hr for hr
DESCRIPTION
HR for HR seminar by Prof. Dr. Aung Tun Thet 1:30 - 4:00 PM 25th May 2014 UMFCCITRANSCRIPT
HR for HR
Prof.Dr.Aung Tun Thet
Adding Value and Delivering Results
• “Our progress as a nation can be no swifter than our progress in education.
• The human mind is our fundamental resource.”
Audience
HR Community
HR Professionals
MSHRM
Messages
1. Role and function of HR in organizations
2. HR in HR practices
Four roles or deliverables for HR
1. Management of Strategic HR2. Firm infrastructure3. Employee contribution4. Transformation and Change
“Doing HR for HR”
New way of thinking and doing HR
Cobbler’s unshod children Design systems; give advice;
help others Do not apply HR principles to
themselves
“Doing HR for HR”
Strategic HR
HR Strategy
HR Orgnization
Three Issues
Related Focus on business success
Strategic HR: Turning Business Strategies Into HR Priorities
Strategic Challenge
Moving from business strategy to HR Plan to HR practices
Strategic Planning
1. Strategic Formulation2. Strategic Implementation
Strategy Formulation without Implementation: Unfulfilled Promises
Three purposes of Strategy1.Future direction for business - vision,
mission2.Allocate resources3.Commitment
Strategy Implementation
Follows formulation Organizational practices aligned with
business strategy
Strategic HR and Fulfilment of Strategic Promises: Defining Capabilities
“Organizational Capability” - processes and capabilities to make strategy happen
Capabilities - important link between formulation and implementation
Corporate HR Strategy: Six Foci
1. Performance-driven culture
2. Marketplace competitiveness
3. Valuing differences
4. Continual learning and development
5. World-class leadership
6. Environment
Strategic Planning Process• Three basic questions
1. Business issues: Major issues faced
2. Organizational Capabilities: Organisational capabilities required to meet business goals
3. HR practices: Leverage HR practices to create, reinforce and sustain needed capabilities
HR Strategy: Shaping HR Function
HR Strategy
Value created by HR function Work done by HR professionals add value Shapes HR function: Define deliverables and outcomes Justifying resources Setting priorities
HR Strategies
1. Vision
2. Mission
3. Values
4. Stakeholders
5. Initiatives
6. Priorities(Goals/Objectives)
7. Actions
8. Measures
HR Vision Statement Ensure improved business performance
and competitive advantage
Enabe managers to build, develop and manage employees
Products and services add value and build organisational capability
HR Strategic Architecture: Future Situation
Management Capability
Customer-focused Strategic and results oriented Change agents Intelligent risk-takers
Management Capability
People builders Team players Continual learners Respected
Employee Commitment
Access to resources to meet needs
Contribute to organizational outcomes
Take initiatives
Employee Commitment
Contributions recognized and shared
Compensation and benefits competitive
Safe work environment provided
Organizational Effectiveness
Fulfils mission, strategies and goals
Processes tied to strategies and performance
Processes flexible and adaptable
Organizational Effectiveness
Capacity for change
Resources leveraged across organisation
Work teams used effectively
HR information system interactive
Administrative Efficiency
100% fulfillment of commitmentsEffective and timely delivery of HR servicesNo ‘non-value added services or duplicationContinuous improvement of processesCompliance with policy, laws and regulations
HR Strategic Architecture: Strategic Direction
Guiding Principles
Core values
Partnering
HR processes add value
Fast, flexible and cost effective delivery
Maintain priorities
Continuous learning opportunities
People
Right people, right jobs
Aligned workforce
Communications
Teaming for results
People
Diverse workforce
Continuous learning
Recognition/Reward
Performance Management Process
Results-drivenFacts-based and documentedInfrastructureCentres of Expertise
External Influences
Globalization
Rapid technological change
Demanding customer requirements
Innovation
External Influences
Sourcing talent
Partnering
Competition
HR Organization: Organization Diagnosis to build HR infrastructure
HR Organization
Road MapFour-step process
Step 1: Define Organizational Architecture
Six factors
1.Shared mindset
2.Competence
3.Consequence
Step 1: Define Organizational Architecture
Six factors
4.Governance
5.Work process/Capacity for change
6.Leadership
Step 2: Assessment Process
Probing strengths and weaknesses of HR organisation
Assessment: Does HR Organization have?
FactorsRight Shared MindsetRequired competencies (knowledge, skills, abilities)Right Performance Management System (measures, rewards, incentives)
Assessment: Does HR Organization have?
FactorsRight organisational structure, communication and policiesAbility to improve, learn and changeRight Leadership
Step 3: Provide Leadership in Improvement Practices
Shared MindsetClear vision and missionCommon identity
Step 3: Provide Leadership in Improvement Practices
Competence
Four:
1.Knowledge of business
2.Delivery of HR
3.Management of Change
4.Personal credibility
Competencies
Three options:1.Buy2.Build3.Borrow
Buying Competencies
Talent from outsideTargetedNot wholesale outsourcing
Building Competencies
Upgrading skills and knowledge of current HR professionals
Training and Development
Formal training
Job assignments
Career mobility
Task Force assignments
Borrowing Competencies
OutsourcingJoint VenturePartnershipAlliance
Consequences
Standards and measures of HR professionalsPerformance Management Systems
Performance Management System (PMS)
HR professionals their worst enemiesDesign and advocate company’s PMSDo not apply in HR Departments
Performance Management System (PMS)
Three goals
Set standards for expectations from HR professionals
1. Behavioural - what HR professional should do
2. Outcomes - what HR professionals accomplish
3. Understandable, Controllable, Significant, Shared Commitment
Performance Management System (PMS)
• Rewards contingent on meeting standards• Financial and non-financial
Performance Management System (PMS)
Collect and share feedback on resultsSelf-monitoringTimely, Helpful, Candid Performance Reviews
Governance
Organization structure for delivering HR
Communication - HR agendas, goals, activities, results
Fair and equitable administration of policies
Model for how to treat staff
Restructuring work, communication, marketing of ideas
Work Process/Capacity for Change
Speed, agility and responsivenessTaking risksUnderstanding processes for making change quicklyTrailblazers imbedded in policies and procedures
HR Leadership
Report to CEOCreate and transform organisational cultureTop-qualityMany hats“Leader-Managers”
Step 4: Set PrioritiesFocus attention on few critical issuesCriteria:ImpactImplementability
Differences among Strategic HR, HR Strategy and HR Organization
Purpose
Strategic Intent HR Strategy HR Organization
Translating business strategies into organisational capabilities and into HR practices
Building strategy, organisation and action plan making HR function/department
more effective
Crafting, designing and improving HR function to deliver HR services
Owners
Strategic Intent
HR Strategy HR Organization
Business results through HR practices
Effectiveness and Efficiency of HR practices
Effectiveness and Efficiency of HR function
Audience
Strategic Intent
HR Strategy HR Organization
• Managers• Employees• Customers• Investors
• HR professionals• Line Managers
• HR professionals
Roles
Strategic Intent
HR Strategy HR Organization
• Line Manager as owner• HR professionals as facilitator
• Line Manager as investor• HR professionals as creator
• Line Manager as investor• HR professionals as leader
Summary: HR for HR
HR Professionals
Helping others and themselvesHR principles applied to HR functionManagement three sets of activities
1. Strategic HR2. HR Strategy3. HR Organization
HR Professionals
Model principles we preachCredibleSuccessful business partners
Human Resources
• Like natural resources• Buried deep• Not lying on surface• Have to look