Chapter 13The role of human resource management in the twenty-first century

Chapter contentOpening case: a Change in HR IntroductionThe new role of human resource management within organisationsImportant changes taking place within the workplaceNecessity to reposition the HR function Tactics to reposition the HR functionCompetencies needed by the HR professional to manage this new work environment The new HR structure in the new work environment

The workplace of the 21st centuryChanges over the next few years) that will reshape the work environment (Robert Barner):The virtual organisation The ascendancy of knowledge workers The birth of a dynamic workforce

Changes in the business and its impact on the people and the HR Department

The virtual organisationVirtual organisation: organisational members are linked at different work sites by means of electronic technology, and are communicating with each other via these systemsVirtual organisations exhibit a number of characteristics, it will:Be reliant on .Be enabled via .Initially exist only across .

Growth in virtual organisationsGrowth can be attributed to:The rapid evolution of electronic technology in the area of video, audio and text informationThe spread of computer networks over the world as a result of globalisationThe growth of home offices (telecommuting)

Principles for effective virtual teamworkRealign reward structures for virtual teams Leverage anonymity when appropriate Train teams to self-facilitateEmbed collaboration technology into everyday work

Virtual organisations - challenges for the futureManagement , employees and HR perspective:Effective communication and __________ Form clear agreements from the outset regarding ___________________________________Misunderstandings and interpretations as a result of ___________________________________Speed of decision-making may place great pressure on individuals

Virtual organisations - challenges for the future (cont.)Management , employees and HR perspective:__________ and __________ will change drasticallyRigid traditional job description will also have to __________Companies will follow the __________-based approaches Problems with performance appraisals and the way employees are compensated

Predictors and criteria of the VTCI

The just-in-time workforceGrowth in temporary workers, just-in-time workers, and the outsourcing of a large number of organisational functions have resulted in companies using more __________HR professionals will have to find __________ to motivate them, as serious problems in performance and morale will occurConflict between __________ and __________ staff can easily occur

The just-in-time workforce (cont.)Due to their employment contract, temporary workers cannot be motivated by the traditional methods of promotion, merit increases or even profit-sharing programmesTo overcome these problems, .HR professionals will have to look at orientation and training of just-in-time workers

The ascendancy of knowledge workersWorld is moving rapidly away from manufacturing into .The emerging knowledge worker will be a unique individual who must be nurtured to .

The ascendancy of knowledge workers (cont.)Companies continue to become flatter, individuals who do not add value will be __________Previously individuals would be paid only for performing __________ tasksManagers and employees will have to make a strong commitment to __________ and __________ to achieve job security in the new work environmentAs these new knowledge workers become more mobile, HR managers will have to continually educate and train new employees in company culture and values

Computerised coaching and electronic monitoringGrowth in electronic systems over the next number of years will allow employees to become fully independentEasier control by managers over .Employees will be able to learn .

Computerised coaching and electronic monitoring (cont.)Employees will become less .Difficult for employees to draw a line between Employees' right to privacy .

The growth of worker diversityMobility of workers between countries has ________ Individuals with specific skills are sought throughout the worldCompanies are setting up manufacturing and assembly plants worldwide, and smaller companies are expanding into international markets

The growth of worker diversity (cont.)Workers who are able to operate successfully in these diverse environments will be highly valued by companiesHR professionals will have to provide .Goldman example

The ageing workforceIn the past companies were reluctant to employ older employeesOlder workers were often denied challenging jobsWith the lack of skills in numerous areas, older workers are .Older workers are more .

The ageing workforce (cont.)Younger managers may find themselves .HR managers must arrange for these managers to undergo .

The birth of the dynamic workforceProcesses and methods of performing work are no longer __________ it is __________Requires workers to adapt __________Managerial performance will be based less on ________________________________ and more on __________________________________________New dynamic environment will require workers to jump quickly into new ventures and manage temporary projects

The redesign of the HRM roleGregory Kesler

Re-engineering of HR processes

HR professionals must work with top management to contract for a new or realigned role, before pursuing the re-engineering route (to be successful)will reduce waste, result in more satisfied internal clientswill not change the fundamental role that HR professionals play in the business/value they add to shareholders

The redesign of the HRM roleThree tactics to achieve success according to Kesler:

Components cannot achieve change alone, need to be done in conjunction with one another (Kesler)_________ with management for a new role for HRIdentifying and _______ new HR competencies__________ HR work, systems and organisation

Contracting new rolesImportant to involve the internal clients who will be servedSeveral stakeholders need to be approachedcan include: Two-way dialogue in which .Process needs to be developed by which HR priorities for the business are identified through involvement of both HR and line managementHR and line managers must also agree on .

The performance capabilities model: defining the fundamental role of HR

HR grid at Whirlpool's North American Appliance Group (NAAG)

CompetenciesBesides determining what new roles must be developed, additional competencies to support this new role (leadership, strategic planning and business know-how) must also be developedIn many HR organisations these competencies will be unknown to the HR staff

Redesign of the HR process and structureFinal step is the Re-engineering plays a vital role (as it does in the other functional areas within the organisation)Re-engineering action redirects .HR structure is realigned to focus on .

Competencies required of the future HR professionalCompetency = Ulrich, Brockbank, Yeung and Lake - HR professionals demonstrate competence when they add value to their businessDelivering ideas, .

Competencies required of the future HR professional (cont.)Value of HR professionals is in their ability to In developing the competencies to design and deliver practices which build organisational capability, they create and sustain unique sources of competitive advantage

Six domains to become a successful HR professional

Capability builderThe HR professional is able to enhance individual abilities into an effective and strong organisation, through building the organisations capabilities This process can take place through a consistent audit and investment in the creation of organisational capabilities HR professionals who are successful in this area will be able to:

Change championThe HR professional makes sure that isolated and independent organisational actions are integrated and sustained through a disciplined change processTo be successful the HR professional must initiate change by building a case for the need for change and must be able to sustain change through organisational resourcesHR professionals who are successful in this area will be able to:

Strategic positionerThe HR professional must act and think from the outside inWell versed and can translate the external business trends into internal decisions and actionsHave a good understanding of the impact of the economic, political, social, technological and demographic trends Able to target and serve their customers by aligning organisation actions to these needs HR professionals who are successful in this area will be able to:

Technology proponentThe HR professional uses technology more efficiently to deliver HR administrative systems such as benefits, payroll processing, and health-care costsBe in a position to be able to connect people better through technologyHR professionals who are successful in this area will be able to:

HR innovator and integratorThe HR professional knows the historical research on HR to enable them to innovate and integrate HR practices into a unified solution to solve future business problems Achieve this by gaining insight into the latest trends in the different HR activitiesHR professionals who are successful in this area will be able to:

Credible activistThe HR professional must build their personal trust through their business acumenAchieve this by communicating clear and consistent messages with integrity Have a clear point of view and be able to influence others in a positive way. HR professionals who are successful in this area will be able to:

Competencies for the HR professional of the future

The structure of the future HR department of the futureHR department to function successfully and survive tremendous changes within organisations,

Reorganisation should better position HR

Hilborn:HR departments have been evolving away from a traditional functional design to a team based model. The traditional design includes a vice president of HR, a manager of compensation and benefits, a manager of HRIS and payroll, a manager of employment etc. Emerging model is more like a 3-legged stool.

The 21st century HR organisation