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Human Resource Champions: The Next Agenda for Adding Value and Delivering Results

Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. Presented by Ivan Chang. The changing nature of Human Resources: a model for multiple roles. Operational to strategic Qualitative to quantitative Policing to partnering Short-term to long-term

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Human Resource Champions: The Next Agenda for Adding Value and Delivering Results

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  1. Human Resource Champions: The Next Agenda for Adding Value and Delivering Results Presented by Ivan Chang

  2. The changing nature of Human Resources: a model for multiple roles • Operational to strategic • Qualitative to quantitative • Policing to partnering • Short-term to long-term • Administrative to consultative • Functionally oriented to business oriented • Internally focused to externally & customer-focused • Reactive to proactive • Activity-focused to solutions-focused

  3. A multiple-role model for HR management Future/strategic focus Management of strategic Human resources Management of transformation & change process people Management of employee contribution Management of Firm infrastructure Day to day/operational focus

  4. Definition of HR roles

  5. What’s Next • What’s So? • So What? • Now What?

  6. What’s So? • How organizations can build competitiveness? • HR Professionals must become partners with other senior managers by creating value and delivering results • People will always need to be hired and trained; process will always need to be created and upgraded; culture will always need to be established and transformed • HR policies and practices should create organizations that are better able to execute strategy, operate efficiently, engage employees, and manage change • HR practices create organizational capabilities that lead to competitiveness

  7. So What? • HR professional is the employees’ voice, catalysts and facilitators and designers of both culture change and capacity for change • Line managers is primarily responsible for HR practices within a firm • Line managers bring authority, power, and sponsorship; HR professionals bring technical expertise; Staff professionals bring technical expertise in their functional areas; Venders offer technical advice or perform routine standardized work HR Community: A series of Partnerships Line Managers Staff Professionals HR Professionals Venders (consultants, sub-contractors, outsourcing partners)

  8. Now What? • HR community will be propelled by seven challenges for the future: • HR Theory • HR tools • HR capacities • HR value proposition • HR governance • HR careers • HR competencies

  9. Challenge one: HR Theory • Resource dependence: deal with scarce resource • Transaction cost: reduce the costs associated with accomplishing and governing how work is done • Contingency theory: align with business strategy to provide a fit that leads to results • Institutional theory: transfer knowledge and ideas from firm to firm making the best practices of an industrial routine • Cognitive psychology: help to create a shared mindset or culture within the firm that reduces governance costs and increases commitment

  10. Challenge two: HR Tools • Late 1970s: four core HR activities • Staffing, development, appraisal, and rewards • Global HR: different country’s hiring, compensation, benefits, training; global thinking and strategy • Leadership depth • Individual leader will be replaced by team leader • Interest in questions & learning will replace focus on solutions & answers • Knowledge transfer • Who is hired? (those able & willing to seek and share ideas) • How development is done • How incentives are created (encourage transfer of knowledge) • How communications are established (easily access and share information) • How organizations are organized (less hierarchy & more information sharing)

  11. Challenge two: HR Tools • Culture change • Commit to culture change • Define a current culture • Define the desired culture • Expose culture gaps • Prepare & implement culture action plans • Coordinate culture-change efforts • Measure results • Customer-focused HR

  12. Challenge three: HR Capabilities • Speed: How quickly is HR work be done without sacrificing quality? • Implementation: How well is work done? • Innovation: How able is HR community to think creatively? • Integration: How well does HR work integrate with strategic plans?

  13. Challenge four: HR value proposition • Assessing the Effects of HR Practices: • Employees: How does HR affect morale, commitment, competence & retention? • Customers: How does HR affect retention, satisfaction & commitment? • Investors: How does HR affect profitability, cost, growth, cash flow & margin?

  14. Challenge five: HR Governance • How does HR organize to deliver value? • Who does HR work? • Where is accountability for HR work? • How is the structure of the firm’s HR community established?

  15. Challenge six: HR Careers Business Site Generalist Specialist strategist Generalist integrator Specialist contributor Generalist Specialist Specialist Generalist Outside HR Corporate

  16. Challenge seven: HR Competencies • Credibility: Accuracy, consistency, meeting commitment, chemistry, integrity, thinking outside, confidentiality, listening to and focusing on executive problems Business Mastery Personal Credibility Human Resource Mastery Change + Process Mastery

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