This document discusses the changing role of human resources and a model for HR to take on multiple roles to add more value and deliver results to organizations. It proposes that HR professionals transition from operational to more strategic roles by shifting from qualitative to quantitative, policing to partnering, short-term to long-term, and more. A multiple role model is presented for HR management with a focus on strategic priorities, day-to-day operations, people processes, and managing various areas like strategic resources, infrastructure, employee contribution and transformation. Key challenges for the future of HR are also outlined.

1. Human ResourceHuman Resource
Champions : The NextChampions : The Next
Agenda for Adding Value andAgenda for Adding Value and
Delivering ResultsDelivering Results

2. The changing nature of HumanThe changing nature of Human
Resources: a model for multiple rolesResources: 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 & customer-
focused
• Reactive to proactive
• Activity-focused to solutions-focused

3. A multiple-role model for HRA multiple-role model for HR
managementmanagement
Future/strategic focus
Day to day/operational focus
process people
Management of strategic
Human resources
Management of transformation
& change
Management of
Firm infrastructure
Management of employee
contribution

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

5. What’s NextWhat’s Next
• What’s So?
• So What?
• Now What?

6. What’s So?What’s 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

7. So What?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 Professionals
Line Managers
Staff Professionals
Venders
(consultants, sub-contractors, outsourcing partners)
HR Community: A series of Partnerships

8. Now What?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

9. Challenge one: HR TheoryChallenge 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

10. • Late 1970s: four core HR activities
– Staffing, development, appraisal, and rewards
• Global HR: different country’s 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 ToolsChallenge two: HR Tools

11. • 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 two: HR ToolsChallenge two: HR Tools

12. • 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 three: HR CapabilitiesChallenge three: HR Capabilities

13. • 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 four:Challenge four:
HR value propositionHR value proposition

14. • How does HR organize to deliver value?
• Who does HR work?
• Where is accountability for HR work?
• How is the structure of the firm’s HR
community established?
Challenge five: HR GovernanceChallenge five: HR Governance

15. contributor
Challenge six: HR CareersChallenge six: HR Careers
Site
Outside HR
Business
Corporate
Generalist
Generalist
Generalist
Generalist
Specialist
Specialist
Specialist
Specialist
strategist
integrator

16. • Credibility: Accuracy, consistency, meeting commitment,
chemistry, integrity, thinking outside, confidentiality,
listening to and focusing on executive problems
Challenge seven:
HR Competencies
Business Mastery
Personal Credibility
Human Resource Mastery Change + Process Mastery

17. For Details and Appointment contact:-
Parveen Kumar Chadha… THINK TANK
(Founder and C.E.O of Saxbee Consultants & Other-Mother
marketingandcommunicationconsultants.com)
Email :-saxbeeconsultants@gmail.com
Mobile No. +91-9818308353
Address:-First Floor G-20(A), Kirti Nagar, New Delhi India Postal Code-110015