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HR for HR презентация
Содержание
- 1. HR for HR
- 2. “Our progress as a nation can be
- 3. Audience HR Community HR Professionals MSHRM
- 4. Messages Role and function of HR in organizations HR in HR practices
- 5. Four roles or deliverables for HR Management
- 6. “Doing HR for HR”
- 8. New way of thinking and doing HR
- 9. “Doing HR for HR” Strategic HR HR Strategy HR Orgnization
- 10. Three Issues Related Focus on business success
- 11. Strategic HR: Turning Business Strategies Into HR Priorities
- 12. Strategic Challenge Moving from business strategy to HR Plan to HR practices
- 13. Strategic Planning Strategic Formulation Strategic Implementation
- 14. Strategy Formulation without Implementation: Unfulfilled Promises Three
- 15. Strategy Implementation Follows formulation Organizational practices aligned with business strategy
- 16. Strategic HR and Fulfilment of Strategic Promises:
- 17. Corporate HR Strategy: Six Foci Performance-driven culture
- 18. Strategic Planning Process Three basic questions Business
- 19. HR Strategy: Shaping HR Function
- 20. HR Strategy Value created by HR function
- 21. HR Strategies Vision Mission Values Stakeholders Initiatives Priorities(Goals/Objectives) Actions Measures
- 22. HR Vision Statement Ensure improved business performance
- 23. HR Strategic Architecture: Future Situation
- 24. Management Capability Customer-focused Strategic and results oriented Change agents Intelligent risk-takers
- 25. Management Capability People builders Team players Continual learners Respected
- 26. Employee Commitment Access to resources to meet needs Contribute to organizational outcomes Take initiatives
- 27. Employee Commitment Contributions recognized and shared Compensation and benefits competitive Safe work environment provided
- 28. Organizational Effectiveness Fulfils mission, strategies and goals
- 29. Organizational Effectiveness Capacity for change Resources leveraged
- 30. Administrative Efficiency 100% fulfillment of commitments Effective
- 31. HR Strategic Architecture: Strategic Direction
- 32. Guiding Principles Core values Partnering HR processes
- 33. People Right people, right jobs Aligned workforce Communications Teaming for results
- 34. People Diverse workforce Continuous learning Recognition/Reward
- 35. Performance Management Process Results-driven Facts-based and documented Infrastructure Centres of Expertise
- 36. External Influences Globalization Rapid technological change Demanding customer requirements Innovation
- 37. External Influences Sourcing talent Partnering Competition
- 38. HR Organization: Organization Diagnosis to build HR infrastructure
- 39. HR Organization Road Map Four-step process
- 40. Step 1: Define Organizational Architecture Six factors Shared mindset Competence Consequence
- 41. Step 1: Define Organizational Architecture Six factors Governance Work process/Capacity for change Leadership
- 42. Step 2: Assessment Process Probing strengths and weaknesses of HR organisation
- 43. Assessment: Does HR Organization have?
- 44. Assessment: Does HR Organization have?
- 45. Step 3: Provide Leadership in Improvement Practices Shared Mindset Clear vision and mission Common identity
- 46. Step 3: Provide Leadership in Improvement Practices
- 47. Competencies Three options: Buy Build Borrow
- 48. Buying Competencies Talent from outside Targeted Not wholesale outsourcing
- 49. Building Competencies Upgrading skills and knowledge of
- 50. Borrowing Competencies Outsourcing Joint Venture Partnership Alliance
- 51. Consequences Standards and measures of HR professionals Performance Management Systems
- 52. Performance Management System (PMS) HR professionals their
- 53. Performance Management System (PMS) Three goals Set
- 54. Performance Management System (PMS) Rewards contingent on meeting standards Financial and non-financial
- 55. Performance Management System (PMS) Collect and share
- 56. Governance Organization structure for delivering HR Communication
- 57. Work Process/Capacity for Change Speed, agility and
- 58. HR Leadership Report to CEO Create and transform organisational culture Top-quality Many hats “Leader-Managers”
- 59. Step 4: Set Priorities Focus attention on few critical issues Criteria: Impact Implementability
- 60. Differences among Strategic HR, HR Strategy and HR Organization
- 61. Purpose
- 62. Owners
- 63. Audience
- 64. Roles
- 65. Summary: HR for HR
- 66. HR Professionals Helping others and themselves HR
- 67. HR Professionals Model principles we preach Credible Successful business partners
- 68. Human Resources Like natural resources Buried deep Not lying on surface Have to look
- 70. Thank You!
“Our progress as a nation can be no swifter than our progress in education. The human mind is our fundamental resource.”
Слайд 2“Our progress as a nation can be no swifter than our
progress in education.
The human mind is our fundamental resource.”
The human mind is our fundamental resource.”
Слайд 5Four roles or deliverables for HR
Management of Strategic HR
Firm infrastructure
Employee contribution
Transformation
and Change
Слайд 8New way of thinking and doing HR
Cobbler’s unshod children
Design systems; give
advice; help others
Do not apply HR principles to themselves
Do not apply HR principles to themselves
Слайд 14Strategy Formulation without Implementation: Unfulfilled Promises
Three purposes of Strategy
Future direction for
business - vision, mission
Allocate resources
Commitment
Allocate resources
Commitment
Слайд 15Strategy Implementation
Follows formulation
Organizational practices aligned with business strategy
Слайд 16Strategic HR and Fulfilment of Strategic Promises: Defining Capabilities
“Organizational Capability” -
processes and capabilities to make strategy happen
Capabilities - important link between formulation and implementation
Capabilities - important link between formulation and implementation
Слайд 17Corporate HR Strategy: Six Foci
Performance-driven culture
Marketplace competitiveness
Valuing differences
Continual learning and development
World-class
leadership
Environment
Environment
Слайд 18Strategic Planning Process
Three basic questions
Business issues: Major issues faced
Organizational Capabilities: Organisational
capabilities required to meet business goals
HR practices: Leverage HR practices to create, reinforce and sustain needed capabilities
HR practices: Leverage HR practices to create, reinforce and sustain needed capabilities
Слайд 20HR Strategy
Value created by HR function
Work done by HR professionals add
value
Shapes HR function:
Define deliverables and outcomes
Justifying resources
Setting priorities
Shapes HR function:
Define deliverables and outcomes
Justifying resources
Setting priorities
Слайд 21HR Strategies
Vision
Mission
Values
Stakeholders
Initiatives
Priorities(Goals/Objectives)
Actions
Measures
Слайд 22HR 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
Products and services add value and build organisational capability
Слайд 24Management Capability
Customer-focused
Strategic and results oriented
Change agents
Intelligent risk-takers
Слайд 26Employee Commitment
Access to resources to meet needs
Contribute to organizational outcomes
Take initiatives
Слайд 27Employee Commitment
Contributions recognized and shared
Compensation and benefits competitive
Safe work environment provided
Слайд 28Organizational Effectiveness
Fulfils mission, strategies and goals
Processes tied to strategies and performance
Processes
flexible and adaptable
Слайд 29Organizational Effectiveness
Capacity for change
Resources leveraged across organisation
Work teams used effectively
HR information
system interactive
Слайд 30Administrative Efficiency
100% fulfillment of commitments
Effective and timely delivery of HR services
No
‘non-value added services or duplication
Continuous improvement of processes
Compliance with policy, laws and regulations
Continuous improvement of processes
Compliance with policy, laws and regulations
Слайд 32Guiding Principles
Core values
Partnering
HR processes add value
Fast, flexible and cost effective delivery
Maintain priorities
Continuous learning opportunities
Слайд 35Performance Management Process
Results-driven
Facts-based and documented
Infrastructure
Centres of Expertise
Слайд 36External Influences
Globalization
Rapid technological change
Demanding customer requirements
Innovation
Слайд 41Step 1: Define Organizational Architecture
Six factors
Governance
Work process/Capacity for change
Leadership
Слайд 45Step 3: Provide Leadership in Improvement Practices
Shared Mindset
Clear vision and mission
Common
identity
Слайд 46Step 3: Provide Leadership in Improvement Practices
Competence
Four:
Knowledge of business
Delivery of HR
Management
of Change
Personal credibility
Personal credibility
Слайд 49Building Competencies
Upgrading skills and knowledge of current HR professionals
Training and Development
Formal
training
Job assignments
Career mobility
Task Force assignments
Job assignments
Career mobility
Task Force assignments
Слайд 52Performance Management System (PMS)
HR professionals their worst enemies
Design and advocate company’s
PMS
Do not apply in HR Departments
Do not apply in HR Departments
Слайд 53Performance Management System (PMS)
Three goals
Set standards for expectations from HR professionals
Behavioural
- what HR professional should do
Outcomes - what HR professionals accomplish
Understandable, Controllable, Significant, Shared Commitment
Outcomes - what HR professionals accomplish
Understandable, Controllable, Significant, Shared Commitment
Слайд 54Performance Management System (PMS)
Rewards contingent on meeting standards
Financial and non-financial
Слайд 55Performance Management System (PMS)
Collect and share feedback on results
Self-monitoring
Timely, Helpful, Candid
Performance Reviews
Слайд 56Governance
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
Model for how to treat staff
Restructuring work, communication, marketing of ideas
Слайд 57Work Process/Capacity for Change
Speed, agility and responsiveness
Taking risks
Understanding processes for making
change quickly
Trailblazers imbedded in policies and procedures
Trailblazers imbedded in policies and procedures
Слайд 58HR Leadership
Report to CEO
Create and transform organisational culture
Top-quality
Many hats
“Leader-Managers”
Слайд 66HR Professionals
Helping others and themselves
HR principles applied to HR function
Management three
sets of activities
Strategic HR
HR Strategy
HR Organization
Strategic HR
HR Strategy
HR Organization
