An introduction to modern HR based on the Book Transformational HR

1. HR Transformation
Compiled by Ahmed Rami Elsherif
For ATCO Group
15/06/2010

2. Reflection
“The only three things that come naturally to an
organization are friction, confusion, and
No organization can do better than the people it has.
لا يمكن لأية مؤسسة أن تؤدى أفضل من العاملين فيها.
Peter Drucker
underperformance.”
”ثلاثة أشياء فقط تأتي بشكل طبيعي إلى المؤسسة ألا وهي الخلاف ،
والارتباك ، والتقصير في الأداء.“
Peter Drucker

3. Definitions
• What is HRM?
– Activities to enhance the organization’s
ability to attract, select, retain, train
motivate people with the objective of
delivering excellent business results.
مجموعة أنشطة لتعزيز قدرة المؤسسة على استقطاب –
واختيار والاحتفاظ وتدريب وتحفيز الأشخاص بهدف
تحقيق الامتياز في العمل.
• Traditional “Personnel” function
– Transactional and Recordkeeping.
– Reactive not Proactive.

4. From Personnel To HR
As Dave Ulrich, a leading HR strategist, would
say, our work is more than becoming
administrative experts, we need to be employee
champions, change agents, and strategic
partners.
كما يقول ديف أولريش ، من رواد علوم الموارد البشرية ، أن عملنا
هو أكثر من أن نصبح خبراء في الإدارة ، بل نحن بحاجة إلى أن
نكون محفزي الموظف ، وعوامل التغيير ، وشركاء استراتيجيين.

5. From HR To HRT
HR
Transformation
Traditional HR
Source: HR Transformation

6. Desired outcomes of HRT?
Top Capabilities
1. Talent: We are good at attracting, and retaining competent and
committed people.
2. Speed: We are good at making important changes happen fast.
3. Shared Mind-Set: We are good at ensuring that stakeholders
have a positive images and experience.
4. Accountability: We are good at the discipline that result in
high performance.
5. Collaboration: We are good at working across boundaries to
ensure both efficiency and leverage.
6. Learning: We are good at generating and generalizing ideas
with impact.
7. Leadership: We are good at embedding leaders who deliver
the right results.
Source: HR Transformation

7. Desired outcome of HRT?
(Cont.)
8. Customer Connection: We are good at building enduring
relationships of trust with targeted customers.
9. Innovation: We are good at doing something new in both
content and process.
10. Strategic Unity: We are good at articulating and sharing a
strategic point of view.
11. Simplicity: We are good keeping strategies, processes, and
products simple.
12. Social Responsibility: We are good at contributing to the
community in which we operate or to the broader good.
13. Risk: We are good at anticipating and managing risk.
14. Efficiency: We are good at managing cost of operation.
Source: HR Transformation

8. HRM Functions
Input: Business
Vision and Strategy
Output: Business
Results
Now we
only do
this step

9. Human Resource Planning
Business Strategy
&
Job Analysis
What staff do we
need to do the
job?
What staff is
available within
our
organization?
Is there a
match?
If not, what type of people
do we need, and how
should we recruit them?
•Performance
appraisal
•Company data banks
•Training
•Employee
management and
development
What is impact
on wage and
salary program?

10. Recruitment and Selection

11. Training and Development
Training
Need
Analysis
Training
Objectives
Training
Delivery
Training
Evaluation
What are
the training
needs for
this person
and/or job?
Objective
should be
measurable
and
observable
Techniques
include on-the-
job-training,
action
learning, etc.
Measure
reaction,
learning,
behavior,
and results

12. Performance and Appraisal
Performance
Planning
(Setting
Performance
Targets)
Regular
Review and
Monitoring
Feed back
Corrective Action
Performance
Appraisal and
Evaluation
• Training &
Development
Plan
• Salary/Bonus
Adjustment
• Career
Development

13. HR Transformation Plan
by Dave Ulrich
1. Formally acknowledge that an HR transformation initiative would
be of value.
2. Create a transformation team.
3. Complete and communicate the business case for doing HR
transformation.
4. Do an organizational capabilities audit to identify the top two to
four capabilities required by the business strategy.
5. Create an HR strategy statement: who we are, what we do, and
why we do it.
6. Shape the HR organization with clear accountabilities for centers of
expertise, embedded HR, operational HR, shared services, and
corporate.

14. Plan (Cont.)
7. Audit HR practices to prioritize those that will align with strategy,
integrate with each other, and be innovative.
8. Define what makes an effective HR professional in terms of role,
competencies, and activities.
9. Assess and invest in HR professionals to make sure they have the
abilities to deliver on the transformation.
10. Analyze, design, develop, Implement and refine.

15. HR Organization

16. HR Job Description
Employment:
1. Coordinate the staffing planning function.
2. Advertising vacancies.
3. Perform initial screening.
4. Testing and Interviewing.
5. Make job offers.
6. Do paperwork related to hiring.
Compensation and Benefits:
1. Establish objective and equitable pay systems.
2. Design cost-effective benefits packages that help attract
and retain high-quality employees.
3. Help employees to effectively utilize their benefits, such
as by providing information on retirement planning.

17. Job Description (Cont.)
Training and Development:
1. Help employees to maximize their potential.
2. Serve as internal change agents to the organization.
3. Provide counseling and career development.
Employee Relations:
1. Communications.
2. Fair application of policies and procedures.
3. Data documentation.
4. Coordination of activities and services that enhance
employee commitment and loyalty.

18. Final Thoughts
“Hire for attitude and train for skill.”
”اختار معتبرا السلوك و درب لإعطاء المهارة.“