Documentos de Académico
Documentos de Profesional
Documentos de Cultura
& Functions of HR
H R as th e e m p loye e ad vocate
H R as th e cons u ltative b u s ine s s p artne r
H R as th e age nt of C h ange
HR Republic S ummit 2011: Trends & C hallenges Unfold
Zu lkifli M oh d
19 October
2011
CONTENTS
The E volution of HR
The C hanging Role of HR
HR as S trategic Partner
HR as C hange A gent
HR as E mployee A dvocate
The E volution of HR
Origins of HR
A B rief His tory of HR
End of 18th
Century:
Welfare
Officers
P rote ction for fe m ale
e m p loye e s & ch ild re n
C are fo r inju re d &
s ick e m p loye e s
C re ate d in re s p ond to
h ars h ne s s in
ind u s trial cond itions
The World
Wars:
Labour/
Employment
Manager
Ad m in is tratio n of
ab s e nce , trainin g &
re cru itm e nt
S tate / Trad e U nion
p artn e rs h ip s
H and le d q u e rie s on
com p e ns ation
m atte rs
E m p lo ye e d ata
1945 1979:
Personnel Mgt
We lfare &
e m p lo ym e n t m gt
we re inte grate d
P e rs on ne l Mgt
O u tp u t cou ld b e
in flu e nce d b y
e m p lo ym e n t p olicie s
S tru ctu re d
com p e ns ation p olicy
C o lle ctive b argaining
& IR
S p e cialize d fu nctions
(70s )
1980 2000:
Human
Resource /
Compliance Officer
Ad m in is trator &
te ch nical e xp e rt
F ocu s e d on
im p roving e fficie ncy
& e ffe ctive n e s s
C om p e ns ation
e ngine e ring as ke y to
p rod u ctivity (ince n tive
p lans , d e fe rre d
com p , op tio ns )
The E volution of HR
The HR J ourney
High
Strategic HR
Human
Resource
Management
Personnel
Management
Labor
Manager
Welfare
Officer
1890 - 1913
2 nd Ind ustrial R e volution
Ad m inis trative
focu s
C om p liance
Trad itional m ind
set
Lim ite d s cop e o f
activity
S p e cialize d
fu nctions
1914- 1939
1945 - 1979
World Wars
Ad m inis trative
focu s with
e nlarge d s cop e of
activitie s
S u p p ort fu nction
Le s s re active &
m ore p roactive
1980- 1990
G lob alization
B u s ine s s P artne r
F ocu s on valu e ad d e d activitie s
P roactive
M u ltid is cip linary
M u lti-face te d role s
The E volution of HR
The HR J ourney: Nature of Work
continue to
evolve
High
Strategic
HR Planning
HR as
Business
Partner
Organizational
Design
Survey Action
Planning
Staffing
Transactional
Work
Labor/Union
Relations
Safety &
Workers
Compensation
COE
Performance
Management
Shared
Svc
Centre
Culture
& Image
HRIS
Employee
Relations
Training &
Development
Benefits
Compensation
Transformational
Work
Compliance
Welfare /
Employee
Care
Employee
Welfare
Labor
Relations
Employee
Relations
Personnel
Admin
Human
Resource
Organizational
Effectiveness
S ou rce : R ich Vos b u rgh
Requires companies
to focus on:
Increasing value
Organizational
capabilities fast,
responsive, cost
effective
Creating climate for
action
Unique competitive
advantage
Requires HR to
change:
Business savvy
Align with strategy
Strong bench
strength
Change catalyst
Help biz leaders to
achieve objectives
Strategic
15%
Strategic
60%
Trans actional/
Operational
85%
Trans actional/
Operational
40%
% of available resources
The Role of HR
Ulrichs Four-Role Model
The Roles of HR
Ulrichs Four-Role Model
F u tu re /S trate gic F ocu s
S trategic Partner
P
R
O
C
E
S
S
E
S
C hange A gent
Managing Trans formation &
C hange
Effecting Transformation & Change
E mployee C hampion
Managing The
Firms HR Infras tructure
Managing E mployees
C ontribution
David Ulrich HR Champions: The Next Agenda for Adding Value & Delivering Results, 1996
P
E
O
P
L
E
The Roles of HR
Ulrichs Four-Role Model
F u tu re /S trate gic F ocu s
S trategic Partner
P
R
O
C
E
S
S
E
S
C hange A gent
Understands the organizations culture & what
is effective and ineffective
Institutionalizes change capability within the
organization
Assists line managers to lead & facilitate change
Acts as a consultant in organizational
effectiveness
Enhances management development
E mployee C hampion
Develops strategies and helps implement
actions that enhance human capital
contribution
Helps build workforce commitment
Ensures fair, ethical, and equitable people
processes and practices
VOE
David Ulrich HR Champions: The Next Agenda for Adding Value & Delivering Results, 1996
P
E
O
P
L
E
The Roles of HR
Ulrichs Four-Role Model
F u tu re /S trate gic F ocu s
S trategic Partner
P
R
O
C
E
S
S
E
S
C hange A gent
Understands the organizations culture & what
is effective and ineffective
Institutionalizes change capability within the
organization
Assists line managers to lead & facilitate change
Acts as a consultant in organizational
effectiveness
Enhances management development
E mployee C hampion
Develops strategies and helps implement
actions that enhance human capital
contribution
Helps build workforce commitment
Ensures fair, ethical, and equitable people
processes and practices
David Ulrich HR Champions: The Next Agenda for Adding Value & Delivering Results, 1996
P
E
O
P
L
E
The Roles of HR
Ulrichs Four-Role Model
F u tu re /S trate gic F ocu s
S trategic Partner
P
R
O
C
E
S
S
E
S
C hange A gent
Understands the organizations culture & what
is effective and ineffective
Institutionalizes change capability within the
organization
Assists line managers to lead & facilitate change
Acts as a consultant in organizational
effectiveness
Enhances management development
E mployee C hampion
Develops strategies and helps implement
actions that enhance human capital
contribution
Helps build workforce commitment
Ensures fair, ethical, and equitable people
processes and practices
David Ulrich HR Champions: The Next Agenda for Adding Value & Delivering Results, 1996
P
E
O
P
L
E
HR as S trategic Partner
HR as S trategic Partner
HR as S trategic Partner
C ore C ompetencies
HR as Strategic Partner should be able to:
S trate gic Partne r
C ore C om p e te ncie s
B us ines s Mas tery
Pers onal C redibility
HR Mas tery
HR as S trategic Partner
B ec oming A S trategic B us ines s Partner
Becoming A S trategic B us ines s Partner
Knowledge
Requirements
Bring
Bring
strong
strong
technical
technical
expertise to the table
and an understanding of
your company and its
strategy.
Develop
Develop
new
new
skills
skills
asas
needed. Understand the
data, the financials, the
market, etc.
Staying
Stayingfocused
focusedon
on
issues
issuesthat
thatmatter
matterto
tothe
the
business
business
Delivering capabilities
that make a real
difference
What
What
are
are
the
the
issues
issues
that
that
matter?
matter?
Whats
Whats
keeping
keeping
business
business
leaders
leadersup
upat
atnight?
night?
Whats
Whats
the
the
elephant
elephant
onon
the
thetable
tableregarding
regardingthe
the
future?
future?
What
What
drives
drives
the
the
bottom
bottom
line?
line?
Focus
Focus
onon
business
business
objectives
objectives
Focus
Focus
onon
environment
environment
Provide
Provide
organizational
organizational
capabilities as required
by the business
strategy
objectives:
People
People
Goal
alignment
Strategy
Culture
Culture
HR as S trategic Partner
B ec oming A S trategic B us ines s Partner
HR as S trategic Partner
Minds et S hift
HR as S trategic Partner
You are moving towards S trategic Partnering When
You are involved in dis cus s ions (by invitation!) on the " people
implications " of a change or a new initiative in the organization before
things go wrong
Line Managers in confide in you about their concerns and problems ,
even when you are not providing a s olution then and there
Managers encourage you to tackle is s ues in their areas and expres s
confidence in your ability to do things you may never have done
before
You engage in genuine dialogue with line managers
The time frame of your work moves from pres ent/pas t to future es pecially longer term future
The " why of what you is doing is very clear - in terms of
organizational need (not " becaus e we always do it/ have done it)
HR as C hange A gent
HR as C hange A gent
HR as C hange A gent
A S trategic Role
C hampion/
S pons or/
C atalys t
Facilitator
HR as
C hange
A gent
Des igner
Demons trator
HR as C hange A gent
The Roles
During C hange
Managing C hange
Reinforcing C hange
Internalisation of new
behaviour / way
Acts as a coach/mentor to
employees to help them
understand change as it affects
their lives
Coach sponsor
Lead by example by doing it
first within the HR function.
HR as C hange A gent
Change Process
B uild the organizations
c apac ity to embrac e
and manage c hange
Internalisation
of new behaviour
nt
OK, Im ready to do it
e
tm
the new way
i
m
Commitment
om
C
to personal change
g
n
i
I
know
how
we
need
to
s
ea
do our jobs differently
r
c
n
I
Translation
to the work setting
I understand where we
need to go
Understanding
of change direction
Yeah, I saw the memo
Awareness
of desired change
Significant
involvement
needed
C ontent
Outcomes
Unfreeze
Set the
direction
Create the
desire & will to
change
Break with
the past
Mobilise
Make early
changes &
build
confidence
Build the
energy
Realise
Secure
widespread
shift in
behaviour
Performanc
e lift-off
Reinforce
Underpin with
changes in
structure &
people
processes
Embed new
culture
Sustain
Strive for
continuous
performance
improvement
Push the
limits
HR as E mployee A dvocate
HR as E mployee A dvocate
Managing E mployee C ontribution
Voice of the Employee
Develop employee competence
Equip managers with skills to respond effectively to employees; equip the
employees with skills to overcome challenges
Create climate for action
Daily
E mployee
is s ues
E mployee
engagement
Partner
With
People &
Mgnt
E mployee
development
Employee
Commitment &
Competence
C onducive
climate &
culture
HR as E mployee A dvocate
It is HRs role to ens ure that line managers unders tand the
c ritic al link between employee motivation and organis ational
performanc e and how this link c an be s us tained employees
need to be kept engaged and motivated.
Four-Role of HR
Paradoxes Inherent in Multiple HR Roles
S ummary