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Strategic Value of the HR Function Presentation by

Strategic Value of the HR Function Presentation by. Non- Profit Group. Our Approach. Purpose Vision, Mission and Core Values Corporate Strategy HR Strategy and underlying approaches Key HR Practices Collaborating with Line Managers to achieve better Endnotes. Purpose.

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Strategic Value of the HR Function Presentation by

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  1. Strategic Value of the HR Function Presentationby Non- Profit Group

  2. Our Approach....... • Purpose • Vision, Mission and Core Values • Corporate Strategy • HR Strategy and underlying approaches • Key HR Practices • Collaborating with Line Managers to achieve better • Endnotes

  3. Purpose • Demonstrate the value HR function contributes to the achievement of the organisation’s goals • Improve visibility of the HR function and contribution • Clarify HR’s strategic offering to the organisation • Improve subsequent HR Effectiveness scoring • Explore how stronger relationship with Line managers will support delivery of team objectives

  4. Mission, Vision and Core Values Mission Statement “Making the world a better place for everyone” General Vision To .................... Develop i.e. to be the best in the sector, to improve the experience of our clients Our Values • Leadership • Service • Professionalism • Integrity • Diversity

  5. HR Function • Of non – profit organisation?

  6. Non – Profit Corporate Strategy • Deliver value for money • Achieve sustainable growth • Ensure high quality of service

  7. Non – Profit HR Strategy • Develop the culture, capability and environment to supports a performance driven organisation • Attract, retain and develop talents to support the achievement of the organisation’s long term objectives • Engage with employees to enhance their contribution to organisational goals • Be an employer of choice

  8. Underlying Strategic Approaches Best Fit • HR Strategy informed by the key organisational goals • Supports the achievement of organisation’s overall objectives • Corporate strategic goals driven through HR strategy • Examples? Best Practice Pfeffer’s selection criteria considered in the design and implementation of key HR practices and initiatives • Examples?

  9. 5 Levels of Vertical Integration(Torrington & Hall, 1998) Separation Fit Dialogue Holistic HR Driven

  10. Key HR Practices • Recruitment & Selection • Training & Career Development • Performance Management • Reward • Change Management • Retention All aligned to organisation’s objectives

  11. Key HR Contributions Recruitment & Selection • Communicate strong employer brand in recruitment campaigns • Target recruitment of talents to a diverse labour market • Key focus on Graduate scheme • Build managers’ capability to identify and select talents • Deploy relevant selection/assessment tools to test for organisational skills • Explore electronic sorting of applications to a more efficient short listing Training & Career Development • Focused development of management and leadership capability • Talent management to support aspiration for career aspirations • Encourage secondment across departments • Skills audit to align employee training to business objectives

  12. Key HR Contributions Performance Management • Build line management capability for effective employee performance management – Communication, coaching, objective setting, Communicate strong employer brand in recruitment campaigns • Develop interventions for developing leadership behaviours • Raise the importance of people management in achieving organisational objectives • Senior management performance/bonus linked people management and employee survey Reward • Total remuneration strategy including – base pay, benefits • Benchmarked internally and externally for competitiveness • Linked to performance (What and How) to emphasis expected behaviours

  13. Key HR Contributions Change Management • Building line managers capability to manage change effectively • Provide a framework for ensuring fair process for managing change • Improve understanding of resistance to change and how to overcome • Lead consultation and engagement with employees during change Retention • Encourage internal movement of staff • Develop action plans to improve employee engagement survey scoring • Support line managers to build open & trusting relationships with individuals and teams • Deploy framework for increasing employee involvement and participation

  14. Collaborating with Line Managers • Build trusting relationship, seen as trusted advisor • Involve in designing and obtain buy-in for HR initiatives • Be accessible, supportive and visible • Be business oriented, have good understanding of business processes • Clarity of HR policies & practices • Build people management capability • Understand what the business wants and align with the HR strategy

  15. The A.M.O. Model

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