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HR for HR Prof.Dr.Aung Tun Thet Adding Value and Delivering Results
“Our progress as a nation can be no swifter than our progress in education. The human mind is our fundamental resource.”
Audience HR Community HR Professionals MSHRM
Messages Role and function of HR in organizations HR in HR practices
Four roles or deliverables for HR Management of Strategic HR Firm infrastructure Employee contribution Transformation and Change
“Doing HR for HR”
New way of thinking and doing HR Cobbler’s unshod children Design systems; give advice; help others Do not apply HR principles to themselves
“Doing HR for HR” Strategic HR HR Strategy HR Orgnization
Three Issues Related Focus on business success
Strategic HR: Turning Business Strategies Into HR Priorities
Strategic Challenge Moving from business strategy to HR Plan to HR practices
Strategic Planning Strategic Formulation Strategic Implementation
Strategy Formulation without Implementation: Unfulfilled Promises Three purposes of Strategy Future direction for business - vision, mission Allocate resources Commitment
Strategy Implementation Follows formulation Organizational practices aligned with business strategy
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
Corporate HR Strategy: Six Foci Performance-driven culture Marketplace competitiveness Valuing differences Continual learning and development World-class leadership Environment
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
HR Strategy: Shaping HR Function
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
HR Strategies Vision Mission Values Stakeholders Initiatives Priorities(Goals/Objectives) Actions Measures
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
HR Strategic Architecture: Future Situation
Management Capability Customer-focused Strategic and results oriented Change agents Intelligent risk-takers
Management Capability People builders Team players Continual learners Respected
Employee Commitment Access to resources to meet needs Contribute to organizational outcomes Take initiatives
Employee Commitment Contributions recognized and shared Compensation and benefits competitive Safe work environment provided
Organizational Effectiveness Fulfils mission, strategies and goals Processes tied to strategies and performance Processes flexible and adaptable
Organizational Effectiveness Capacity for change Resources leveraged across organisation Work teams used effectively HR information system interactive
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
HR Strategic Architecture: Strategic Direction
Guiding Principles Core values Partnering HR processes add value Fast, flexible and cost effective delivery Maintain priorities Continuous learning opportunities
People Right people, right jobs Aligned workforce Communications Teaming for results
People Diverse workforce Continuous learning Recognition/Reward
Performance Management Process Results-driven Facts-based and documented Infrastructure Centres of Expertise
External Influences Globalization Rapid technological change Demanding customer requirements Innovation
External Influences Sourcing talent Partnering Competition
HR Organization: Organization Diagnosis to build HR infrastructure
HR Organization Road Map Four-step process
Step 1: Define Organizational Architecture Six factors Shared mindset Competence Consequence
Step 1: Define Organizational Architecture Six factors Governance Work process/Capacity for change Leadership
Step 2: Assessment Process Probing strengths and weaknesses of HR organisation
Assessment: Does HR Organization have?
Assessment: Does HR Organization have?
Step 3: Provide Leadership in Improvement Practices Shared Mindset Clear vision and mission Common identity
Step 3: Provide Leadership in Improvement Practices Competence Four: Knowledge of business Delivery of HR Management of Change Personal credibility
Competencies Three options: Buy Build Borrow
Buying Competencies Talent from outside Targeted Not wholesale outsourcing
Building Competencies Upgrading skills and knowledge of current HR professionals Training and Development Formal training Job assignments Career mobility Task Force assignments
Borrowing Competencies Outsourcing Joint Venture Partnership Alliance
Consequences Standards and measures of HR professionals Performance Management Systems
Performance Management System (PMS) HR professionals their worst enemies Design and advocate company’s PMS Do not apply in HR Departments
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
Performance Management System (PMS) Rewards contingent on meeting standards Financial and non-financial
Performance Management System (PMS) Collect and share feedback on results Self-monitoring Timely, Helpful, Candid Performance Reviews
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
Work Process/Capacity for Change Speed, agility and responsiveness Taking risks Understanding processes for making change quickly Trailblazers imbedded in policies and procedures
HR Leadership Report to CEO Create and transform organisational culture Top-quality Many hats “Leader-Managers”
Step 4: Set Priorities Focus attention on few critical issues Criteria: Impact Implementability
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
HR Professionals Model principles we preach Credible Successful business partners
Human Resources Like natural resources Buried deep Not lying on surface Have to look
Thank You!
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