HR for HR

Strategy Formulation without Implementation: Unfulfilled Promises Three purposes of Strategy Future direction for business - vision, mission Allocate resources Commitment

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Strategy Implementation Follows formulation Organizational practices aligned with business strategy

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Strategic HR and Fulfilment of Strategic Promises: Defining Capabilities “Organizational Capability” - processes and capabilities to make strategy happen Capabilities - important link between formulation and implementation

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Corporate HR Strategy: Six Foci Performance-driven culture Marketplace competitiveness Valuing differences Continual learning and development World-class leadership Environment

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Strategic Planning Process Three basic questions Business issues: Major issues faced Organizational Capabilities: Organisational capabilities required to meet business goals HR practices: Leverage HR practices to create, reinforce and sustain needed capabilities

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HR Strategy: Shaping HR Function

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HR Strategy Value created by HR function Work done by HR professionals add value Shapes HR function: Define deliverables and outcomes Justifying resources Setting priorities

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HR Strategies Vision Mission Values Stakeholders Initiatives Priorities(Goals/Objectives) Actions Measures

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HR Vision Statement Ensure improved business performance and competitive advantage Enabe managers to build, develop and manage employees Products and services add value and build organisational capability

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HR Strategic Architecture: Future Situation

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Management Capability Customer-focused Strategic and results oriented Change agents Intelligent risk-takers

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Management Capability People builders Team players Continual learners Respected

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Employee Commitment Access to resources to meet needs Contribute to organizational outcomes Take initiatives

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Employee Commitment Contributions recognized and shared Compensation and benefits competitive Safe work environment provided

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Organizational Effectiveness Fulfils mission, strategies and goals Processes tied to strategies and performance Processes flexible and adaptable

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Organizational Effectiveness Capacity for change Resources leveraged across organisation Work teams used effectively HR information system interactive

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Administrative Efficiency 100% fulfillment of commitments Effective and timely delivery of HR services No ‘non-value added services or duplication Continuous improvement of processes Compliance with policy, laws and regulations

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HR Strategic Architecture: Strategic Direction

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Guiding Principles Core values Partnering HR processes add value Fast, flexible and cost effective delivery Maintain priorities Continuous learning opportunities

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People Right people, right jobs Aligned workforce Communications Teaming for results

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People Diverse workforce Continuous learning Recognition/Reward

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Performance Management Process Results-driven Facts-based and documented Infrastructure Centres of Expertise

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External Influences Globalization Rapid technological change Demanding customer requirements Innovation

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External Influences Sourcing talent Partnering Competition

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HR Organization: Organization Diagnosis to build HR infrastructure

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HR Organization Road Map Four-step process

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Step 1: Define Organizational Architecture Six factors Shared mindset Competence Consequence

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Step 1: Define Organizational Architecture Six factors Governance Work process/Capacity for change Leadership

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Step 2: Assessment Process Probing strengths and weaknesses of HR organisation

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Assessment: Does HR Organization have?

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Assessment: Does HR Organization have?

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Step 3: Provide Leadership in Improvement Practices Shared Mindset Clear vision and mission Common identity

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Step 3: Provide Leadership in Improvement Practices Competence Four: Knowledge of business Delivery of HR Management of Change Personal credibility

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Competencies Three options: Buy Build Borrow

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Buying Competencies Talent from outside Targeted Not wholesale outsourcing

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Building Competencies Upgrading skills and knowledge of current HR professionals Training and Development Formal training Job assignments Career mobility Task Force assignments

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Borrowing Competencies Outsourcing Joint Venture Partnership Alliance

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Consequences Standards and measures of HR professionals Performance Management Systems

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Performance Management System (PMS) HR professionals their worst enemies Design and advocate company’s PMS Do not apply in HR Departments

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Performance Management System (PMS) Three goals Set standards for expectations from HR professionals Behavioural - what HR professional should do Outcomes - what HR professionals accomplish Understandable, Controllable, Significant, Shared Commitment

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Performance Management System (PMS) Rewards contingent on meeting standards Financial and non-financial

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Performance Management System (PMS) Collect and share feedback on results Self-monitoring Timely, Helpful, Candid Performance Reviews

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Governance Organization structure for delivering HR Communication - HR agendas, goals, activities, results Fair and equitable administration of policies Model for how to treat staff Restructuring work, communication, marketing of ideas

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Work Process/Capacity for Change Speed, agility and responsiveness Taking risks Understanding processes for making change quickly Trailblazers imbedded in policies and procedures

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HR Leadership Report to CEO Create and transform organisational culture Top-quality Many hats “Leader-Managers”

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Step 4: Set Priorities Focus attention on few critical issues Criteria: Impact Implementability

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Differences among Strategic HR, HR Strategy and HR Organization

Purpose

Owners

Audience

Roles

Summary: HR for HR

HR Professionals Helping others and themselves HR principles applied to HR function Management three sets of activities Strategic HR HR Strategy HR Organization

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HR Professionals Model principles we preach Credible Successful business partners

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Human Resources Like natural resources Buried deep Not lying on surface Have to look

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Thank You!

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HR for HR

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