TRANSFORMING THE HR FUNCTION

Presented By Ahmedelbadawi Eltinay

Founder & CEO –Talent Hub Strategic Mgt. Consultancy

At The 7th International Change Management Conference

Le Meridien Hotel, Dubai, UAE

March 19th, 2018

“Practical Tips for Handling a Staunch Legacy’’

DEFINING A SUCCESSFUL FRAMEWORK

No Grandma,

listen..

Double click the

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Tips & More!

Why Most Change

Initiatives

Miserably Fail!

Historical Perspectives

& Major Movers

Definition of HR

Transformation

What has not

changed

around us

since birth?

AGENDA

Finale!

?

WHAT’S HR TRANSFORMATION?

HR Transformation is the process of implementing change to

the way in which the organization as a whole delivers HR.

HR INITIATIVES THAT HAVE FAILED

The common characteristics for failure of HR Initiatives were:

• having moderate to no change management capabilities 75 %

• organizations not changing roles or structure consistent with their transformation 85 %

• not identifying measures for success 90 %

• failure to embrace bold change in today’s digital era

Hard at the

beginning

Messy in

the middle

Gorgeous

at the end

C H A N G E I S …

IMPACTS OF HR TRANSFORMATION

1. Around 25–30% of HR staff have lost their jobs in the

transformation process, with

2. another 20% or so followed them over the next few years.

3. some transformations eliminated up to 70% or more of

the workload of the traditional HR generalist

MEGA PROBLEMS OFTEN ENCOUNTERED BY PRACTITIONERS

Forcing traditional HR employees and administrators to think strategically

Technology not efficiently and effectively implemented

&

HR TRANSFORMATION STRATEGY TOOLS

1. Conducting an organization-wide CSA

2. Seeking strategic directions from the leaders following a

discussion of the CSA findings

3. Forming an Executive Steering Committee to oversee the HR

Transformation projects

4. Building an internal team to coordinate and carry out activities

5. Design a Change Management & Communication Plan

PLANNED OUTCOMES & RESULTS

Delivery options include:

1. Re-organizing and re-skilling the HR function itself

2. Supporting line managers and employees to deliver HR through

technology

3. Forming a new HR service function such as a shared service

center

4. Outsourcing HR service work to an external provider

BUILDING THE CASE – HR TRANSFORMATION:

o A Burning Question: Why single out HR out of all other CORE

departments as the target of your transformation effort?

o How do you evaluate the Impact of HR’s lengthy chronological

evolution or ‘baggage’ on the project?

o How are you planning to handle the VUCA challenge?

o What’s your starting point? CSA, Culture Scan, other means?

CM ISSUES & SOME TTTs -TRIED & TESTED TIPS

Issues related to corporate\org size:

Small

2K

Medium

10-30K

Mega

50K+

Communication: Reach Immediacy Weight

CHALLENGES RELATED TO PREVIOUS CMEXPERIENCES:

1. Success v’s Failure rates

2. Impact on individuals

CHALLENGES 4 LEADERSHIP:

Trust v’s Authority

Influence with or without

AUTHORITYPresence

Team Dynamics SupportChanging Priorities

HR POSITIONING IN THE ORGANIZATION:

1. How high in the echelon is the most senior HR officer?

2. Is her\his opinion sought after by top management on all

pertinent ‘people’ issues?

3. Are executives comfortable with the HR value proposition

argument?

INTERNAL TEAM POLITICS:

1. Opposing stances on how HR should be managed

2. Competitive versus Complementary Competencies CCC’s!

3. Division-based silos:

o Employee Relations

o Training

o Recruitment

o ?

‘PEOPLE’:

1. Reaction to the imminent threats of down-sizing, re-structuring,

re-engineering

2. The reign of fear!

3. Grief seeing beloved buddies ‘hit the highway’

Multiple Generations @ Work

COMMUNICATION CHANNELS:

1. Who reads HR emails regularly?

2. Who addresses the ‘crowds‘?

3. Are important messages repeated in various forms?

COMPOSITION OF CHANGE TEAMS

1. How is the selection made?

2. ‘Senior citizens’ exclusive club?

3. Or, fresh grads with no or scanty

knowledge of the organization?

4. Or, a mix of volatile substances?

CONSULTING TEAM’S EXPERTISE, KNOWLEDGE OF THE ENTITY AND ITS ENVIRONMENT:

1. Similar, but not identical experience

2. Same or different sector\industry

3. Applicable versus Inapplicable ‘solutions’

4. No size fits all!

KM & TRANSFER OF KNOWLEDGE TO THE INTERNAL TEAM:

1. Having an internal team is a must – and they better be dedicated to

the cause of change

2. Iron out Internal team issues during the initial phases of the project

3. Team must be involved from the very outset except in activities that

may compromise data analysis i.e., CSA

4. True Collaboration – not mere Coordination

5. Beware the Weaning Stage! Guard against Over-dependence!

‘FALSE STARTS’:

oApply the ‘Readiness’ concept from the parenting and

mentoring fields

o Link team to Centers of Expertise (CoEs)

o Build KM forums to share professional knowledge freely

o Encourage documentation of processes to use in OJT

‘BEING HUMAN’:

1. Fear of ‘old hands’ and Mainframe experts to lose status and face in front of the new generations

2. Anxiety among new comers

3. Fixed ‘Weltanschauung’ and over generalizations

4. Impatience of leadership with progress made

5. Viewing investment in people-related projects as cost

6. Moods change. So do positions!

PEOPLE-RELATED ISSUES

• Need to accommodate human reactions to

change

• Maintain honest and direct feedback to all

stakeholders all the time!

PROJECT MANAGEMENT:

1. Beware every project’s Curse – Scope Creep! You just cannot

avoid it!

2. Use the project’s Kick-Off meeting to spell out everything very

succinctly, clearly and firmly to guard against false expectations

3. Expect unexpected detours – It’s VUCA times!

4. Many new demands prove vital to project success – which is of

common interest to all parties.

5. Some tasks take longer than planned. Did you build flexibility into

your project plan from the very start?

PROJECT MANAGEMENT ISSUES:

1. Your Executive Sponsor\Change Champion\Steering

Committee always have very busy schedules…

2. New priorities may arise during the project which take

management focus away – and usually at a very critical period

in the life cycle of your project! Should you just ‘stick to your

guns?’

3. Stay cognizant of the ‘Big Picture’ and provide ’smart’

reminders

CHANGE TEAM TRAINING:

1. Get the right TALENT on board

2. Insist on having dedicated resources throughout

3. Start with critical thinking techniques

4. Provide certification training in change management

methods\models

5. Focus on practical tools and techniques with hands-on application

6. Have the team re-examine current processes thoroughly and

recommend changes

SUSTENANCE OF CHANGE & BUILDING A CHANGE-READY CULTURE:

1. Reinforcement practices – reward systems deployed

2. Celebrating quick wins and achievements

3. Planning the next CM initiative’s – ‘Change is Perpetual’

4. Watching out for Change Overload symptoms/ Employee Burnout

IN A NUTSHELL….1. Determine Who Calls the Shots Here? That’s Where U Need to Start..

2. Is our mere existence at Stake? Build a Strong Case for Change..

3. Where is this Thing Gonna Happen? Study the Battlefield Carefully

4. The Bullet Biters? & the Bucket Passers.. ‘’Know Thy Stakehloders’’..

5. Spend Ample Time in the Planning & Prep. Stage. (Most people

don’t!)

6. Select a Winning SWAT Gang.. It is gonna be Tough Out there!

7. Solicit Top Brass Support throughout via Close Encounters!

8. Be Ready to make Detours at Dead Ends..

FINALE“Never lose sight of your destination!

The Stakeholders have trusted you with the steering wheel”

Ahmedelbadawi Eltinay

Founder & CEO –Talent Hub Strategic Mgt. Consultancy

February 2018

ahmedeltinay@hotmail.com

+971 50 561 9570