Strategisch HRM: Dirk Buyens

HR – TransformatieHR op maat van de businessProf Dr Dirk Buyens

© Vlerick Leuven Gent Management School

Where did the strategic HR thinking bring us? “15 years of Dave Ulrich thinking”

Crucial concepts:

Back to the business

Delivering added value

Thinking in “outcome” language rather than input or

HR Techno-language

Conclusion: HR, simple & pure


Ulrich in 1997: Multiple role model for HR

Long term

Short term

Processes People

Management

of the

administration of

the organization

Management

of employees

Management

of transformation

and change

Management

of strategic

human resources

| 08-06-2011 |3 |


Definition for HR roles

Role/Cell Outcome Metaphor Activity

Management of Executing Strategic Aligning HR and busi-

Strategic Human strategy Partner ness strategy: “Orga-

Resources nisational diagnosis”

Management Building an Administrative Reengineering Orga-

of Firm efficient Expert nisation Processes:

Infrastructure infrastructure “Shared Services”

Management Increasing em- Employee Listening and responding

of Employee ployee commitment Champion to Employees: “Providing

Contribution and capability resources to employees

Management Creating a Change Managing transformation

of Transforma- renewed Agent and change: “Ensuring

tion and Change organisation capacity for change”

| 08-06-2011 |4 |


Shared responsibility for HR-roles

Linemanagement

HRM

HRM

Linemanagement

Outside consultants

HRM

linemanagement

EmployeesTechnology

Outsourcing

HRM

Long term

Short term

Processes People

| 08-06-2011 |5 |


Ulrich 15 years later: Common pitfalls (derailers to watch out for)

1. Action before rationale

2. HR in isolation

3. HR in increments

4. HR by individual fiat

5. Placing HR structure before business strategy

6. Efficiency equals transformation

| 08-06-2011 |6 |

Dave Ulrich, HR Transformation, 2009


Model for HR Transformation

1

BUSINESS

CONTEXT

(why)

4

HR-

ACCOUNT-

ABILITY

(who)

2

OUTCOMES

(what)

3

HR

REDESIGN

(how)

| 08-06-2011 |7 |



Road map for enhancing HR practices

ENHANCING

HR PRACTICES

PROCESS:

Ways to improve or reengineer HR practices

ALIGN INTEGRATE INNOVATE

CO

NT

EN

T:

Ca

teg

ori

es

of

HR

pra

ctic

es PEOPLE

PERFORMANCE

COMMUNICATION

WORK

| 08-06-2011 |8 |



Evolution of HR roles

LATE 1990s LATE 2000s EVOLUTION OF THINKING

Employee

Champion

Employee Advocate (EA)

Human Capital

(HC) Developer

Employees are increasingly critical to the success of

organisations. EA focuses on today’s employee

HC developer focuses on how employees prepare for the

future.

Administrative

Expert

Functional Expert HR practices are central to HR value. Some HR practices are

delivered through administrative efficiency (such as

technology), and others through policies, menus, and

interventions, expanding the functional expert role.

Change Agent Strategic Partner Being a strategic partner has multiple dimensions: business

expert, change agent, knowledge manager, and consultant.

Being a change agent represents only part of the strategic

partner role.

Strategic Partner Strategic Partner The view has expanded to encompass the dimensions once

attributed to either the strategic partner or the change agent

roles.

Leader The sum of the first four roles equals leadership, but being

an HR leader also has implications for leading the HR

function, integrating work of other functions, ensuring

corporate governance, and monitoring the HR community.| 08-06-2011 |9 |



Building Human Resources from the outside in

| 08-06-2011 |10 |Dave Ulrich, HR Transformation, 2009


Architecture for Intangibles

| 08-06-2011 |11 |



Defining Capabilities

Individual Organization

TechnicalAn individual’s

competence

An organization’s core

competencies

Social

An individual’s

leadership or

interpersonal ability

An organization’s DNA,

personality, or

capability



Combining growth strategy, capability, and practices



Talent questions HR needs to address

What do we mean by talent?

What are the top things a leader should know about

talent?

How can leaders work with their HR professionals to

build talent?

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What do we mean by “talent”?

CEO succession … building succession

(The crown prince effect)

High potential employees … identifying and developing early

(The happy few syndrome)

Leaders in key positions in het company … gaining support

(The holy manager pitfall)

All individuals within the company (workforce, human capital,

people, employees, etc.) … increasing productivity

(The flower power movement)

The organization capability of building talent (culture,

teamwork, process) … shaping a culture

(The one size fits all paradigm)| 08-06-2011 |15 |

© Vlerick Leuven Gent Management School | 08-06-2011 |16 |

TALENT =

COMPETENCE X COMMITMENT X

CONTRIBUTION



What doe we mean by “talent”?

Talent is a systematic process (not an event) to

secure general and targeted individual

competencies (what people know, do, and value)

and organization capabilities (not just a person, the

process) that create sustainable value for multiple

stakeholders (employees, customers, investors)

| 08-06-2011 |17 |



Matching behaviour versus performance

| 08-06-2011 |18 | Dave Ulrich, HR Transformation, 2009


Matching behaviour (potential) versus performance

| 08-06-2011 |19 | Dave Ulrich, HR Transformation, 2009


Invest in talent

Strategy Definition

Buy

Acquire new talent by recruiting individuals from outside

or from other departments or divisions within the

organization.

Build

Develop talent through training, education, formal job

training, job rotation, special assignments, and action

learning.

Borrow

Partner with consultants, vendors, clients, and suppliers

outside the organization in arrangements that transfer skill

and knowledge.

BoostMove the right people through the organization and into

higher positions.

BindRetain employees with high growth potential and valued

talent.

Bounce Remove low-performing or under-performing individuals.

B

B

B

B

B

B| 08-06-2011 |20 | Dave Ulrich, HR Transformation, 2009


Key attributes of HR

CREDIBLE

ACTIVIST

OPERA-

TIONAL

EXECUTOR

BUSINESS

ALLY

CUTURE &

CHANGE

STEWARD

STRATEGY

ARCHI-

TECT

TALENT

MGR/ORG

DESIGNER

Organisation

capabilities

Systems & processes

Relationships

HRPROFESSIONALISM

| 08-06-2011 |21 |


© Vlerick Leuven Gent Management School | 08-06-2011 |22 |

In the end it is better to get HR

at the board table

than on the table

Documents

Strategisch HRM: Dirk Buyens