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HR Role In Business
Agenda
Traditional HR Vs Modern HR
Four Roles of HR in Business
Specific HR focus
HR Value proposition
Strategic GR Planning
Key Success factors
Trends in HR
HR Challenges & Concerns
Traditional Personal
Management
The Paradigm Shift
Strategic Partner Change Agent
Employee ChampionAdministrative Expert
The Role of HR in Business
Benchmark against successful companies
Making sure that the workforce is energized and mobilized (compensation, appraisal system)
Image
Strategic Partner
By creating a more efficient organization By creating value (cost management)
To be sure that the company has the right people in the right place in the right time (training and recruitment) according to the strategy
Provide the communication tools to explain vision and strategies
Promote internal mobility to get new ways of thinking
Impact the transformation of the organization on the staff (morale, motivation,..), culture, structure,..
Support the design and implementation of cross-functional projects
Design and implement training on management issues
Change Agent
Administrative Expert
Employee Champion
Specific Focus
• Building Human Capital centric organization.
• Talent Management .• Managing compensation cost.• Financial impact of HR initiatives .• Building HR capabilities in the
organization.• Pressure to restructure work.• Developing customer focused leaders.
HR Value Propositio
n
Knowing ExternalBusiness Realities
(technology, economics, globalization, demographics)
Serving External & Internal stakeholders(customers, investors,
managers and employees
Building HR resources(Hr strategy and organization)
Ensuring HR professionalism(HR Role, competencies
and development)
Crafting HR Practices(people, performance, information and work)
HR Value Proposition
The HR Value Proposition
Organizational Strategy
Business Strategy
Human
Resources
Strategy
Organizational & HR
Effectiveness
Links to HR Strategy
• Recruitment
• Training & Development
• Talent Management
• Performance Management
• Compensation & Benefits
• HR Planning
• Succession Planning
• Values & Culture
• Leadership
• Organization/work design
• Accountability
• Performance Measurement
• Communication
Enablers: Roles of MD, Board of Directors, Individuals, Human Resources
Strategic HR Planning
Key Success factors in HRCritical factors in organization for Achievement of Goals
Shared Leadership• Political, administrative and bargainingunit leadership that supports the vision,
strategies and values• Demonstrated by behaviors and
accountability
Clear Roles, Responsibilities and Accountabilities• Effective work, job design and delegation of authority• Line managers and supervisors held accountable for effective human resourceperformance and well-being• Employees are aware of corporate and departmental direction and how theirperformance directly affects achieving goals and objectives• Leaders and employees held accountable and recognized not just for performance and results but also for demonstrating the corporate values
Key Success factors
Clearly Articulated Human Resource Policies
• Current policies that are meaningful,communicated and recognize the need
for departmental flexibility• Consistent application of those practices
requiring a corporate approach
Collaborative JCC/ManagementPartnerships• Joint initiatives, agreements and collaborativeproblem-solving that reflect theHR vision and values
A Proactive Approachto Human Resource Planning• Researching demographics, effectiveservice delivery, internal and external bestpractices and workforce trends
Key Success factors
A Positive, Respectful, Safe and Healthy Work Environment• Conflict is managed and differences are respected• An environment that supports the physical, psychological and social well-being of employees
Access to Enabling Technologies and Tools
• Employees have access to tools, resources,
training, etc. to allow them to deliverquality service
Shared Employer/Employee Commitment for Career and Self-Development• Employee commitment to managinghis/her own continuous learning and growth• The Company provides opportunities andinformation to support continuouslearning and growth• Core competencies are identified andtraining provided around specificjobs/occupations
Key Success factors
Value and Recognize Employee Contribution• Encourage participation of employees in decisions and issues in the workplace• Receptiveness to varying ideas and celebrating successes• Create an environment that capitalizes on employee differences allowing allparticipants to reach their full potential• Employees are recognized as the Company’s most valuable resource
Open Communicationand Knowledge Growth
• Sharing knowledge on trends, best practices,
etc. throughout the organization• Information sharing across all levels
These factors are critical to the successfulachievement of organizational goals.
Key Success factors
• Technological/Finance/Social Context• CEO Issues• Demographics• Stakeholders
HR Trends
Technological/Finance & Social Cycles
Pressing CEO Needs
• Organization agility to change• Innovative employees and mindset• Short term results• Globalization – reality and backlash• Talent Pool• M&A• Global energy; health; and security issues
Productivity Growth above Historical Levels – Can it Last?Average Annual Productivity Growth – 1950’s to Present
0
1
2
3
4
ProductivityGrowth
Percent
Source: Employment Policy Foundation
• Demographics
Labor Shortage is Looming
130
150
170
190
210
2003
2007
2011
2015
2019
2023
2027
2031
LaborForceNeeded
LaborForceAvailable
Source: EPF Analysis of BLS Data
Com
pou
nd
Gro
wth
in
Work
forc
e
0
0.5
1
1.5
2
2.5
3
1950s
1960s
1970s
1980s
1990s
2000s
2010s
Growth
Skill Shortage ChallengeNew Jobs will require more education
0
10
20
30
40
50
60
70
80
HighSchool
Only
Non-DegreeTraining
AnyCollegeDegree
Total Employment2002
ProjectedEmployment 2012
Source: Employment Policy Foundation
Millions
Challenges
Managing Four Generations at Work
Identifying and Retaining Critical Knowledge
Retaining Talent – all generations, all levels
“HOW TO MAKE THE COMPANY WORK?”
BOD
ALIGNMENT & LEADERSHIP
IDEATION
C SUITE
PEOPLE
TECHNOLOGYPROCESS
Governance / Strategy
Management Systems & Operations
Controls
Capabilities / Alliances
Inte
gra
ted
Syste
m
Top HR Concerns
Top 5 issues from HRPA 2006 Survey:Attracting, developing and retaining talentHealth care costs, strategies, and benefit
designsLeadership developmentCompensation strategies for motivating
and rewarding executive talentManaging organizational change