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8/13/2019 Dave Ulrich Student
1/16
Human Resource Champions:The Next Agenda for Adding
Value and Delivering Results
Presented by Ivan Chang
8/13/2019 Dave Ulrich Student
2/16
The changing nature of Human
Resources: a model for multiple roles
Operational to strategic
Qualitative to quantitative
Policing to partnering
Short-term to long-term Administrative to consultative
Functionally oriented to business oriented
Internally focused to externally & customer-
focused Reactive to proactive
Activity-focused to solutions-focused
8/13/2019 Dave Ulrich Student
3/16
A multiple-role model for HR
managementFuture/strategic focus
Day to day/operational focus
process people
Management of strategicHuman resources
Management of transformation& change
Management ofFirm infrastructure
Management of employeecontribution
8/13/2019 Dave Ulrich Student
4/16
Definition of HR roles
Role/cell Deliverable/Outcome Metaphor Activity
Management of
strategic
Human resources
Executing
strategy
Strategic partner
EX: Marriott
Hong Kong
Aligning HR & business
strategy: organizational
diagnosis 5day workweek
Management ofFirm
infrastructure
Building anefficient
infrastructure
Administrativeexpert Reengineering org.processes: staffing,
developing, assessing
Management of
employee
contribution
Increasing
employee
commitment
& capability
Employee
champion
Listening & responding to
employees: providing
resources to employees
Management of
transformation
and change
Creating a
renewed
organization
Change agent
Ensuring
capacity for
change
Identifying & framing
problems, building
relationships of trust
creating & fulfilling action
plans
8/13/2019 Dave Ulrich Student
5/16
Whats Next
Whats So?
So What?
Now What?
8/13/2019 Dave Ulrich Student
6/16
Whats So?
How organizations can build competitiveness?
HR Professionals must become partners with other seniormanagers by creating value and delivering results
People will always need to be hired and trained; processwill always need to be created and upgraded; culture willalways need to be established and transformed
HR policies and practices should create organizations thatare better able to execute strategy, operate efficiently,engage employees, and manage change
HR practices create organizational capabilities that lead tocompetitiveness
8/13/2019 Dave Ulrich Student
7/16
So What?
HR professional is the employees voice, catalysts and facilitatorsand designers of both culture change and capacity for change
Line managers is primarily responsible for HR practices within a firm
Line managers bring authority, power, and sponsorship; HRprofessionals bring technical expertise; Staff professionals bringtechnical expertise in their functional areas; Venders offer technicaladvice or perform routine standardized work
HR Professionals
Line Managers
Staff Professionals
Venders
(consultants, sub-contractors, outsourcing partners)
HR Community: A series of Partnerships
8/13/2019 Dave Ulrich Student
8/16
Now What?
HR community will be propelled by sevenchallenges for the future:
HR Theory
HR tools HR capacities
HR value proposition
HR governance HR careers
HR competencies
8/13/2019 Dave Ulrich Student
9/16
Challenge one: HR Theory
Resource dependence: deal with scarce resource
Transaction cost: reduce the costs associated withaccomplishing and governing how work is done
Contingency theory: align with business strategy to providea fit that leads to results
Institutional theory: transfer knowledge and ideas from firmto firm making the best practices of an industrial routine
Cognitive psychology: help to create a shared mindset orculture within the firm that reduces governance costs and increases
commitment
8/13/2019 Dave Ulrich Student
10/16
Late 1970s: four core HR activities Staffing, development, appraisal, and rewards
Global HR: different countrys hiring, compensation, benefits, training; globalthinking and strategy
Leadership depth Individual leader will be replaced by team leader
Interest in questions & learning will replace focus on solutions &answers
Knowledge transfer Who is hired? (those able & willing to seek and share ideas)
How development is done How incentives are created (encourage transfer of knowledge)
How communications are established (easily access and shareinformation)
How organizations are organized (less hierarchy & more informationsharing)
Challenge two: HR Tools
8/13/2019 Dave Ulrich Student
11/16
Culture change
Commit to culture change
Define a current culture
Define the desired culture Expose culture gaps
Prepare & implement culture action plans
Coordinate culture-change efforts Measure results
Customer-focused HR
Challenge two: HR Tools
8/13/2019 Dave Ulrich Student
12/16
Speed: How quickly is HR work be done
without sacrificing quality?
Implementation: How well is work done?
Innovation: How able is HR community to
think creatively?
Integration: How well does HR workintegrate with strategic plans?
Challenge three: HR Capabilities
8/13/2019 Dave Ulrich Student
13/16
Assessing the Effects of HR Practices:
Employees: How does HR affect morale,
commitment, competence & retention?
Customers: How does HR affect retention,
satisfaction & commitment?
Investors: How does HR affect profitability,
cost, growth, cash flow & margin?
Challenge four:
HR value proposition
8/13/2019 Dave Ulrich Student
14/16
How does HR organize to deliver value?
Who does HR work?
Where is accountability for HR work? How is the structure of the firms HR
community established?
Challenge five: HR Governance
8/13/2019 Dave Ulrich Student
15/16
contributor
Challenge six: HR Careers
Site
Outside HR
Business
Corporate
Generalist
Generalist
Generalist
Generalist
Specialist
Specialist
Specialist
Specialist
strategist
integrator
8/13/2019 Dave Ulrich Student
16/16
Credibility: Accuracy, consistency, meeting commitment,chemistry, integrity, thinking outside, confidentiality,listening to and focusing on executive problems
Challenge seven:
HR Competencies
Business Mastery
Personal Credibility
Human Resource Mastery Change + Process Mastery