Human Resource Champions: The Next Agenda for Adding Value and Delivering Results

Presented by Ivan Chang

The changing nature of Human Resources: a model for multiple roles

Operational to strategic Qualitative to quantitative Policing to partnering Short-term to long-term Administrative to consultative Functionally oriented to business oriented Internally focused to externally & customerfocused Reactive to proactive Activity-focused to solutions-focused

A multiple-role model for HR management

Future/strategic focus Management of strategic Human resources process Management of Firm infrastructure

Management of transformation & change

people

Management of employee contribution

Day to day/operational focus

Definition of HR roles
Role/cell Deliverable/ Metaphor Outcome Activity
Management of Executing strategic strategy Human resources Management of Firm infrastructure Management of employee contribution Management of transformation and change Building an efficient infrastructure Increasing employee commitment & capability Creating a renewed organization Strategic partner Aligning HR & business strategy: organizational EX: Marriott diagnosis 5day workweek Hong Kong Administrative expert Employee champion Reengineering org. processes: staffing, developing, assessing Listening & responding to employees: providing resources to employees Identifying & framing problems, building relationships of trust creating & fulfilling action plans

Change agent Ensuring capacity for change

Whats Next
Whats So? So What? Now What?

Whats So?
How organizations can build competitiveness? HR Professionals must become partners with other senior managers by creating value and delivering results People will always need to be hired and trained; process will always need to be created and upgraded; culture will always need to be established and transformed HR policies and practices should create organizations that are better able to execute strategy, operate efficiently, engage employees, and manage change HR practices create organizational capabilities that lead to competitiveness

So What?
HR professional is the employees voice, catalysts and facilitators and designers of both culture change and capacity for change Line managers is primarily responsible for HR practices within a firm Line managers bring authority, power, and sponsorship; HR professionals bring technical expertise; Staff professionals bring technical expertise in their functional areas; Venders offer technical advice or perform routine standardized work
HR Community: A series of Partnerships Line Managers

HR Professionals

Staff Professionals

Venders (consultants, sub-contractors, outsourcing partners)

Now What?
HR community will be propelled by seven challenges for the future:
HR Theory HR tools HR capacities HR value proposition HR governance HR careers HR competencies

Challenge one: HR Theory

Resource dependence: deal with scarce resource Transaction cost: reduce the costs associated with
accomplishing and governing how work is done

Contingency theory: align with business strategy to provide

a fit that leads to results

Institutional theory: transfer knowledge and ideas from firm

to firm making the best practices of an industrial routine

Cognitive psychology: help to create a shared mindset or

culture within the firm that reduces governance costs and increases commitment

Challenge two: HR Tools

Late 1970s: four core HR activities
Staffing, development, appraisal, and rewards

Global HR: different countrys hiring, compensation, benefits, training; global

thinking and strategy

Leadership depth
Individual leader will be replaced by team leader Interest in questions & learning will replace focus on solutions & answers

Knowledge transfer
Who is hired? (those able & willing to seek and share ideas) How development is done How incentives are created (encourage transfer of knowledge) How communications are established (easily access and share information) How organizations are organized (less hierarchy & more information sharing)

Challenge two: HR Tools

Culture change
Commit to culture change Define a current culture Define the desired culture Expose culture gaps Prepare & implement culture action plans Coordinate culture-change efforts Measure results

Customer-focused HR

Challenge three: HR Capabilities

Speed: How quickly is HR work be done without sacrificing quality? Implementation: How well is work done? Innovation: How able is HR community to think creatively? Integration: How well does HR work integrate with strategic plans?

Challenge four: HR value proposition

Assessing the Effects of HR Practices:
Employees: How does HR affect morale, commitment, competence & retention? Customers: How does HR affect retention, satisfaction & commitment? Investors: How does HR affect profitability, cost, growth, cash flow & margin?

Challenge five: HR Governance

How does HR organize to deliver value? Who does HR work? Where is accountability for HR work? How is the structure of the firms HR community established?

Challenge six: HR Careers

Site

Business
Generalist strategist integrator Generalist Specialist

Specialist

contributor

Generalist

Specialist

Outside HR

Specialist

Generalist

Corporate

Challenge seven: HR Competencies

Credibility: Accuracy, consistency, meeting commitment, chemistry, integrity, thinking outside, confidentiality, listening to and focusing on executive problems

Business Mastery

Personal Credibility
Human Resource Mastery

Change + Process Mastery