
• Brief recital of the events.
• Challenges faced.
• Expectation from HR.
• Solution/ Interventions / action by HR.
3. Examples being cited
1. 1981 -85: Contract labour problem in Company.
2. 1986-88: BODO agitation 100 - 1000 hours strike.
3. 1990-94: LTS clinching scenario / Multiskilling of
technicians.
4. 1996-98: Introduction of KRA based PMS in Refinery.
1999: Local interference in Lakwa, ASSAM.
6. 2007: Kidnapping of Indian Expatriates (first time) in
Nigeria.
7. 2009: Local staff unrest incident.
8. 2010 -14: Reime top & bottom line strategy.
9. 2014: LCV accident & Worli Naka incident
10. 2015: SMG role and board expectation prospective
4. 1981 / 1985 – Contract labour issues
The incident – Mob behavior PF issue leading to
“Gherao” and lightning work stoppage.
Demands: Release leaders from custody.
Owner expected: resolution in three hours.
Solution: Discussion with key personnel, Personal bond,
promise for PF records.
Two CL strikes in Refinery – Canteen & PSF shop floor.
Demands: take back workman removed on Disciplinary
Grounds / PF from Mgt over & above Min wages.
Mgt expected – No work stoppage at any cost.
Solution: Immediate alternative arrangement made and
law & order on stand-by. It died down on second day.
5. 1986 -88 BODO agitation
The incident – 100 to 1000 hours public
bandh – no shops open no transport on road
etc.
Demands: Separate BODO state - Employee
should not attend duty showing support.
Mgt Expectation: Production of essential
goods (ATF & Kerosene) should not stop.
Solution: Met the BODO leaders got special
pass for 20% staff to keep the essential units
on production. Minimized staff movement took
Police help to escort staff buses.
6. 1990 -94 LTS clinching scenario
The incident – Reached a no go w r t LTS as the
BPE/Govt directive was 15% max and union was
not agreeing – lead to strike notice.
Demands: Immediate signing of LTS. Many
benefits would accrue on signing only.
Mgt Expectation: Sign it within the BPE / DPE
guideline. No hurry.
Solution: Took Union into confidence and
explained how their expected level of benefits
would flow in due course and as at the cut off
date implication can be shown within as 15%.
Multiskilling was agreed by union for extra 1%.
7. 1996 -98 KRA based PMS
Scenario: Increments had no link with
performance. Appraisals were used only for
determining time period for promotion. KRA was
not a part of Performance Mgt/ Appraisals.
Mgt desired: KRA with KPIs to form part of
Appraisal process.
Challenges: Heavy resistance due to risk of
individual weaknesses getting exposed.
Intervention: Involvement of external agency IIMA
in 2 years time it was put it in place – first year it
was not so measurable though.
8. 1999 – Local interference incident - Lakwa
Contract Awarding issue.
Volatile scenario : Interference by insurgency
outfits.
Challenges: Lack of understanding culture /
communication / Ego.
Intervention: took charge and took decisions on
spot much beyond jurisdiction/ power in order to
defuse the situation.
9. 2007 – Kidnapping of Indians (Nigeria)
The Scenario: Two instances of kidnappings
Challenges: To maintain motivation levels after
the first kidnapping and to sustain operations after
second. To decide appropriate strategy.
Mgt Expectation: Keep operations running.
Intervention: Assessment of what Expats feel and
then decided strategy to send Expats and family
home for two months. Got expats released and
planned for slow but steady start up schedule.
Terms for employment changed as a strategy.
10. 2009 – Local staff unrest (Nigeria)
The Scenario: Sudden instance of unrest.
Challenges: Arising out of Group vrs local culture
Threats: Production loss, Endangering safety and
security of plant.
Intervention: Risked a strong stand “resume duty
to continue operations” as a pre-condition to start
dialogue, simultaneously interacted with the central
T Us for unionization. Adopted local culture closely
linked to social culture of Jr staff / Sr staff.
11. 2010-13 – Top & bottom line strategy
(Sub-Saharan Africa)
The Scenario: Business Growth strategy & plan.
Challenges: Too short a period to get @ 2 fold
growth. Too optimistic growth prediction by main
client. High HC and OOH cost
Intervention: set a deadline for CEO to show and
validate topline followed by change to bottom-line
based strategy and re-structuring plan. HR tasked
to partner new CEO to achieve country based
bottom-line. HC & OOH cost cut by 350K $ a month
i.e. by 60%.
12. 2014- LCV & Worli naka incident(Mumbai)
The Scenario 1 : Fatal accident by LCV
Challenges: HR asked to be the team lead in
incident investigation.
Scenario 2: Worli naka gas leak.
Challenges: HR carrying out cross functional
tasks. HR asked to standby for the CEO.
13. 2014-15 Contribution to Business model &
Ownership of bottom-line
HR as Strategic Management Group member & its
role in all strategic business issues like:
Monthly pricing review including its impacts from a 360
degree angle.
Business plan.
Business expansion strategy.
Reviewing bottom-line periodically.
HR role in view of CA 2014 making Independent
Directors accountable for issues in HR space.
14. Transformation of HR role
1983 to 1993 - services
delivery Role
• Manage Labour issues
• Manage Compliance
• Hire for skill
• Reactive Crisis
Management
2004 to 2012 -
Business Partner
• Hire for attitude
• Build capacity
• Retain talent
• Understand P&L
1994 to 2004
-Performance delivery
• Efficiency
improvement
• Multi skilling
• Drive Compliance
• External issues Mgt
2013 onwards ……..–
Business Ownership
• Own P&L jointly
• Contribute in
Business Expansion
decisions
• Cross functional
leadership