presentation on strategic hr management from hr philipppines eyeball learning session

8/3/2019 Presentation on Strategic HR Management from HR Philipppines Eyeball Learning Session

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Taking on theStrategic HR Role

By Edwin C. EbreoPresident

ExeQserve Corporation

www.exeQserve.com

http://www.exeqserve.com/




About Ed

Edwin C. Ebreo is the President of ExeQserve, Corp. Heis also an Organization and Human ResourceDevelopment Consultant for a number of companies, acareer advisor, an Advanced Toastmaster and aconsummate blogger ( http://anythinghr.blogspot.comhttp://pinoycareercoach.blogspot.com ) . He used to serveas HR Manager of CheQ Systems, Human ResourceDirector for Athena E-Services, a BPO company. Heonce served as Human Resource Manager for three sistercompanies, Ingenium Technology Inc., PETNET Inc., and

A.V. Ocampo Group, where he was responsible for thedevelopment and implementation of company-wide HRand OD plans. Ed’s experience in managing the humanresources department of companies that engage in I.T.Business Process Outsourcing, Retail, Financial Servicesand Insurance gave him an in-depth experience in

dealing with various types of organizational situations.Edwin took up A.B. Mass Communication at New EraUniversity; He has been conducting various Training andteambuilding workshops for the last 14 Years. Edwin hasdesigned and facilitated in-company and public seminarson such topics as but not limited to:

• Trainers Training,• Coaching,• Customer Service,• Creative Selling Techniques,• Effective Communication• Leadership• Performance Management• Basic Supervisory Course

• Dynamic Presentation Skills• Teambuilding• Presentation Dynamics• Visioning Exercise• Creativity• Time Management• Change Management

http://anythinghr.blogspot.com/

http://pinoycareercoach.blogspot.com/

http://pinoycareercoach.blogspot.com/

http://anythinghr.blogspot.com/



About ExeQserveCorporation

Call us at 8933199/ 697-4071or email us [email protected] may also visit our websiteat www.exeQserve.com

mailto:[email protected]



mailto:[email protected]



How Do You Envision Your Role?



Your Desired Future

TransactionalGopher

Internal ConsultantBusiness PartnerValued contributor



Our Goals• Clarify our roles and

goals as HR• Describe the needed

partnership with theline

•

Identify steps inmanaging the change



Role and Goal

Clarification



STRATEGIC FOCUS

OPERATIONAL FOCUS

P R O C E S S E S P

E OP L E

From David Ulrich: Human Resource Champions

StrategicPartner Change Agent

AdministrativeExpert EmployeeChampion

HR Roles



STRATEGIC FOCUS

OPERATIONAL FOCUS

P R O C E S S E S P

E OP L E

From David Ulrich: Human Resource Champions

StrategicPartner Change Agent

AdministrativeExpert EmployeeChampion

HR Roles

VisioningTalent ManagementSuccession PlanningSelection and RecruitmentPerformance management SystemsSalary Structure

FormsPolicies and ProceduresGovernment Regulations and

Benefits201 files

Administrative activities

Employee welfareEmployee DevelopmentPolicies and Procedures

Salary StructureRewards and BenefitsInternal Communication

VisioningTalent Management

Succession PlanningSelection and RecruitmentPerformance management SystemsSalary Structure



Where Can HR Add Value?

(1) David Ulrich – Human Resource Champions: The Next Agenda for Adding Value and Delivering Results , Harvard Business School Press 1997



How Can We Grow?

AsstrategicPartners

Aschangeagents

As adminexperts

Asemployee

champions



The Real HR 2.0

• A Business Ally – Understands the business andhow HR Plays a role

• Strategic Contributor – Helps shape organization

action towards goals. Puts in place effectivePerformance Management Systems• Credible Activist – Demonstrates leadership and

integrity, Communicates well.•

Tech Savvy – Uses technology to optimize HRperformance• HR Technologist – Abreast with advances in HR

and organization development practices.

2002 HR Competency Study



Developing HR Partnership withthe Line



All Managers are HR Managers



Distinguishing Roles

LineLead/Manage

PeopleHR

Offer tools, support,advice

Doctor, the old saying ‘the way to a man’s heart is

through his stomach’ applies to romance not to theo eratin room.”



Recruitment and Selection

HR• Analyze the company’s

manpower requirement•

Use effective strategies forsourcing and screening

• Train managers to effectivelyparticipate in the process

and choose the best amongthe candidates.

• Establish an effectivestrategy for “on -boarding”new employees.

Line• Provide complete

information regarding

vacancies• Pick the best among the

candidates• Participate fully in the “on -

boarding” process



Performance Management

HR• Work with line

managers in designing aperformancemanagement systemthat effectively capturesemployees performanceand providesopportunity andincentive for people tocontinually improve.

Line• Use the available tools

to manage employees’performance

• Use performancediscussion to helpemployees continuallyimprove theirperformance



Employee Career and Succession Planning

HR• Provide tools for career

and succession planning• Tie up recruitment,

training andperformancemanagement with theprogram.

Line• Develop a deep bench

for leadership and

management positions.



Maintaining Discipline in theWorkplace

HR• Write employment

policies in partnership

or consultation with theother managers.

• Serve as an internalconsultant .

Line• Ensure compliance with

established rules within

their respective areas of responsibilities

• Communicatenecessary policychanges to HR



Managing the HR Transformation



Where are the Gaps ?



Change Management

Leading the HR Change



Why We Need to Manage Change

• Denial• Confusion• Loss• Anger

“People fear the uncertainties of change. The slightest

suggestion that things won’t stay the same can cause panic…but the real problem isn’t the change…it’s people’s reaction to that change.”

-Dr. Alan Zimmerman



Eight-Step Process to Creating Major Changefrom Leading Change by John P. Kotter

1. Create urgency.2. Form powerful

coalition.

3. Create a vision forchange.

4. Communicate the

change.

5. Remove obstacles.6. Create short-term wins.

7. Build on the change8. Institutionalize changes

in the culture



Step One: Create Urgency• Identify potential

threats , and developscenarios showingwhat could happen in

the future.• Examine

opportunities• Start honest

discussions• Request support



Step Two: Form a Powerful Coalition

• Identify the true leaders in your organization.• Ask for an emotional commitment from these

key people.• Work on team building within your change

coalition.• Check your team for weak areas, and ensure

that you have a good mix of people fromdifferent departments and different levelswithin your company.



• Determine the values that are central to the change.• Develop a short summary (one or two sentences)

that captures what you "see" as the future of yourorganization.

•

Create a strategy to execute that vision .



• Use every possible means to communicate• Openly and honestly address peoples'

concerns and anxieties.• Apply your vision to all aspects of operations -

from training to performance reviews. Tieeverything back to the vision.• Lead by example.

• Identify change leaders whose main roles are to



• Identify change leaders whose main roles are todeliver the change.

• Ensure alignment of structure• Recognize and reward people for making change

happen.• Help resisters see what they need to see.• Take action to quickly remove barriers (human or

otherwise).



Step Six: Create Short-term Wins

• Look for sure-fire projects thatyou can implement

• Don't choose early targets thatare expensive .

• Thoroughly analyze thepotential pros and cons of yourtargets.

• Reward the people who helpyou meet the targets.



Step Seven: Build on the Change

• Analyze what went right andwhat needs improving .

• Continue building on the

momentum you've achieved.• Learn about kaizen , the idea of

continuous improvement.•

Keep ideas fresh

http://www.mindtools.com/pages/article/newSTR_97.htm

http://www.mindtools.com/pages/article/newSTR_97.htm



Step Eight: Institutionalize changes in theculture

• Talk about progress.• Consider when hiring and

training new staff.• Remember people’s

contribution• Plan succession



Forward Agenda

• Start• Stop• Continue

presentation on strategic hr management from hr philipppines eyeball learning session

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