Strategic Human Resource Management: 
Value Deliverables and Function 
Dr. Elijah Ezendu 
FIMC, FCCM, FIIAN, FBDI, FAAFM, ...
The Strategic Role of HR 
HR operates within a business environment that 
impinges on the organisation, acceptability of 
...
External Factors Impacting HR
Internal Factors Impacting HR
Business Indicators Demanding HR Responsiveness 
• Globalisation 
• Innovation 
• Operational Mobility 
• Competitive Adva...
Best Fit Versus Best Practice 
In alignment of HR business processes for 
optimal performance, best fit surpasses best 
pr...
The key focus in strategic human resource 
management is identification of appropriate HR 
function/ culture/ structure/ s...
Business Value 
Business value refers to a collective set of 
results generated in sync with goals of an 
organisation. Or...
Business Alignment 
Business Alignment is occasioned by placement 
of key activities with content and direction that 
are ...
HR Value vs. Business Goal 
Contemporary HR Value had been self-centred 
and somewhat disconnected from business goal 
ori...
HR Thrust 
Effective Business Alignment of HR Function 
implies every component of HR system, 
structure, policy, procedur...
Best Practices – How to Bridge the Business Divide 
•Evaluate current opportunity with the business 
# Bringing insight to...
According to James and Mona Fitzsimmons, the 
value equation should be as stated below. 
Value = (Results Produced) + (Pro...
Prodding Factuality of Value Equation 
If value as a function is relevant 
Then ‘results produced’ and ‘manned processes 
...
Identity of Results Produced 
Results Produced should be within the context 
of the receiver’s stance and not the percepti...
HR Strategic Resolution 
Total Value Deliverables of HR must be planned 
and implemented to fulfil requirements of all 
de...
Determinants of Strategic HR Capability 
of an Organisation 
Source: Elijah Ezendu, Strategic Human Resource Management
Dave Ulrich Model of HR Roles 
P 
R 
O 
C 
E 
S 
S 
E 
S 
P 
E 
O 
P 
L 
E 
FUTURE/ STRATEGIC FOCUS 
DAY-TO-DAY/ OPERATION...
Hunter, Saunders, Boroughs & Constance Viewpoint 
on Dave Ulrich Model of HR Roles
HR Business Partner 
As a strategic partner, the HR Business Partner (HRBP) aligns business 
objectives with employees and...
Exploratory Engagement 
Discuss the man specification for HR Business 
Partner? 
………………………………………………………………………… 
……………………………...
HR Shared Service Center 
This provides HR Shared Service, which is an 
assortment of various services selectively 
bundle...
Advantages of HR Shared Service Center 
• Economies of Scale 
• Cost Reduction 
• Standardisation 
• Elimination of Waste ...
Disadvantages of HR Shared Service Center 
• Problem of Over-Standardization 
• Loss of Regular Face to Face Interaction 
...
Four Perspectives of HR Function
Elements for Improving & 
Sustaining Productivity 
• Time Management 
• Developing High Performance Teams 
• Using Realist...
HR as Employee Advocate 
In this case, HR manages the aggregate 
contributions of employees through workable 
engagement, ...
Responsibility of Employee Advocate 
• Develop and Implement Viable Employee Engagement 
Framework 
• Create Favourable Wo...
Exploratory Engagement 
Kulamins Hiperium is an organisation with over 
35 country operations but greatly affected by 
hig...
Dr. Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise 
in HR, OD, Competitiv...
Thank You
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Strategic Human Resource Management

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A focus on value deliverables and function

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  • thks it was really helpful
       Antworten 
    Sind Sie sicher, dass Sie...  Ja  Nein
    Ihre Nachricht erscheint hier
  • @swatiarora31521301 Thanks for feedback. You mentioned intention to explore HR and Project Management. My advice is simple: For HR, you need to acquire broad knowledge of its dimensions through Masters Degree and Professional Qualification; For Project Management, explore it through PMP Programme of Project Management Institute or Prince2 of UK or MPM of AAPM. Invest in your competence.
       Antworten 
    Sind Sie sicher, dass Sie...  Ja  Nein
    Ihre Nachricht erscheint hier
  • Helpful. Thanks!
    I wanted to know about certifications in Human Resources or Project Management etc.
    I found an online certification course. Here’s the link:
    http://www.wiziq.com/course/24064-certified-human-resource-management-professional-chrmp
    I’d like to know more about this field.
       Antworten 
    Sind Sie sicher, dass Sie...  Ja  Nein
    Ihre Nachricht erscheint hier
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Strategic Human Resource Management

  1. 1. Strategic Human Resource Management: Value Deliverables and Function Dr. Elijah Ezendu FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr
  2. 2. The Strategic Role of HR HR operates within a business environment that impinges on the organisation, acceptability of output, performance, and expectation of stakeholders, that’s why a static response to business is inadmissible. There’s need for proper identification of business implications in every environmental upturn, so as to provide the right human resource input required for driving corporate strategy and attainment of stated objectives.
  3. 3. External Factors Impacting HR
  4. 4. Internal Factors Impacting HR
  5. 5. Business Indicators Demanding HR Responsiveness • Globalisation • Innovation • Operational Mobility • Competitive Advantage • Technology • Competition • Brand Evolution • Customer Satisfaction • Productivity • Financial Performance • Cost Reduction • Regulation
  6. 6. Best Fit Versus Best Practice In alignment of HR business processes for optimal performance, best fit surpasses best practice and emerge as the right choice, due to characteristic variation of the business environments of organisations.
  7. 7. The key focus in strategic human resource management is identification of appropriate HR function/ culture/ structure/ systems within the context of creation of value required for organisational excellence.
  8. 8. Business Value Business value refers to a collective set of results generated in sync with goals of an organisation. Organisational activities usually yield some outputs that may be acceptable by certain groups of workers as equitable value due to justification by perception. On the contrary, competitive activity value analysis demonstrates existence and extent of connectivity between activity output and an organisation’s goals.
  9. 9. Business Alignment Business Alignment is occasioned by placement of key activities with content and direction that are geared for achievement of organisational goals. Effective Business Alignment of HR Function shall occur when every activity output from each section of HR contributes fittingly to organisational pool of output earmarked for generating product or service.
  10. 10. HR Value vs. Business Goal Contemporary HR Value had been self-centred and somewhat disconnected from business goal orientated perspective. That’s why such output is not identified as ‘value adding result’ in corporate strategic outlay.
  11. 11. HR Thrust Effective Business Alignment of HR Function implies every component of HR system, structure, policy, procedures, initiatives, objectives and strategy must be focused on provisioning of excellent enablement for achievement of organisational goals. This should be the HR Thrust.
  12. 12. Best Practices – How to Bridge the Business Divide •Evaluate current opportunity with the business # Bringing insight to investment decisions # Building future value through today’s forums # Bridging the people visibility gap # Removing barriers and optimize performance •Develop platforms for strategic conversation •Transform HR Business Partners into strategic advisors •Report Links Source: Amy Wilson, Wilson Insight
  13. 13. According to James and Mona Fitzsimmons, the value equation should be as stated below. Value = (Results Produced) + (Process Quality) (Price) + (Cost of Acquiring the Service)
  14. 14. Prodding Factuality of Value Equation If value as a function is relevant Then ‘results produced’ and ‘manned processes for producing results’ are both relevant. Therefore, the strategic stance of outstandingly competitive organisations focus on results and what produces results, for the purpose of achieving effective value mapping from Chicken to Egg.
  15. 15. Identity of Results Produced Results Produced should be within the context of the receiver’s stance and not the perception of producer. HR must identify its service value in terms of relative worth to the receiver. The right sets of results that are unique, influential and conspicuous constitute competitive advantage.
  16. 16. HR Strategic Resolution Total Value Deliverables of HR must be planned and implemented to fulfil requirements of all designated customers, with crowning focus on achieving effective alignment to Corporate Mission and Strategy.
  17. 17. Determinants of Strategic HR Capability of an Organisation Source: Elijah Ezendu, Strategic Human Resource Management
  18. 18. Dave Ulrich Model of HR Roles P R O C E S S E S P E O P L E FUTURE/ STRATEGIC FOCUS DAY-TO-DAY/ OPERATIONAL FOCUS
  19. 19. Hunter, Saunders, Boroughs & Constance Viewpoint on Dave Ulrich Model of HR Roles
  20. 20. HR Business Partner As a strategic partner, the HR Business Partner (HRBP) aligns business objectives with employees and management in designated business units. The HRBP serves as a consultant to management on Human Resource related issues. Successful HRBP will act as employee champion and change agent. HRBP assesses and anticipates HR-related needs. Communicating needs proactively with HR department and business management, the HRBP seeks to develop integrated solutions. The HRBP formulates partnerships across the HR function to deliver value added service to management and employees that reflect the business objectives of the organization. The HRBP may include international Human Resource responsibilities. The HRBP maintains an effective level of business literacy about the business units financial position, its mid range plans, its culture and its competition. Source: Society for Human Resource Management
  21. 21. Exploratory Engagement Discuss the man specification for HR Business Partner? ………………………………………………………………………… ……………………………………………………………………....... .............................................................................. .............................................................................. .............................................................................. .........................................................................
  22. 22. HR Shared Service Center This provides HR Shared Service, which is an assortment of various services selectively bundled, thus heralding a shift from multiple isolated service provisioning to centralised system.
  23. 23. Advantages of HR Shared Service Center • Economies of Scale • Cost Reduction • Standardisation • Elimination of Waste • Boosts Customer Service Levels • Enhances Intradepartmental Synergy • Greater Accountability • Greater Autonomy • Greater Focus • Improves Communication • Enhances Customer-Centricity • Boosts Quality • Job Enrichment
  24. 24. Disadvantages of HR Shared Service Center • Problem of Over-Standardization • Loss of Regular Face to Face Interaction • Tendency to lose Top Talents to Competitors • High Initial Cost
  25. 25. Four Perspectives of HR Function
  26. 26. Elements for Improving & Sustaining Productivity • Time Management • Developing High Performance Teams • Using Realistic Performance Targets • Promote Effective Communication • Flexible Work System • Technology Driven Excellence • Work Environment • Productivity Friendly Culture • Connecting Output to Reward & Recognition • Appropriate Empowerment • Promoting Collaboration and Networking • Using Feasible Work Standards • Promoting Leadership Capability • Using Acceptable Productivity Measurements
  27. 27. HR as Employee Advocate In this case, HR manages the aggregate contributions of employees through workable engagement, motivation, guidance and capacity development.
  28. 28. Responsibility of Employee Advocate • Develop and Implement Viable Employee Engagement Framework • Create Favourable Work Environment • Promote Performance Friendly Culture • Act as Voice of Employees • Provide Fitting Employee Development Programmes • Facilitate Goal Convergence between Employer and Employee • Promote Employer Brand that Elicits Employee Loyalty • Promote a Corporate Family Framework that Ensures Job Security, Inclusiveness and Diversity.
  29. 29. Exploratory Engagement Kulamins Hiperium is an organisation with over 35 country operations but greatly affected by high cost of operations, loss of innovation leadership to a competitor, and sudden increase in staff turnover. As the new HR Director, you are required to develop appropriate solution.
  30. 30. Dr. Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, Business Development, Sales & Marketing, Interim Management, CSR, Leadership, Project & Programme Management, Cost Management, Outsourcing, Franchising, Intellectual Capital, eBusiness, Social Media, Software Architecture, Cloud Computing, eLearning & International Business. He holds proprietary rights of various systems. He is currently CEO, Rubiini (UAE); Hon. President, Worldwide Independent Inventors Association; Special Advisor, RTEAN; Director, MMNA Investments Limited. He had functioned as Chair, International Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Turnaround Project Director, Consolidated Business Holdings Limited; Lead Consultant/ Partner, JK Michaels; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta; Director, The Greens; Chief Advisor/Partner, D & E; Vice Chairman, Refined Shipping; Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke Akintola University of Technology, Nigeria; Editor-in-Chief & Chairman of Editorial Board, Cost Management Journal; National Executive Council Member, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellowship of Several Professional Institutes in North America, UK & Nigeria. He is an author & widely featured speaker in workshops, conferences & retreats. He was involved in developing Specialist Master’s Degree Course Content for Ladoke Akintola University of Technology (Nigeria) and Jones International University (USA). He holds Interim Management Assignments on Boards of Companies as Non-Executive Director.
  31. 31. Thank You
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