A new mandate for hr function

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the human resource function has to reinvent itself partly by compulsion and partly by choice... the most evolved function is the one with its eye on business results OR answering the question WHAT DOES THE CEO WANT FROM US???

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A new mandate for hr function

  1. 1. CirculatedbyDrWilfredMonteiro-copyrightallrightsreservedCirculatedbyDrWilfredMonteiro-copyrightallrightsreserved A NEW MANDATE FOR THE HUMAN RESOURCE FUNCTION DR WILFRED MONTEIRO www.synergymangager.net MUMBAI - INDIA
  2. 2. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved • The willingness… even enthusiasm… to change EVERYTHING combined with the wisdom to understand what must NEVER be changed. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved • The willingness… even enthusiasm… to change EVERYTHING combined with the wisdom to understand what must NEVER be changed.
  3. 3. CirculatedbyDrWilfredMonteiro-copyrightallrightsreservedCirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
  4. 4. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved What employee engagement means Creating a climate where people are committed to the company’s success. Where they value, believe in and enjoy the work they do to help the company be successful. An engaged person brings creativity, passion and energy to the job; they proactively drive change, deliver business results and infect others with their enthusiasm. They are achieving their full potential. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved Creating a climate where people are committed to the company’s success. Where they value, believe in and enjoy the work they do to help the company be successful. An engaged person brings creativity, passion and energy to the job; they proactively drive change, deliver business results and infect others with their enthusiasm. They are achieving their full potential.
  5. 5. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved Engaged Employees 30% (Engaged) 54% (Not Engaged) 16% (Actively disengaged) CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved 30% (Engaged) 54% (Not Engaged) 16% (Actively disengaged)
  6. 6. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved “The Future arrived when we“The Future arrived when we weren’t looking, so we’re stillweren’t looking, so we’re still dealing with issues, ideas anddealing with issues, ideas and programs that don’t fit theprograms that don’t fit the world’s new realities.”world’s new realities.” Peter DruckerPeter Drucker CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved “The Future arrived when we“The Future arrived when we weren’t looking, so we’re stillweren’t looking, so we’re still dealing with issues, ideas anddealing with issues, ideas and programs that don’t fit theprograms that don’t fit the world’s new realities.”world’s new realities.” Peter DruckerPeter Drucker
  7. 7. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved Changing Workforce Trends Doers differ from thinkers Assets are things Labour is an expense Lifetime employment Top-down control Localized work Measure for results Doers must be thinkers Assets are people People are an investment Lifetime employability Decentralized decisions Decentralized Work Measure for improvements ToToFromFrom CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved Doers differ from thinkers Assets are things Labour is an expense Lifetime employment Top-down control Localized work Measure for results Doers must be thinkers Assets are people People are an investment Lifetime employability Decentralized decisions Decentralized Work Measure for improvements Source : Pfeffer (1994)
  8. 8. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved • CHANGING PSYCHOLOGY OF WORKER Traditional Employees Demand long-term job security as a driver of commitment Believe employers are responsible for career growth Are less satisfied with their jobs Believe changing jobs often is bad for career growth Define loyalty, as tenure Believe frequent job changes are part of Career growth View work as an opportunity for income Emerging Employees Reject security Take personal responsibility for career growth Are more satisfied with their jobs hopping Define loyalty as accomplishment View work as a chance to grow CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved Traditional Employees Demand long-term job security as a driver of commitment Believe employers are responsible for career growth Are less satisfied with their jobs Believe changing jobs often is bad for career growth Define loyalty, as tenure Believe frequent job changes are part of Career growth View work as an opportunity for income Emerging Employees Reject security Take personal responsibility for career growth Are more satisfied with their jobs hopping Define loyalty as accomplishment View work as a chance to grow
  9. 9. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved • CHANGING PSYCHOLOGY OF WORKER Traditional Employees Demand long-term job security as a driver of commitment Believe employers are responsible for career growth Are less satisfied with their jobs Believe changing jobs often is bad for career growth Define loyalty, as tenure Believe frequent job changes are part of Career growth View work as an opportunity for income Emerging Employees Reject security Take personal responsibility for career growth Are more satisfied with their jobs hopping Define loyalty as accomplishment View work as a chance to grow CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved Traditional Employees Demand long-term job security as a driver of commitment Believe employers are responsible for career growth Are less satisfied with their jobs Believe changing jobs often is bad for career growth Define loyalty, as tenure Believe frequent job changes are part of Career growth View work as an opportunity for income Emerging Employees Reject security Take personal responsibility for career growth Are more satisfied with their jobs hopping Define loyalty as accomplishment View work as a chance to grow
  10. 10. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved THE CHALLENGESOF HR • To widen focus from an Administrative Role to a more broader Strategic Role. • To demonstrate exactly how they Create Value for their Organization. • New Realities require a new managerial focus on people and on strategy implementation. • New focus on people and strategy requires a new approach to measuring performance. • Effective people management and people measurement systems need to be co-developed. • Firms that do a better job implementing strategy and measuring results consistently outperform their peers. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved • To widen focus from an Administrative Role to a more broader Strategic Role. • To demonstrate exactly how they Create Value for their Organization. • New Realities require a new managerial focus on people and on strategy implementation. • New focus on people and strategy requires a new approach to measuring performance. • Effective people management and people measurement systems need to be co-developed. • Firms that do a better job implementing strategy and measuring results consistently outperform their peers.
  11. 11. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved THE NEW HRD ROLES 1. OPERATIONALY RE ACTIVE 2. OPERATIONALY PROACTIVE 3. STRATEGICALLY REACTIVE 4. STRATEGICALLY PROACTIVE CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved 1. OPERATIONALY RE ACTIVE 2. OPERATIONALY PROACTIVE 3. STRATEGICALLY REACTIVE 4. STRATEGICALLY PROACTIVE
  12. 12. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved STRATEGIC H R M LINE MANAGER’S ROLE in HRM CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved OPERATIONAL H R M LINE MANAGER’S ROLE in HRM
  13. 13. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved PROCESSES IN KNOWLEDGE MANAGEMENT CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
  14. 14. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved If you have any questions at all please do not hesitate to send a note or call. My email address is: wm@synergymanager.net CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved If you have any questions at all please do not hesitate to send a note or call. My email address is: wm@synergymanager.net
  15. 15. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved Dr WILFRED MONTEIRO • is a nationally acclaimed stalwart in the field of business management with an illustrious career spanning over 25 years • He is a consultant and advisor to Board of Directors of leading companies & Chambers of Commerce; • a management trainer of high repute who has conducted over 1250 seminars in India and abroad in areas of business strategy, marketing & organization development. • a Visiting Professor to premier management institutes and staff training colleges throughout India. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved • is a nationally acclaimed stalwart in the field of business management with an illustrious career spanning over 25 years • He is a consultant and advisor to Board of Directors of leading companies & Chambers of Commerce; • a management trainer of high repute who has conducted over 1250 seminars in India and abroad in areas of business strategy, marketing & organization development. • a Visiting Professor to premier management institutes and staff training colleges throughout India. website: www.synergymanager.net 15 If you have any questions at all please do not hesitate to send a note or call. My email address is: wm@synergymanager.net
  16. 16. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved Dr WILFRED MONTEIRO please view the blogspots I have developed for my participant ongoing learning • http://wilfredmonteiro.blogspot.in/ • http://negotiating-wizard.blogspot.in • http://salescoach-india.blogspot.in • http://the-sales-champ.blogspot.in • http://salesforce-excellence.blogspot.in • http://strategic-selling.blogspot.in • http://hrm-excellence.blogspot.in • http://personal-growth-guru.blogspot.in • http://thegreatmanager.blogspot.in • http://leadership-by-values.blogspot.in • http://therightetiquette.blogspot.in CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved website: www.synergymanager.net 16 • http://wilfredmonteiro.blogspot.in/ • http://negotiating-wizard.blogspot.in • http://salescoach-india.blogspot.in • http://the-sales-champ.blogspot.in • http://salesforce-excellence.blogspot.in • http://strategic-selling.blogspot.in • http://hrm-excellence.blogspot.in • http://personal-growth-guru.blogspot.in • http://thegreatmanager.blogspot.in • http://leadership-by-values.blogspot.in • http://therightetiquette.blogspot.in
  17. 17. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved CONTACT US Dr Wilfred Monteiro TELE : 91 22 9819843927 EMAIL: wm@synergymanager.net website: www.synergymanager.net CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved SYNERGY MANAGEMENT ASSOCIATES since 1993 HR Systems Design Policy Deployment Talent Management innovations Best Practices enablement Competency based HRM H R Systems Metrics & Audit

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