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

The document discusses the changing role of human resources (HR) professionals from administrative to more strategic roles. It presents a model for HR to have multiple roles including managing strategic HR, firm infrastructure, employee contribution, and transformation/change. Future challenges for HR include developing HR theory, tools, capabilities, value proposition, governance, careers, and competencies to help organizations execute strategy, operate efficiently, engage employees, and manage change. HR must become strategic partners to business by creating value and delivering results.

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Khoiruddin Bashori
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57 views

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

The document discusses the changing role of human resources (HR) professionals from administrative to more strategic roles. It presents a model for HR to have multiple roles including managing strategic HR, firm infrastructure, employee contribution, and transformation/change. Future challenges for HR include developing HR theory, tools, capabilities, value proposition, governance, careers, and competencies to help organizations execute strategy, operate efficiently, engage employees, and manage change. HR must become strategic partners to business by creating value and delivering results.

Uploaded by

Khoiruddin Bashori
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Human Resource

Champions : The Next


Agenda for Adding Value
and Delivering Results
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
A multiple-role model for HR
management
Future/strategic focus

Management of strategic Management of transformation


Human resources & change

process people

Management of employee
Management of
contribution
Firm infrastructure

Day to day/operational focus


Definition of HR roles
Role/cell Deliverable/ Metaphor Activity
Outcome
Management of Executing Strategic partner Aligning HR & business
strategic strategy EX: Marriott strategy: “organizational
Human resources Hong Kong diagnosis” 5day
workweek
Management of Building an Administrative Reengineering org.
Firm efficient expert processes: staffing,
infrastructure infrastructure developing, assessing

Management of Increasing Employee Listening & responding to


employee employee champion employees: “providing
contribution commitment resources to employees”
& capability
Management of Creating a Change agent Identifying & framing
transformation renewed “Ensuring problems, building
and change organization capacity for relationships of trust
change” creating & fulfilling action
plans
What’s Next
• What’s So?
• So What?
• Now What?
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
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

HR Professionals Staff Professionals

Venders
(consultants, sub-contractors, outsourcing p artners)
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
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
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)
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
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?
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?
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?
Challenge six: HR Careers
Business
Site
Generalist Specialist
strategist

Generalist
integrator
Specialist

contributor

Generalist Specialist

Outside HR Specialist Generalist Corporate


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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