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A New Paradigm for HR 1
Running head: HEADLINERS: A NEW PARADIGM FOR HR
Headliners: A New Paradigm for HR
Walter A. Van Stone
Address: 4607 Spring Creek Arlington, TX 76017
Phone: Email: [email protected]
A New Paradigm for HR 2
Abstract
This article suggests that, human resources as a profession must
change the nature of its profession by contributing as an added value
business partner (quantitative terms); otherwise HR as we know it
today may not exist. It summarizes the circumstances and issues that
impact the development of a strategic human capital plan, a basic
strategic HR plan that aligns with a firm’s strategic business plan for
achieving a competitive advantage, and which HR functions can
contribute. In addition the article also profiles the important
fundamentals of a new HR paradigm. Lastly, it advocates the need for
professional standards, HR metrics, knowledge and certification of HR
professionals. (Pilenzo, 2009)
HR-Shape up or Ship out
In this article “A New Paradigm for HR”, Pilenzo (2009) first
analyzes the current HR condition, and outlines how HR can become a
strategic business partner by examining an organization human capital
fit to its business plan. As the author points out in order to transform
HR into a strategic business partner HR must first assess its current
condition. Currently HR is viewed-through numerous mediums- as the
department that has all the answers to every firm’s organizational
challenges. That being said, the author cautions that this mind-set is
hazardous to the profession. First and foremost it is important to
A New Paradigm for HR 3
understand- with respect to context in developing a strategic HR plan-
firms are not stagnant, they evolve, grow, mature, change and
“require new and different ways of looking at the future in three
dimensional terms or, with outside the box thinking that is often
lacking in HR” (p.64). Secondly, firm’s that do have strategic HR plans
often fail to include a global view of its organizational human capital
plan with its business plan. “HR professionals, especially in the U.S.,
tend to have a narrow and functional view of the use of human capital
and how it can be leveraged in the context of a business enterprise.”
(p.64).
Using Competitive Advantage in HR
The holy grail of a strategic business plan is establishing an
organizations strategic position within its industry through the concept
of competitive advantage. In order for HR to align its strategic plan
with a firm’s strategic business plan it must understand the concept of
competitive advantage. Using competitive advantage in HR will allow
HR as a profession to articulate strategies that place it at a beneficial
position with other departments in an organization. In other words,
using the definition of competitive advantage to; transform the HR
profession into a strategic business partner.
New HR Paradigm
According to Pilenzo (2009) HR executives must have an array of
“business skills that can be layered over an expertise in human capital
A New Paradigm for HR 4
management in such a way as they become indistinguishable from one
another” (p.67). Therefore the HR profession must reinvent itself. To
do so, the author proposes three key elements that should be
implemented: “…substantially redefine the tactical, strategic and
operational role of HR in organizations; fully develop the concept of
quantitative measurement of outcomes; and expand the body of
knowledge in HR to include operational expertise and performance
standards” (p.68). By redefining HR executive roles and responsibilities
HR as a profession can begin to change the attitudes, behaviors and
patterns of the organization as well as the attitudes of their business
executive counterpart. This transformation would result in the creation
of a new organization development oriented consultancy within human
resources.” (p.68)
Creating Credibility
As Pilenzo (2009) points out; to create credibility HR must
implement quantitative measures, through HR metrics. Using metrics
in HR will link the HR strategic plan to the organizations strategic plan.
Metrics are the major communication vehicles to which its firm’s
business executives, customers, and stockholder understand.
“However, in order to gain full organizational support for HR what is
required are better ways to quantitatively measure the HR contribution
primarily because the current practice is sorely lacking.” (p.70).The
author drives the point home by using an analogy of not using a
A New Paradigm for HR 5
metrics to golf. “Not using metrics in HR is the equivalent of playing
golf without pars, or even a score card” (p.71). In addition to using
metrics to communicate HR can use metrics for developing
professional and ethical standards. Moreover, HR can create credibility
by continuing to develop the knowledge and credentials of its
profession through certification.
Conclusion
The challenges to HR is that it must leverage its human capital
by changing the nature of its profession by contributing as an added
value business partner; otherwise HR as we know it today may not
exist. HR must recognize the circumstances and issues that impact
the development of a strategic human capital plan, and that its basic
strategic HR plan must aligns with a firm’s strategic business plan
through achieving a competitive advantage, for which HR functions can
contribute. In addition, HR must also shape the important
fundamentals of a new HR paradigm. Lastly, HR must become
advocates for the need of professional standards, HR metrics,
knowledge and certification of HR professionals.
A New Paradigm for HR 6
Reference
Pilenzo, R.. (2009). A New Paradigm for HR. Organization Development Journal, 27(3), 63-75. Retrieved January 15, 2010, from ABI/INFORM Global. (Document ID: 1851849321).
A New Paradigm for HR 7