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Transforming Global Transforming Global HR Roles for 2020: HR Roles for 2020:

Connecting Business Strategy, Connecting Business Strategy,

Social Challenge, and Social Challenge, and Corporate Culture Corporate Culture

Prof. Randy Chiu ©Centre for Human Resources Strategy and Development

Hong Kong Baptist University

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HumanResources

Management

MotivatedBehavior and

Teamwork

Technologicaland PhysicalResources

LeadershipStyle

FinancialResources

OrganizationalClimate

Structure

ManagementPhilosophy

OrganizationalCulture: Goals,Values, Beliefs,

Norms

Cultural Factors

Human Factors

Technology

Natural Resources

Economic Factors

RegulatoryMeasures

Markets

Cultural Factors

Human Factors

Technology

Natural Resources

Economic Factors

RegulatoryMeasures

Markets

Effectiveness

Efficiency

Development

ParticipantSatisfaction

SocialResponsibility

Effectiveness

Efficiency

Development

ParticipantSatisfaction

SocialResponsibility

External Environment Outcomes

Internal Environment

A Model of Organizational A Model of Organizational PerformancePerformance

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Problems with HRProblems with HR

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What do CEOs Think of HR?What do CEOs Think of HR?

Do not possess a sufficient working knowledge of what business is all about or of the strategic goals of the organization they serve.

Lack leadership ability. Are reactive ♠. Unable to take the lead to establish a vision for

change and gain the support necessary to lead the charge ♠.

Are fad chasers who want to find solutions to problem in other organizations and then “drop them in place” ♠.

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What do Line People Think of What do Line People Think of HR?HR?

Not strategically competent ♠. Not in the power center of their organizations. Not able to cultivate employee commitment ♠. Performance appraisal systems are not proper. A cost center. HR Performance cannot be measured ♠. HRM can be outsourced but some HRM functions

will still be in place.

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What do CEOs Want From HR?What do CEOs Want From HR?

Committed to the success of the organization Understand overall corporate mission Capable to instill & nurture trust ♠ Recruits/selects high-quality professionals ♠ Up-to-dated legislative/ regulatory issues Contribution of education and development

programmes to future requirements of business Develops HR plans linked to business mission &

strategy ♠ Works effectively with other line managers ♠

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Forces Shaping the Future HRForces Shaping the Future HR

A worldwide shift in demographics ♠ The knowledge economy Globalization and cultural diversity The digital workplace The ubiquity of mobile technology ♠ A culture of connectivity ♠ Corporate social responsibility ♠

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Five Work Generations TodayFive Work Generations Today

Source: Bureau of Labor Statistics Employment Projections

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Who are the Five Generations?Who are the Five Generations?Generation Major Influences Broad Traits Defining Invention

TraditionalistsMajor trait: loyalty

World War II, Cold War, Korean War, rise of suburbs

Sacrifice, loyalty, discipline, respect for authority

Fax machine

Baby BoomersMajor trait: competition

Watergate, women’s rights, Woodstock, FJK assassination

Competitive, sandwiched generation, hard work, long hours

Personal computer

Generation XMajor trait: self-reliance

MTV, AIDS, Gulf War, 1987 stock market crash, fall of Berlin Wall

Eclecticism, self-reliance, free agents, work/life balance, independence

Mobile phone

MillennialsMajor trait: immediacy

Google, Facebook, 9/11 terrorist attacks, election of Barack Obama

Community service, cyberliteracy, tolerance, diversity, confidence

Google and Facebook

Generation 2020Major trait: hyper-connectedness

Social games, Iraq War, Great Recession

Mobility, media savvy, life online starting in preschool, reading books on e-readers

iPhone apps

Social Environment of Now Social Environment of Now GenerationGeneration

C10 Prof. Randy Chiu

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Cognitive Characteristics of Cognitive Characteristics of Today GenerationToday Generation

C11 Prof. Randy Chiu

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Psychological Characteristics Psychological Characteristics of Today Generationof Today Generation

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Predictions for the 2020 Predictions for the 2020 Workplace (1)Workplace (1)

1. Career advancement based on reputational capital

2. Mobile device become office, classroom, concierge

3. Global talent shortage will be acute ♠

4. Recruiting through social networking sites ♠

5. Web commuters force companies to reinvent

6. CEOs must know blogging ♠

7. Corporate curriculum uses video game & simulation♠

8. Move from outsourcing to crowdsourcing ♠

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Predictions for the 2020 Predictions for the 2020 Workplace (2)Workplace (2)

9. Leaders are elected

10.Lifelong learning will be a business requirement

11.Work-life flexibility replace work-life balance ♠

12.Use CSR to attract and retain talents ♠

13.Cultural diversity is a business issue not HR issue

14.The lines among marketing, communication, and learning will blur

15.Social media literacy is required for everyone♠

16.Permanent full-time employment fades out ♠

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Advances inAdvances inHuman Resource Management Human Resource Management (1)(1)1. A new philosophy of action

2. A rapid transformation from staff services to internal consultation ♠

3. A gradual transfer of functions and decision-making to middle managers

4. A close connection with the company’s VMV ♠

5. A strong concern with knowledge management and generating intellectual capital

6. An overriding concern with preparing the organization and its employees for the future ♠

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Advances in Advances in Human Resource Management Human Resource Management (2)(2)7. A strong concern for adding value within the

organization

8. A clear and accelerating tendency toward rightsizing

9. Emphasis on a participative & democratic culture ♠

10.Strong use of motivational tools and personal achievement ♠

11.Flexibility of HR policies and practices across cultures

12.Literacy in mobile technology ♠

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Str

ateg

ic

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Strategic P

artner & C

hange Agent

Em

p. Rel. E

xpertA

dmin. E

xpert

Developing HR as Internal Consulting OrganizationDeveloping HR as Internal Consulting Organization

Tech

nica

l

Internal Consultant

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Types of Planning

Purpose & Expected Outcomes of Planning

Strategic To provide direction, via broad objectives, and to indicate how – the strategies by which – these objectives are to be achieved.

Long run To indicate what the firm is to have achieved – its long-run goals – within a specific time period long enough to allow fundamental change in the organization.

Tactical To promote the proper deployment of resources thorough organization design, organization culture, budgetary processes, and policies.

Medium range To indicate what the firm is to have achieved – its medium-run goals – within a specified time period long enough to allow organizational growth.

Operational To promote the efficient use of allocated resources by performing operational planning functions.

Short run To indicate what the firm is to have achieved – its short-run goals – within a specified time period long enough to allow change in production schedules.

Strategic PlanningStrategic Planning

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HR Roles: Competencies HR Roles: Competencies Required – When and How to: Required – When and How to: StrategicStrategic

Strategic Partner

Formulate and analyze strategic business plans

Integrate HRM strategies with business needs

Promulgate innovation and sustainability

Design desirable cultural and leadership traits

Business Partner

Analyze organizational change needs

Advise on acquisitions and mergers

Generate knowledge management initiatives

Establish CSR initiatives and branding

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HR Roles: Competencies HR Roles: Competencies Required – When and How to: Required – When and How to: TacticalTactical

Change Agents

Identify and cultivate relevant cultural attributes

Manage cultural changes

Cultivate work and team culture

Design performance management system

Administration Experts

Capture market trends

Identify talents for succession in global context

Implement creative HR initiatives

Employee Relations Expert

Maintain sound organizational climate

Get employees’ buy-in on company policies

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HR Roles: Competencies HR Roles: Competencies Required – When and How to: Required – When and How to: OperationalOperational

Administration Experts

Enhance effective communication

Cope with crises and emergencies

Monitor organizational statistics/measurement

Evaluate HR effectiveness

Utilize human assets and to control costs

Employee Relations Expert

Negotiate new service agreements with colleagues and other departments

Manage relationships with senior line managers

Coordinate company activities

Relate to government officials

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The End!The End!

Thank you very much.