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  • 15.660 Strategic Human Resource Management: MIT Sloan School of Management

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    Danish SHakeel
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    HR is a line management function; the only activities that should be centralized are those the line is willing to pay for. "Nothing is more dangerous than a group of people trained in the art of monitoring compliance with rules" the typical HR function spends their time on the following activities: 68% on administration and risk management 10% assisting line management 22% developing employees.

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    HR is a line management function; the only activities that should be centralized are those the line is willing to pay for. "Nothing is more dangerous than a group of people trained in the art of monitoring compliance with rules" the typical HR function spends their time on the following activities: 68% on administration and risk management 10% assisting line management 22% developing employees.

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    7 views8 pages

    15.660 Strategic Human Resource Management: MIT Sloan School of Management

    Uploaded by

    Danish SHakeel
    HR is a line management function; the only activities that should be centralized are those the line is willing to pay for. "Nothing is more dangerous than a group of people trained in the art of monitoring compliance with rules" the typical HR function spends their time on the following activities: 68% on administration and risk management 10% assisting line management 22% developing employees.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
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    of 8

    15.

    660 Strategic Human Resource Management

    MIT Sloan School of Management

    What value does HR add? What value does HR add?


    Nothing is more dangerous than a group of people trained in the art of monitoring compliance with rules, fluent in a language that does not include a word for customer, and who have time on their hands and are looking for something to do.
    Thomas Stewart Taking on the last bureaucracy Fortune, June 15, 1996

    Lessons...
    Staff managers must think like operating managers; i.e., they must understand the business strategically and operationally. To do this, they must be prepared to demonstrate their ability to add-value-this requires measurement and analysis
    (e.g., balanced score card, financial analysis).

    HR is a line management function; the only activities that should be centralized are those the line is willing to pay for.

    Surveys have also shown that the typical HR function spends their time on the following activities: 68% on administration and risk
    management 10% assisting line management 22% developing employees

    Typical Time Devoted to Various HR Activities


    Knowledge management Strategic Redirection & Renewal Cultural Change Management Development

    (5-15%) Transformational

    (15-30%) Traditional Benefits Administration Record Keeping Employee Services (65-75%) Transactional

    Recruitment & Selection Training Performance Management Compensation Employee Relations

    Source: P. Wright, S.Snell, and B. Gerhart, Strategic Human Resource Management: Building Human Capital and Organizational Capability. Technical Report. Cornell University, 1998.

    HR Roles in Building Competitive Advantage HR Roles in Building Competitive Advantage


    Strategic Focus Strategic Focus
    Focus: Strategy Alignment Role: Business Partner Focus: Design of HR Systems Role: HR Expert Focus: Managing Change Role: Change Agent Focus: Administer HR Programs Role: Employee Champion
    Source: Ulrich

    Processes Processes

    People People

    Operational Focus Operational Focus

    What HR functions are strategic and should What HR functions are strategic and should be retained? What should be outsourced? be retained? What should be outsourced?
    Retain Outsource

    Conclusion
    Next Class:
    The Slade Plating Department

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