Managing Hr in Turbulent Times[1]

8/19/2019 Managing Hr in Turbulent Times[1]

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© 2003 SHRM

HR: Leading People, Leading Organizations

““Managing HR Talent inManaging HR Talent in

Turbulent Times”Turbulent Times”

David C. Forman, SPHRDavid C. Forman, SPHR

Senior Vice PresidentSenior Vice President

Professional and Business DevelopmentProfessional and Business Development

Society for Human Resource ManagementSociety for Human Resource Management


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© 2003 SHRM


DefinitionsDefinitions

““Turbulent”(adj.):Turbulent”(adj.): movement ormovement or

agitation.agitation.

““Turbulence”(noun):Turbulence”(noun): confusion.confusion.


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© 2003 SHRM


““The Future Ain’t hat !tThe Future Ain’t hat !t

"sed To #e $$$$"sed To #e $$$$

%ource: &ogi #era%ource: &ogi #era


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© 2003 SHRM


““The Future arrived 'hen 'eThe Future arrived 'hen 'e

'eren’t looing so 'e’re still'eren’t looing so 'e’re still

dealing 'ith issues ideas anddealing 'ith issues ideas and

*rograms that don’t fit the*rograms that don’t fit the

'orld’s ne' realities.”'orld’s ne' realities.”

%ource: +eter Drucer %ource: +eter Drucer


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© 2003 SHRM


hat is the Future of the ,umanhat is the Future of the ,uman

-esources +rofession -esources +rofession


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© 2003 SHRM


Which of These is True? Which of These is True?

!"e ne#t ten years $ill %e t"e HR decade.&

Professor David 'lric"

Human Resource C"ampions&

( am descri%ing your "uman resources

department, and "ave a modest proposal)

*"y not %lo$ it up+&!"omas . Ste$art

Fortune& Maga-ine


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GeneralGeneral Electric Electric


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General ElectricGeneral ElectricAnnouncement to em*lo/ees of the “,uman -esource 0eadershi* +rogram”Announcement to em*lo/ees of the “,uman -esource 0eadershi* +rogram”

,-0+ (,uman -esources 0eadershi* +rogram),-0+ (,uman -esources 0eadershi* +rogram)

,-0+ 'ill *re*are /ou for a d/namic role in the human dimension of 12. #/ hel*ing,-0+ 'ill *re*are /ou for a d/namic role in the human dimension of 12. #/ hel*ing

to develo* our future leadershi* /our 'or 'ill influence the direction of our com*an/.to develo* our future leadershi* /our 'or 'ill influence the direction of our com*an/.

+rogram %ummar/+rogram %ummar/

A 34/ear entr/4level *rogram consisting of 5 challenging and in4de*th 64monthA 34/ear entr/4level *rogram consisting of 5 challenging and in4de*th 64month

assignmentsassignments

#road business sills develo*ed via hands4on e7*erience in t'o ,- assignments#road business sills develo*ed via hands4on e7*erience in t'o ,- assignments*lus a third assignment in an area such as finance 8ualit/ or business develo*ment*lus a third assignment in an area such as finance 8ualit/ or business develo*ment

Formal classroom training in advanced human resources techni8ues and businessFormal classroom training in advanced human resources techni8ues and business

conce*tsconce*ts

27tensive contract 'ith *eers and senior business leaders from around the 'ord27tensive contract 'ith *eers and senior business leaders from around the 'ord

27*ansion of /our no'ledge base critical *roblem4solving sills and net'or of27*ansion of /our no'ledge base critical *roblem4solving sills and net'or of

valuable contactsvaluable contacts

9andidate 9riteria9andidate 9riteria

Demonstrated academic e7cellence business acumen and leadershi* abilit/Demonstrated academic e7cellence business acumen and leadershi* abilit/

%elf4confidence strong anal/tic *roblem4solving sills and e7ce*tional%elf4confidence strong anal/tic *roblem4solving sills and e7ce*tional

communication sillscommunication sills

#A;A in #usiness or an ,-4related disci*line *lus several /ears 'or e7*erience#A;A in #usiness or an ,-4related disci*line *lus several /ears 'or e7*erience

*referred*referred

1eogra*hic fle7ibilit/ and global mindset< able to o*erate across cultures1eogra*hic fle7ibilit/ and global mindset< able to o*erate across cultures


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GE’s HR-Development OpportunitiesGE’s HR-Development Opportunities

• 2m*lo/ee4relations *roblem4solving assignment2m*lo/ee4relations *roblem4solving assignment• ,-4generalist assignment,-4generalist assignment• Technical4s*eciali=ation assignmentTechnical4s*eciali=ation assignment• >rgani=ation4effectiveness intervention e7*erience>rgani=ation4effectiveness intervention e7*erience• +rocess4consulting e7*erience+rocess4consulting e7*erience• 9ommunit/4relationshi* e7*erience9ommunit/4relationshi* e7*erience• %tretch job assignment%tretch job assignment

• 27*osure to global issues27*osure to global issues• %taff assignment%taff assignment• 9ross4functional e7*erience9ross4functional e7*erience• Fi74it assignmentFi74it assignment• %tart4u* assignment%tart4u* assignment• 0arge4scale change effort0arge4scale change effort• >rgani=ation4structuring assignment>rgani=ation4structuring assignment

• 9or*orate assignment9or*orate assignment• ,- functional4leadershi* assignment,- functional4leadershi* assignment• #usiness4team *artnershi* e7*erience#usiness4team *artnershi* e7*erience• #usiness4leaders su**ort assignment#usiness4leaders su**ort assignment• 27*osure to role models27*osure to role models• 27tended *rofessional net'or27tended *rofessional net'or


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• “This business game is all aboutwinning. The team that wins is theteam with the best players. Your jobis to field the best players.”

• Jac !elch" #ormer $%& 'eneral %lectric$orporation


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*"y not %lo$ it up+& !"omas . Ste$artFortune& Maga-ine


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The $ontainer (tore


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The $ontainer (tore

The $ontainer (tore has )& HR &fficer or

*epartment+++++++++


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*"y not %lo$ it up+& !"omas . Ste$artFortune& Maga-ine


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The 2ssential ?uestionThe 2ssential ?uestion

,o' can ,- *rofessionals

*roduce significant valueand deliver results


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#ecome#ecome aa %trategic%trategic

#usiness +artner #usiness +artner


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&) ,%-)' “(TRT%'-$ /RT)%R”&) ,%-)' “(TRT%'-$ /RT)%R”

Only 34% of HR

Executive Are Viewed

As “Strategic Partners”

SHRM/BSCol Survey, 2002


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,usiness %n0ironment1

!orforce issues are at the top of theagenda for $%&s

-ncreasing recognition among businessleaders that people represent the only real

competiti0e ad0antage a company can

sustain


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!here is HR 'oing in These

Turbulent Times 2

• There can be an %3$-T-)' future for the

profession.

• ,ut human resource professionals ha0e to

be prepared" willing and able to embrace

that future+


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!hat re The $urrent ,usiness!hat re The $urrent ,usiness-ssues-ssues

!hat are HR /rofessionals (aying2!hat are HR /rofessionals (aying2

!hat are $%&4s (aying2!hat are $%&4s (aying2


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The Top (e0en

/eople5Related HR -ssues

6. Retaining Talent7. ttracting Talent with $ritical (ills

8. -mpro0ing !orplace /erformance

9. 'aining $ontrol of Health $are $osts

:. ;sing the !eb %ffecti0ely for -nformation. ,uilding )ew !orforce (ills for the )e?t Round of

'rowth

(&;R$%1 Towers /errin inter0iew of HR /rofessionals


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T&/ $%& -ssues1

$ustomer @oyalty


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T&/ $%& -ssues HR4s !or

$ustomer @oyalty


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© 2003 SHRM


HR Has Bey &pportunities

'reatest opportunities for impact1

6. (trategic business partner1 part of the business

7. pplying new technology

8. chie0ing competiti0e ad0antage through people

9. Mergers C cDuisition < business reconfiguration

:. Reducing costs < HR metrics


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© 2003 SHRM


Key HR Transformations Key HR Transformations

Develo*ing a @e' vision and Theor/ of theDevelo*ing a @e' vision and Theor/ of the

9ase9ase

%hifting to 9onsulting and 9lient %ervice%hifting to 9onsulting and 9lient %ervice

>rientation>rientation

A**l/ing -e42ngineering and or -e4DesignA**l/ing -e42ngineering and or -e4Design

+rinci*les to the ,- Function and !ts -oles+rinci*les to the ,- Function and !ts -oles

+roducing >*erational alue+roducing >*erational alue

(ource1 (HRM #oundation(ource1 (HRM #oundation


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HR Transition HR Transition#unctional (pecialist to (trategic ,usiness /artner#unctional (pecialist to (trategic ,usiness /artner

@ature of ,-

*rograms and function

@ature of ,- strateg/

and *olic/

>rgani=ation of ,-

function

+rofile of ,-*rofessionals

-es*onsive

>*erational

!nternal

,- de*artment fullres*onsibilit/

2m*lo/ee advocate

Functional structure

-e*orting to staff

9areer in ,-

%*ecialist

0ac of financial sills

9urrent focus

onolingual

@ational *ers*ective

Functional Specialist+roactive

%trategic

%ocietal

,- and linemanagement share

res*onsibilit/

#usiness *artner

Fle7ible structure

-e*orting to line

-otation

1eneralist

Financial e7*ertise

Focus on future

ultilingual

1lobal *ers*ective

Business Partner

26


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)ew $ompetencies for (trategic

Human Resource @eaders


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#ramewor #or HR $ompetencies

#usiness -esultsActivities9om*etencies


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© 2003 SHRM


HR $ompetency *omainsHR $ompetency *omains

• (trategic $ontribution

• /ersonal $redibility

• HR *eli0ery

• ,usiness Bnowledge

• HR Technology (ource1 ;ni0ersity of Michigan ,usiness (chool(ource1 ;ni0ersity of Michigan ,usiness (chool


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© 2003 SHRM


HR $ompetency *omainsHR $ompetency *omains

• (trategic $ontribution 98E98E

• /ersonal $redibility 78E78E

• HR *eli0ery 6FE6FE

• ,usiness Bnowledge 66E66E

• HR Technology :E:E


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© 2003 SHRM


)ew Role and a )ew Title for

HR /rofessionals


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© 2003 SHRM


(ources of $ompetiti0e d0antage(ources of $ompetiti0e d0antage

%conomic<

#inancial

$apability

(trategic<

Mareting

$apability

Technological

$apability

“>rgani=ational 9a*abilit/”

David "lrich and Dale 0ae


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© 2003 SHRM


&rganiGational$apabilitythe )ew Role for HRI

Sources of Competitie !dantageSources of Competitie !dantage

%conomic<

#inancial

$apability

(trategic<

Mareting

$apability

Technological

$apability

“>rgani=ational 9a*abilit/”

David "lrich and Dale 0ae


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© 2003 SHRM


&rganiGtional $apability

• “ &rganiGational $apability is a business4s

ability to establish internal structures and

processes that influence its members to createorganiGation5specific competencies and thus

enable the business to adapt to changing

customer and strategic needs”.

*. ;lrich C *. @ae 6KI. &rganiGational

$apability”. John !iley


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© 2003 SHRMHR: Leading People, Leading Organizations

6. To create programs of recruitment"de0elopment and retention of world class

talent and leaders to support the growth

of the organiGation.

The )ew HR Job *escription


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6. To create programs of recruitment"de0elopment and retention of world class

talent and leaders to support the growth

of the organiGation.

7. To champion the nurturing of a culture"

aligned with organiGational strategy" to

bring about organiGational commitment

to ethical practices" lifelong learning and a

sense of responsibility to all staeholders.



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6. To create programs of recruitment" de0elopmentand retention of world class talent and leaders to

support the growth of the organiGation.

7. To champion the nurturing of a culture" aligned

with organiGational strategy" to bring about

organiGational commitment to ethical practices"

lifelong learning and a sense of responsibility to

all staeholders.

8. To create programs that will continuously raise

the competencies and capabilities of the members

of the organiGation to assure achie0ement of

organiGational objecti0es.


S


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Wall Street "ournal Wall Street "ournal

#ice President, Human Resources#ice President, Human Resources

'lobal #ortune :KK $ompany of 8K"KKK employees" the leader in its

field" is seeing a $orporate Aice /resident of Human Resources with a

strong bacground and focus in organiGation effecti0eness" de0elopment and

training. “/artnering” with corporate senior management and business sector

heads to bring forth a new business culture" the A/ will establish HR as a

strategically focused internal consulting arm to the company. The successful

candidate will ha0e a businessperson4s perspecti0e and a demonstrated trac

record in change management" re5engineering" leadership de0elopment and

training. Respond to1 M5=>" /.&. ,o? 6>6F7" /hiladelphia" / 66K: %&%.


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• “$hange is the law of life" and

those who loo only to the past or

present are certain to miss the

future.”

• (ource1 John #. Bennedy


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Than You


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Luestions /lease2222222222222222222


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Suggested ReadingsSuggested Readings*a0e ;lrich. Human Resource $hampions" Har0ard ,usiness (chool /ress.

Jeffrey . Mello. (trategic Human Resource Management" (outh5!estern.

*a0e ;lrich C *ale @ae. &rganiGational $apability. John !iley and (ons"

,ecer" Huselid and ;lrich. The HR (corecard" Har0ard ,usiness (chool

/ress

Jim $ollins. 'ood to 'reat. Harper$ollins /ublishers" -nc.


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(er0ice

d0ice

(trategy

(trategy

d0ice

(er0ice-T

(elf5

(er0ice

&ut

(ource

(hared (er0ices

&ld

)ew)ew

Source: Prof. E !a"ler# spea$in% at SHR& 'ounation T(ou%(t !eaer )onference# *u%ust# +,,+


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Topic &utsourcecompletely

&utsourcepartially

$ompletelyin5house

9K6I dministration 88.7E :6.6E 6:.>E

%mployee ssistanceE

/ension dministration 7>.:E 9:.E 7=.=ETemporary (taffing 7>.>E 99.KE 7F.8E

,acground $hecs 9K.FE 7=.=E 87.:E

Training and Management*e0elopment /rograms

:.9E :6.6E 98.:E

%?ecuti0e *e0elopment and $oaching >.=E 9=.=E 9:.EHealth $are ,enefits dministration 68.>E 8.>E 9=.=E

%mployee benefit administration >.9E 96.:E :6.6ENote: Of respondents whose organizations offer that particular function.

SOU!": S#$ %ee&l' Online Poll ( )ul' 2**+

What HR Functions, If Any, Does Your Organization

Outsource? (Please Select All That Apply.)

i f A O i i


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Topic &utsource

completely

&utsource

partially

$ompletely

in5house/ayroll F.:E 9K.6E :6.9E

Ris Management F.:E 8>.=E :8.E

%?ecuti0e (taffing 9.FE 8.8E ::.E

%mployee Relocation 6F.:E 77.KE :.:E

HR-( (election" Training and-mplementation

9.7E 8:.>E =K.6E

Recruitment K.=E 86.8E =F.7E

%?ecuti0e $ompensation and -ncenti0e/lans

6.7E 6=.6E F7.>E

/olicy !riting 6.9E 68.7E F:.9Edministration of $ompensation and-ncenti0e /lans

6.:E 67.=E F:.E

!age and (alary dministration 7.8E F.=E F.6ENote: Of respondents whose organizations offer that particular function.

SOU!": S#$ %ee&l' Online Poll ( )ul' 2**+

What HR Functions, If Any, Does Your Organization

Outsource? (Please Select All That Apply.)


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!hy *oes Your &rganiGation &utsource HR #unctions2

/lease (elect ll That pply.I

$hoice $ount /ercent of (ample

(a0e Money.=E

&ffer (er0ices !e &therwise $ould )ot == 6=.FE

llow the $ompany to #ocus on its $ore ,usiness :> 69.:E

&ther 6 9.FE

!e *o )ot $urrently &utsource ny HR #unctions 6F= 9>.8E

Documents

Managing Hr in Turbulent Times[1]