Shaping the Role of Hr 127[1]

8/8/2019 Shaping the Role of Hr 127[1]

1/26

Transitions and TransformationsTransitions and Transformations

SHAPING THE ROLE OF HR: Tactics for

Strategic Change

Dan ScottiTraining and Learning Development


2/26

SESSION OBJECTIVESSESSION OBJECTIVES

Broaden perspectives

Challenge the conventional wisdom regarding

HRM

Peek into the future


3/26

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


4/26

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


5/26

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.


6/26

A New ParadigmA New Paradigm

HR is shifting from focusing on the

organization of the business to focusing on

the business of the organization


7/26

The GoalThe Goal

The intent of the new HR paradigm is to

achieve alignment among the

Strategy

Structure

Culture

of the enterprise.


8/26

Strategic HRStrategic HR

Focus

Alignment

Process integration

Information management

Innovation

Measurable results


9/26

Strategic HRStrategic HR

Partner

Change agent

Passionate about people as the source of

organizational success


10/26

The FoundationThe Foundation

Traditional HR Functions

Employment

Compensation

Benefits

Training/Development


11/26

Just a ThoughtJust a Thought

If you keep on doing what youve always

done, youll keep on getting what you always

got


12/26

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


13/26

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?


14/26


15/26

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


16/26

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


17/26

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


18/26

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


19/26


20/26

An Emerging HR MindsetAn Emerging HR Mindset

Focused on adding value for the customer

Proactive

Willing to assume risk

Results driven


21/26

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%


22/26

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


23/26

A Best Practice: HR ConsultingA Best Practice: HR Consulting

Setting the Stage

Entering, Scoping, Contracting

Diagnosis

Determining Action, Planning, Implementation

Assessing, Closing


24/26

SkillsSkills

For each Phase:

Structure

Challenges A set of consultative skills

An Action Learning Activity to transcend the

learning


25/26

HR CHALLENGESHR CHALLENGES

Focus strategically- act tactically

Assessment

Develop/apply new measures Audit measures

Analyze & report

Change planning and implementation

Continuous improvement


26/26

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

Documents

Shaping the Role of Hr 127[1]