shaping the role of hr 127[1]
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Transitions and TransformationsTransitions and Transformations
SHAPING THE ROLE OF HR: Tactics for
Strategic Change
Dan ScottiTraining and Learning Development
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SESSION OBJECTIVESSESSION OBJECTIVES
Broaden perspectives
Challenge the conventional wisdom regarding
HRM
Peek into the future
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Survey Says..Survey Says..
A recent survey by the Towers Perrin Group
revealed that:
50% of HR professionals see themselves asstrategic business partners within their
organizations
But only 17% of HR professionals say they are
invited to participate in the initial stages of majorenterprise initiatives
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Closing the Gap RequiresClosing the Gap Requires
A change in mindset HR
The Enterprise
Continuing to performing the basic functions
well
Organizational Literacy
Courageous Leadership
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A New Mindset:A New Mindset:HR as an Investment, Rather than anHR as an Investment, Rather than an
ExpenseExpense
Historically: HR and people were not
considered tangible assets. The means ofproduction was a machine bolted to the
factory floor. People merely operated it.
Today: The intangible of human capital (what
people know + their level of commitment tothe organization) is the prime driver of
organizational results.
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A New ParadigmA New Paradigm
HR is shifting from focusing on the
organization of the business to focusing on
the business of the organization
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The GoalThe Goal
The intent of the new HR paradigm is to
achieve alignment among the
Strategy
Structure
Culture
of the enterprise.
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Strategic HRStrategic HR
Focus
Alignment
Process integration
Information management
Innovation
Measurable results
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Strategic HRStrategic HR
Partner
Change agent
Passionate about people as the source of
organizational success
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The FoundationThe Foundation
Traditional HR Functions
Employment
Compensation
Benefits
Training/Development
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Just a ThoughtJust a Thought
If you keep on doing what youve always
done, youll keep on getting what you always
got
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Emerging FunctionsEmerging Functions
Additional value added:
Multi level performance analysis people,
teams, the organization
Aligning HR process to drive organizational
results
HR as a component in the enterprise valueproposition, in vision & mission achievement
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High Gain HR QuestionsHigh Gain HR Questions
How do people create value for the
organization?
How does HR contribute to and measure the
value creation process?
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HR Evolution:PersonnelHR Evolution:Personnel
Functions Transactions
Compliance
Record keeping
Financial Focus Cost minimized
Key Strategies Rule knowledgeProcess efficiency
Products/Services Payroll & benefit administration
Job descriptions/standards
Training
Compliance
Metaphor The enforcer
Paradigm Technical correctness
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HR Evolution: Human ResourcesHR Evolution: Human ResourcesFunctions Advisory services
Problem solving
Operational issues
Financial focus Cost control
Key strategies HR practices
Business context
Products/services Recruiting, Performance evaluation,
Payroll, Position management,
Employee relations, Training &
Development, Risk management
Metaphor Business Partner
Paradigm Process Improvement
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HR Evolution: Human CapitalHR Evolution: Human Capital
Functions Capacity building
Opportunity identification
Strategic issues
Financial focus Investment analysis (ROI)
Key strategies Systems thinking
Strategic consulting
Products/services Human capital planning, Talent
management, Leadership development &
succession planning, Performance
culture, Competency systems, Metrics
Metaphor Strategic Partner
Paradigm Transformation
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HR Strategic ArchitectureHR Strategic Architecture
HR Function
HR professionals
with strategic
competencies to
deliver
products/services
that driveorganizational
success
HR System
Performance driven,strategically aligned
policies & practices
Human
Performance
Strategically
focused
competencies,
motivation,
skills,
capabilities
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An Emerging HR MindsetAn Emerging HR Mindset
Focused on adding value for the customer
Proactive
Willing to assume risk
Results driven
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HR Best PracticesHR Best Practices
HR Practice
Measures
Bottom 10% Top 10%
Qualified applicants per hire 8 37
Annual training hours:
Per new employee
Per experienced employee
35
13
117
72
% employees receiving
performance appraisal
360 feedback
41%
4%
95%
52%
% hired based on a validated
selection test4% 30%
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Tactic: A Consultative ApproachTactic: A Consultative Approach
A phased, modular, repeatable and iterative
process for HR professionals so that customer
relationships are enhanced. Strengthen the HR value proposition
Create enterprise HR bench strength
Manage HR professionals as an enterprise asset
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A Best Practice: HR ConsultingA Best Practice: HR Consulting
Setting the Stage
Entering, Scoping, Contracting
Diagnosis
Determining Action, Planning, Implementation
Assessing, Closing
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SkillsSkills
For each Phase:
Structure
Challenges A set of consultative skills
An Action Learning Activity to transcend the
learning
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HR CHALLENGESHR CHALLENGES
Focus strategically- act tactically
Assessment
Develop/apply new measures Audit measures
Analyze & report
Change planning and implementation
Continuous improvement
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A Couple of Closing ThoughtsA Couple of Closing Thoughts
Be careful of yesterdays success, because
success tastes so good it dulls the appetite for
risk..
The significant problems in life cannot be
solved from the same mode of thinking that
created them