3. Strategic HRM
Strategic Angle of HR
The People Management
The HR Functions
The Role of HR in VUCA
VUCA is an acronym used to describe or reflect on the volatility,
uncertainty, complexity and ambiguity of general conditions and
situations.
How do you prepare â Skills, Knowledge, Competency
4. The Scope of SHRM and Learning âŚ..
Conception framework
HR as a Profession
HR Environment
HR strategy/ technology
HR Scorecard
Designing HR systems
Human Capital
HR Audit
HPWS
Software and HR
HR survey and best place to work
HRD and other related roles of HR
6. The changing workplace
⢠Information Economy
⢠Technology
⢠Emergence of Global Economy
⢠Small Business concept
⢠Informal network/ Network globally
⢠More choices
⢠Knowledge Economy
⢠Changing Customer demand
⢠Diversity
⢠Diversification
⢠GenY
⢠Women Empowerment
⢠Cloud Computing
⢠Virtual World
⢠Entrepreneurship rising
7. ⢠Challenging demographic shifts
â An aging population in many areas
â Large pockets of youth
⢠A broad mismatch between education and
opportunity
â Rise of the service sector
â Concerns regarding educational vigor
⢠Technology-driven changes in the way work is
done
â Remote, globally linked
â Decline of mid-tier jobs
⢠Growing workplace diversity
The changing workplace
8. ⢠Female
⢠Old(er)
⢠Entrepreneurial
⢠Mobile
Issues
⢠Engagement
⢠Attrition
⢠Diversity
⢠Work-balance
⢠Knowledge workers
Whatâs New About the Workers?
10. The Contingent Workforce
The notion of permanency is slipping away . . .
The idea of lifetime employment is gone . . .
The idea of teams where all of the people come from
within one company is past . . .
Itâs a contingent world
12. STRATEGY
âThe determination of the basic long-term goals and objectives of an enterprise
and the adoption of courses of action and the allocation of resources necessary
for carrying out these goals.â
A critical factor that affects Firm Performance
13. STRATEGY
Create 3 HR strategies for our organisation in managing
the Human Resources to get the Right Talent
3 strategies
14. STRATEGY
As an HR Professional, What do you do when you are caught during
Terrorist Attach
3 strategies
15. STRATEGY
⢠At the core, its is the debate between best fit and best practice
⢠Used for gaining a competitive advantage
â Innovation
⢠Offer something new; different from competitors
â Quality Enhancement
⢠Products and services
â Cost Reduction
⢠Attempt to be the lowest cost provider
⢠Optimal strategy depends on the wants and nature of competitors
16. TYPES OF STRATEGY
⢠Business
â Examines correspondence between each firmâs competitive strategy and its
system of high performance work practices
⢠Operations
â An internal approach; connected to the work organization inside a firm
⢠ResourceView
â Views human resources as sources of sustained competitive advantage
â HR intervention
â HR systemsâŚ.. HPWS/ HPWF/ HPWP
17. STRATEGY
The direction and scope of an organization over the long term
It should match the resources of the organization to its changing
environment (markets, customers and other stakeholders)
Strategy determines the direction where the organization is going
18. What gives the firm competitive advantage?
⢠Unique (differentiation, focus)
⢠Hard to copy
⢠Sustainable
⢠Competitive Advantage
⢠Competency
⢠Core Competency
⢠Framework / Models / Structure / âŚâŚ. BSc
20. ⢠SHRM is about systematically linking people with the organisation; more
specifically, it is about the integration of HRM strategies into corporate
strategies
⢠An alignment of the organisationâs HR practices, policies and programmes
with corporate and strategic business unit plans
STRATEGIC HRM
21. TranslatingVision and Strategy: Four Perspectives
Vision and
Strategy
Objectives Measures Targets Initiatives
FINANCIAL
âTo succeed
financially, how
should we
appear to our
shareholders?â
Objectives Measures Targets Initiatives
LEARNING AND GROWTH
âTo achieve
our vision, how
will we sustain
our ability to
change and
improve?â
Objectives Measures Targets Initiatives
CUSTOMER
âTo achieve
our vision, how
should we
appear to our
customers?â
Objectives Measures Targets Initiatives
INTERNAL BUSINESS PROCESS
âTo satisfy our
shareholders
and customers,
what business
processes must
we excel at?â
22. STRATEGIC HRM
â(S)trategic HRM is about how the employment / work relationships for all employees
can be managed in such a way as to contribute optimally to the organizationâs goal
achievement.â Legge (2005) P. 223
23. What are HR strategies?
⢠HR strategies set out what the organization intends to do about its human
resource management policies and practices and how they should be
integrated with the business strategy and with each other.
Key elements:
â Strategic objectives
â Plan of action
24. Overall HR strategies
âŚdescribe the general intentions of the organization about how people
should be managed and developed and what steps should be taken to
ensure that the organization can attract and retain the people it needs; and
ensure that employees are committed, motivated, engaged.
25. Human Resource Management Strategy
HRMS..
⢠HR is multidisciplinary: It applies the disciplines of Economics (wages,
markets, resources), Psychology (motivation, satisfaction), Sociology
(organization structure, culture) and Law (min. wage, labor contracts)
⢠HR is embedded within the work of all managers, and most individual
contributors due to the need of managing people (subordinates, peers and
superiors) as well as teams to get things done.
26. Human Resource Management Strategy
HRMS..
⢠HR is multidisciplinary: It applies the disciplines of Economics (wages,
markets, resources), Psychology (motivation, satisfaction), Sociology
(organization structure, culture) and Law (min. wage, labor contracts)
⢠HR is embedded within the work of all managers, and most individual
contributors due to the need of managing people (subordinates, peers and
superiors) as well as teams to get things done.
30. HR Strategy: Context of HR System
The âFive Factorsâ Influencing the HR System
â External Environment
â Social: social values, roles, trends, etc.
â Political: political forces, changes. Ex. PM and its agenda for Social
Security
â Legal: laws, court decisions, regulatory rules
â Economic: product, labor, capital, factor markets
32. mission
objectives and goals
strategy
structure
people
STRATEGIC DIRECTION HR LINKAGE
determining organizationâs business
setting goals and objectives
determining how to attain goals
and objectives
determining what jobs need to be done
and by whom
matching skills, knowledge, and
abilities to required jobs
Linking Organizational / Business Strategy to HR Planning
34. Five Work Generations Today
Source: Bureau of Labor Statistics Employment Projections
35. Competency: The superior performance indicators and characteristics
Job Analysis: The complete MIS of job, cut into job evaluation; Job study; Job
Description
What I have X What is needed XWhat is to be Addressed X How to
addressâŚâŚ leads to SHRM intervention
37. 37
HR Competency domains
Core CompetencyâŚ. Which are rare
Level Competency âŚ. Which are essential
Role Competency âŚ. Non-substitutable
38. As an HR
Professional/
Manager/ Executive,
what âŚâŚ
⢠Knowledge
⢠Skills
⢠Abilities
⢠Work Style
⢠is needed !!!!!
39. Example of HR Manager
Competency and Job Analysis
Role
Responsibility
Task
Work Activity
40. HR Roles / JD andWork context with respect to SHRM
41. Knowledge
⢠Personnel and Human Resources â Knowledge of principles and procedures for personnel
recruitment, selection, training, compensation and benefits, labor relations and negotiation, and
personnel information systems.
⢠Administration and Management â Knowledge of business and management principles
involved in strategic planning, resource allocation, human resources modeling, leadership technique,
production methods, and coordination of people and resources.
⢠English Language â Knowledge of the structure and content of the English language including
the meaning and spelling of words, rules of composition, and grammar.
⢠Customer and Personal Service â Knowledge of principles and processes for providing
customer and personal services.This includes customer needs assessment, meeting quality
standards for services, and evaluation of customer satisfaction.
⢠Law and Government â Knowledge of laws, legal codes, court procedures, precedents,
government regulations, executive orders, agency rules, and the democratic political process.
43. HR Competencies, HR Effectiveness and
Business Performance and Strategic
HRM perceptive âŚâŚ..1
44. Skills
⢠Active Listening â Giving full attention to what other people are saying, taking time to
understand the points being made, asking questions as appropriate, and not interrupting at
inappropriate times.
⢠Management of Personnel Resources â Motivating, developing,and directing people as they
work, identifying the best people for the job.
⢠Social Perceptiveness â Being aware of others' reactions and understanding why they react as
they do.
⢠Speaking â Talking to others to convey information effectively.
⢠Coordination â Adjusting actions in relation to others' actions.
45. Abilities
⢠Oral Comprehension â The ability to listen to and understand information and ideas presented
through spoken words and sentences.
⢠Written Comprehension â The ability to read and understand information and ideas presented
in writing.
⢠Oral Expression â The ability to communicate information and ideas in speaking so others will
understand.
⢠Speech Recognition âThe ability to identify and understand the speech of another person.
⢠Written Expression â The ability to communicate information and ideas in writing so others
will understand.
46. Work Style
⢠Integrity â Job requires being honest and ethical.
⢠StressTolerance â Job requires accepting criticism and dealing calmly and effectively with high
stress situations.
⢠Leadership â Job requires a willingness to lead, take charge, and offer opinions and direction.
⢠Dependability â Job requires being reliable, responsible, and dependable,and fulfilling obligations.
⢠Initiative â Job requires a willingness to take on responsibilities and challenges
47. HR Competencies, HR Effectiveness and
Business Performance and Strategic
HRM perceptive âŚâŚ..2
48. Most Critical HRM Areas that contribute to
Organisational Business Strategy
Module 4
49. Most Critical HRM Areas that contribute to
Organisational Business Strategy
⢠PMS
⢠T and D
⢠Staffing and recruitment
⢠Compensation
⢠Workforce planning
⢠Employee benefits and services
⢠OD exercise
⢠Legal compliance
⢠Change management
⢠HRIS
⢠Diversity management
⢠HR Research
⢠Ref: In. Jl of IR, , 2 Oct, 2015, p: 247âŚâŚ.
Profile of HR Professionals
⢠Human Capital Management
⢠HR Accounting
⢠HR Audit
⢠HPWS
50. 1âŚ..HR Competencies and Strategic HRM perceptive
2âŚ..recent SHRM Practices
3âŚ.. Future of HR
âŚâŚ.. Module 6 and last module
52. A competency refers to a cluster of knowledge, skills, abilities and other
characteristics (KSAOs) needed for effective job performance.
A set of competencies that define the requirements for effective performance
in a specific job, profession or organization are collectively referred to as a
competency model
53. SHRM Competency Model
⢠HR EXPERTISE (HR KNOWLEDGE)
⢠RELATIONSHIP MANAGEMENT
⢠COMMUNICATION
⢠ETHICAL PRACTICE
⢠BUSINESSACUMEN
⢠CRITICAL EVALUATION
⢠GLOBAL & CULTURAL EFFECTIVENESS
⢠LEADERSHIP & NAVIGATION
⢠CONSULTATION
54. Human Resource Expertise (HR Knowledge)
Key Behaviors of HRE
⢠Remains current on relevant laws, legal rulings and regulations.
⢠Maintains up-to-date knowledge of general HR practices, strategy and technology.
⢠Demonstrates a working knowledge of critical human resource functions, including
strategy; workforce management; learning and development; total rewards; risk
management; employment law; HR technology; and global and international HR.
⢠Prioritizes work duties for maximum efficiency.
⢠Develops and utilizes best practices.
⢠Delivers customized human resource solutions for organizational challenges.
⢠Seeks professional HR development.
⢠Seeks process improvement through numerous resources.
⢠Utilizes core business and HR-specific technologies to solve business challenges.
55. Relationship Management
Key Behaviors of RM
⢠Establishes credibility in all interactions.
⢠Treats all stakeholders with respect and dignity.
⢠Builds engaging relationships with all organizational stakeholders through trust, teamwork and direct
communication.
⢠Demonstrates approachability and openness.
⢠Ensures alignment within HR when delivering services and information to the organization.
⢠Provides customer service to organizational stakeholders.
⢠Promotes successful relationships with stakeholders.
⢠Manages internal and external relationships in ways that promote the best interests of all parties
⢠Champions the view that organizational effectiveness benefits all stakeholders.
⢠Serves as an advocate when appropriate.
⢠Fosters effective teambuilding among stakeholders.
⢠Demonstrates ability to effectively build a network of contacts at all levels within the HR function and in
the community, both internally and externally.
56. Consultation
Key Behaviors of Cl
⢠Applies creative problem-solving to address business needs and issues.
⢠Serves as an in-house workforce and people management expert.
⢠Analyzes specific business challenges involving the workforce and offers
solutions based on best practices or research.
⢠Generates specific organizational interventions (e.g., culture change,
change management, restructuring, training) to support organizational
objectives.
⢠Develops consultative and coaching skills.
⢠Guides employees regarding specific career situations.
57. Leadership and Navigation
Key Behaviors of L and N
⢠Exhibits behaviors consistent with and conforming to organizational culture.
⢠Fosters collaboration.
⢠Understands the most effective and efficient way to accomplish tasks within the parameters
of organizational hierarchy, processes, systems and policies.
⢠Develops solutions to overcome potential obstacles to successful implementation of
initiatives.
⢠Demonstrates agility and expertise when leading organizational initiatives or when
supporting the initiatives of others.
⢠Sets the vision for HR initiatives and builds buy-in from internal and external stakeholders.
⢠Leads the organization through adversity with resilience and tenacity.
⢠Promotes consensus among organizational stakeholders (e.g., employees, business unit
leaders, informal leaders) when proposing new initiatives.
⢠Serves as a transformational leader for the organization by leading change.
58. Communication
Key Behaviors of Cm
⢠Provides clear, concise information to others in verbal, written, electronic and other communication
formats for public and organizational consumption.
⢠Listens actively and empathetically to the views of others.
⢠Delivers critical information to all stakeholders.
⢠Seeks further information to clarify ambiguity.
⢠Provides constructive feedback effectively.
⢠Ensures effective communication throughout the organization.
59. Communication
Key Behaviors of Cm
⢠Provides proactive communications.
⢠Demonstrates an understanding of the audienceâs perspective.
⢠Treats constructive feedback as a developmental opportunity.
⢠Welcomes the opportunity to discuss competing points of view.
⢠Helps others consider new perspectives.
⢠Leads effective and efficient meetings.
⢠Helps managers communicate not just on HR issues.
60. Global and Cultural Effectiveness
Key Behaviors of G and CF
⢠Has a strong set of core values while operating with adaptability to particular conditions, situations and
people.
⢠Maintains openness to othersâ ideas and makes decisions based on experience, data, facts and reasoned
judgment.
⢠Demonstrates nonjudgmental respect for other perspectives.
⢠Works effectively with diverse cultures and populations.
⢠Conducts business with an understanding and respect for the differences in rules, customs, laws,
regulations and business operations between own culture and all cultures.
⢠Appreciates the commonalities, values and individual uniqueness of all human beings.
⢠Possesses self-awareness and humility to learn from others.
⢠Embraces inclusion.
61. Ethical Practice
Key Behaviors of EP
⢠Maintains confidentiality.
⢠Acts with personal, professional and behavioral integrity.
⢠Responds immediately to all reports of unethical behavior or conflicts of interest
⢠Empowers all employees to report unethical behavior or conflicts of interest without
fear of reprisal.
⢠Shows consistency between espoused and enacted values.
⢠Acknowledges mistakes.
⢠Drives the corporate ethical environment.
62. ⢠Applies power or authority appropriately.
⢠Recognizes personal bias and othersâ tendency toward bias, and takes measures to
mitigate the influence of bias in business decisions.
⢠Maintains appropriate levels of transparency in organizational practices.
⢠Ensures that all stakeholder voices are heard.
⢠Manages political and social pressures when making decisions.
63. Ethical Practice
Key Behaviors of EP
⢠Maintains confidentiality.
⢠Acts with personal, professional and behavioral integrity.
⢠Responds immediately to all reports of unethical behavior or conflicts of interest
⢠Empowers all employees to report unethical behavior or conflicts of interest without
fear of reprisal.
⢠Shows consistency between espoused and enacted values.
⢠Acknowledges mistakes.
⢠Drives the corporate ethical environment.
64. ⢠Applies power or authority appropriately.
⢠Recognizes personal bias and othersâ tendency toward bias, and takes measures to
mitigate the influence of bias in business decisions.
⢠Maintains appropriate levels of transparency in organizational practices.
⢠Ensures that all stakeholder voices are heard.
⢠Manages political and social pressures when making decisions.
65. Critical Evaluation
Key Behaviors of CE
⢠Makes sound decisions based on evaluation of available information.
⢠Assesses the impact of changes to law on organizational human resource
management functions.
⢠Transfers knowledge and best practices from one situation to the next.
⢠Applies critical thinking to information received from organizational stakeholders
and evaluates what can be used for organizational success.
⢠Gathers critical information.
66. ⢠Analyzes data with a keen sense for what is useful.
⢠Delineates a clear set of best practices based on experience, evidence from
industry literature,
⢠published peer-reviewed research, publicly available web-based sources of
information and other sources.
⢠Analyzes information to identify evidence-based best practices.
⢠Identifies leading indicators of outcomes.
⢠Analyzes large quantities of information from research and practice.
67. Business Acumen
Key Behaviors of BA
⢠Demonstrates an understanding of the strategic relationship between effective
human resource management and core business function.
⢠Demonstrates a capacity for understanding the business operations and functions
within the organization.
⢠Understands the industry and business/competitive environment within which the
organization operates.
⢠Makes the business case for HR management (e.g., ROI) as it relates to efficient
and effective organizational functioning.
68. ⢠Uses organizational resources to learn the business and operational functions.
⢠Understands organizational metrics and their correlation to business success.
⢠Uses organizational metrics to make decisions.
⢠Markets HR both internally (e.g., return on investment/ROI of HR initiatives) and
externally (e.g., employment branding).
⢠Leverages technology to solve business problems.
69. Latest as per Competency Study 2015
⢠Strategic Positioner
⢠Credible Activist
⢠Capability Builder
⢠Change Champion
⢠Human Resource Innovator and Integrator
⢠Technology Proponent
71. Credible Activist
⢠Earning trust through results
⢠Influencing and relating to others
⢠Improving through self-awareness
⢠Shaping the HR profession
72. Capability Builder
⢠Capitalizing organizational capability
⢠Aligning strategy, culture, practices, and behavior
⢠Creating a meaningful work environment
74. Human Resource Innovator and Integrator
⢠Optimizing human capital through workforce planning and analytics
⢠Developing talent
⢠Shaping organization and communication practices
⢠Driving performance
⢠Building leadership brand
77. Paradigm shift in Business Scenario
⢠Competition is global
⢠Speed
⢠Growing customer expectations
⢠People issues to be addressed on top priority
78.
79.
80.
81. ⢠HR Quality Index
⢠Impact of Employee Practices on Business Performance
82. Question âŚ.
To what extent does your HR department use the following HR practices to
manage employees?
83. ⢠Select best all around candidates when recruiting
⢠Provide employees comprehensive training throughout their career
⢠Use performance appraisals to provide employees feedback for personal
development
⢠Offer pay level (including incentives) that is higher than that of competitors
⢠Ensure that employee salaries and rewards are determined by
performance
⢠Empower employees to recommend necessary changes in the way they
perform their work
⢠Ask employees for their opinions in advance on decisions that affect
employees
84.
85. SHIFTSTHAT ARE RE-SHAPING HR ROLES
FROM
Local markets, operations
Manufacturing, clerical work
Hierarchy
Intermediaries; face-to-face
Obedience to formal authority
Stability, efficiency, control
Full time job
Customer service
Work done by employees
Fixed work location
Management prerogative
Loyal service
White, male workforce
Financial performance
âGet a jobâ
TO
Global markets, operations
Service, knowledge work
Networks
Direct access, virtual relationship
Questioning of formal authority
Change, creativity, flexibility, order
Part-time and project work
Shareholder, stakeholder value
Work done by many contributors
Diverse work locations
Social licence
Marketable knowledge,skills
Diverse workforce
Triple bottom line
âGet a lifeâ
86. HR EXECUTIVESâVIEW OFTHE FUTURE
TOP 5 BUSINESS CHALLENGES
⢠Developing new markets
⢠Improving profitability
⢠Market share growth
⢠Becoming the recognised global
market leader
⢠Building shareholder value
TOP 3 HR CHALLENGES
⢠Attracting and retaining talented
people
⢠Improving organisational
capabilities
⢠Developing leadership skills
87. âThe bad and the ugly in HRâ
âMany HR people still lack business acumenâ
âWe have not adequately managed high expectations of HRâ
âThereâs too much modeling of mediocrity⌠and way too little real research
going onâ
âWe have overhyped e-learning and some other fadsâ
âWe do much order-taking⌠and mistaking talk for actionâ
88. Body of Knowledge
Strategic Business Management
Talent Management
Change Management
Workforce Planning and Employment
Compensation and Benefits
Human Resource Development
Employee and Labor Relations
HR Technology
Risk Management
Global and International Human Resources
Bodies of knowledge for HR professionals 10 years from now
90. To what extent are the following true of your HR department?
⢠Interacts effectively with the Board of Directors
⢠Has clear roles and responsibilities for each of the groups within HR (e.g., service
centers, centers of expertise, embedded HR)
⢠Matches the structure of the HR department with how the business is organized
⢠Ensures that HR initiatives enable the business to achieve strategic priorities
⢠Develops an HR strategy that clearly links HR practices to business strategy
⢠Ensures that the different groups within HR work effectively with each other to
provide integrated HR solutions
⢠Effectively manages external vendors of outsourced HR activities
⢠Invests in training and development of HR professionals
⢠Ensures that HR is a cultural role model for the rest of the organization
⢠Holds line managers accountable for HR
⢠Connects HR activities to external stakeholder expectations (e.g., customers,
investors)
⢠Tracks and measures the impact of HR
94. EXTERNAL ENVIRONMENTS: 3
⢠Collaborating Organizations
⢠Demands for Service (Customers)
⢠Technology
⢠Economic and Social Change
95. INTERNAL ENVIRONMENTS: 1
⢠Structure of Organization
⢠Allocation of Tasks
⢠Availability of Resources
⢠Organization ofWorkforce Rules
96. INTERNAL ENVIRONMENTS: 2
⢠Development andTraining Process
⢠Rewards and Benefits Structure
⢠Strategic Uses of Compensation and Benefits
⢠Adaptations to Organizational Change
104. The flexible enterprise
⢠Multiple centres
⢠Steeple of expertise
⢠Interdependent units
⢠Multiple alliances
⢠Diverse structures
⢠Cosmopolitan mindset Emphasis on flexibility
105. Predictions for the 2020 Workplace (1)
1. Career advancement based on reputational capital
2. Mobile device become office, classroom, concierge
3. Global talent shortage will be acute â
4. Recruiting through social networking sites â
5. Web commuters force companies to reinvent
6. CEOs must know blogging â
7. Corporate curriculum uses video game & simulationâ
8. Move from outsourcing to crowdsourcing â
106. Predictions for the 2020 Workplace (2)
9. Leaders are elected
10. Lifelong learning will be a business requirement
11. Work-life flexibility replace work-life balance â
12. Use CSR to attract and retain talents â
13. Cultural diversity is a business issue not HR issue
14. The lines among marketing, communication, and learning will blur
15. Social media literacy is required for everyoneâ
16. Permanent full-time employment fades out â
107. Forces Shaping the Future HR
ďľ A worldwide shift in demographics â
ďľ The knowledge economy
ďľ Globalization and cultural diversity
ďľ The digital workplace
ďľ The ubiquity of mobile technology â
ďľ A culture of connectivity â
ďľ Corporate social responsibility â
108. ⢠Look at all the HR systems
⢠What Newness can be done
⢠How can it be worked
110. What do CEOs Think of HR?
⢠Do not possess a sufficient working knowledge of what business is all about or
of the strategic goals of the organization they serve.
⢠Lack leadership ability.
⢠Are reactive â .
⢠Unable to take the lead to establish a vision for change and gain the support
necessary to lead the charge â .
⢠Are fad chasers who want to find solutions to problem in other organizations
and then âdrop them in placeâ â .
111. What do CEOs Want From HR?
⢠Committed to the success of the organization
⢠Understand overall corporate mission
⢠Capable to instill & nurture trust â
⢠Recruits/selects high-quality professionals â
⢠Up-to-dated legislative/ regulatory issues
⢠Contribution of education and development programmes to future
requirements of business
⢠Develops HR plans linked to business mission & strategy â
⢠Works effectively with other line managers â
112. Self-centered â
Emotional
Lack of ownership
Impatient â
Low self-esteem
Low self-efficacy â
Psychological Characteristics of Today Generation
115. HR Solutions
1. Restructure the time and place of work
2. Make work physically easier
3. Develop approaches to tap expertise
4. Broaden your definition of âworkforceâ
5. Leverage Boomersâ specialized skills, unique capabilities, and lifestyle
6. Help them plan
7. Train them
8. Help them experiment
9. Help them leverage their skills outside your organization
10. Develop realistic succession plans and well-grounded workforce strategies
116.
117. Skills
⢠Active Listening â Giving full attention to what other people are saying, taking time to
understand the points being made, asking questions as appropriate, and not interrupting at
inappropriate times.
⢠Management of Personnel Resources â Motivating, developing,and directing people as they
work, identifying the best people for the job.
⢠Social Perceptiveness â Being aware of others' reactions and understanding why they react as
they do.
⢠Speaking â Talking to others to convey information effectively.
⢠Coordination â Adjusting actions in relation to others' actions.
118. Abilities
⢠Oral Comprehension â The ability to listen to and understand information and ideas presented
through spoken words and sentences.
⢠Written Comprehension â The ability to read and understand information and ideas presented
in writing.
⢠Oral Expression â The ability to communicate information and ideas in speaking so others will
understand.
⢠Speech Recognition âThe ability to identify and understand the speech of another person.
⢠Written Expression â The ability to communicate information and ideas in writing so others
will understand.
119. Work Style
⢠Integrity â Job requires being honest and ethical.
⢠StressTolerance â Job requires accepting criticism and dealing calmly and effectively with high
stress situations.
⢠Leadership â Job requires a willingness to lead, take charge, and offer opinions and direction.
⢠Dependability â Job requires being reliable, responsible, and dependable,and fulfilling obligations.
⢠Initiative â Job requires a willingness to take on responsibilities and challenges
120. HR Competencies, HR Effectiveness and
Business Performance and Strategic
HRM perceptive âŚâŚ..2
123. Credible Activist
⢠Earning trust through results
⢠Influencing and relating to others
⢠Improving through self-awareness
⢠Shaping the HR profession
124. Capability Builder
⢠Capitalizing organizational capability
⢠Aligning strategy, culture, practices, and behavior
⢠Creating a meaningful work environment
126. Human Resource Innovator and Integrator
⢠Optimizing human capital through workforce planning and analytics
⢠Developing talent
⢠Shaping organization and communication practices
⢠Driving performance
⢠Building leadership brand
129. Paradigm shift in Business Scenario
⢠Competition is global
⢠Speed
⢠Growing customer expectations
⢠People issues to be addressed on top priority
130.
131.
132.
133. ⢠HR Quality Index
⢠Impact of Employee Practices on Business
Performance
134. Question âŚ.
To what extent does your HR department use
the following HR practices to manage
employees?
135. ⢠Select best all around candidates when recruiting
⢠Provide employees comprehensive training throughout their career
⢠Use performance appraisals to provide employees feedback for
personal development
⢠Offer pay level (including incentives) that is higher than that of
competitors
⢠Ensure that employee salaries and rewards are determined by
performance
⢠Empower employees to recommend necessary changes in the way
they perform their work
⢠Ask employees for their opinions in advance on decisions that
affect employees
136.
137. SHIFTSTHAT ARE RE-SHAPING HR ROLES
FROM
Local markets, operations
Manufacturing, clerical work
Hierarchy
Intermediaries; face-to-face
Obedience to formal authority
Stability, efficiency, control
Full time job
Customer service
Work done by employees
Fixed work location
Management prerogative
Loyal service
White, male workforce
Financial performance
âGet a jobâ
TO
Global markets, operations
Service, knowledge work
Networks
Direct access, virtual relationship
Questioning of formal authority
Change, creativity, flexibility, order
Part-time and project work
Shareholder, stakeholder value
Work done by many contributors
Diverse work locations
Social licence
Marketable knowledge,skills
Diverse workforce
Triple bottom line
âGet a lifeâ
138. HR EXECUTIVESâVIEW OFTHE FUTURE
TOP 5 BUSINESS CHALLENGES
⢠Developing new markets
⢠Improving profitability
⢠Market share growth
⢠Becoming the recognised global
market leader
⢠Building shareholder value
TOP 3 HR CHALLENGES
⢠Attracting and retaining talented
people
⢠Improving organisational
capabilities
⢠Developing leadership skills
139. âThe bad and the ugly in HRâ
âMany HR people still lack business acumenâ
âWe have not adequately managed high expectations of HRâ
âThereâs too much modeling of mediocrity⌠and way too little real research
going onâ
âWe have overhyped e-learning and some other fadsâ
âWe do much order-taking⌠and mistaking talk for actionâ
140. Body of Knowledge
Strategic Business Management
Talent Management
Change Management
Workforce Planning and Employment
Compensation and Benefits
Human Resource Development
Employee and Labor Relations
HR Technology
Risk Management
Global and International Human Resources
Bodies of knowledge for HR professionals 10 years from now
142. To what extent are the following true of your HR department?
⢠Interacts effectively with the Board of Directors
⢠Has clear roles and responsibilities for each of the groups within HR (e.g., service
centers, centers of expertise, embedded HR)
⢠Matches the structure of the HR department with how the business is organized
⢠Ensures that HR initiatives enable the business to achieve strategic priorities
⢠Develops an HR strategy that clearly links HR practices to business strategy
⢠Ensures that the different groups within HR work effectively with each other to
provide integrated HR solutions
⢠Effectively manages external vendors of outsourced HR activities
⢠Invests in training and development of HR professionals
⢠Ensures that HR is a cultural role model for the rest of the organization
⢠Holds line managers accountable for HR
⢠Connects HR activities to external stakeholder expectations (e.g., customers,
investors)
⢠Tracks and measures the impact of HR
146. EXTERNAL ENVIRONMENTS: 3
⢠Collaborating Organizations
⢠Demands for Service (Customers)
⢠Technology
⢠Economic and Social Change
147. INTERNAL ENVIRONMENTS: 1
⢠Structure of Organization
⢠Allocation of Tasks
⢠Availability of Resources
⢠Organization ofWorkforce Rules
148. INTERNAL ENVIRONMENTS: 2
⢠Development andTraining Process
⢠Rewards and Benefits Structure
⢠Strategic Uses of Compensation and Benefits
⢠Adaptations to Organizational Change
156. The flexible enterprise
⢠Multiple centres
⢠Steeple of expertise
⢠Interdependent units
⢠Multiple alliances
⢠Diverse structures
⢠Cosmopolitan mindset Emphasis on flexibility
157. Predictions for the 2020 Workplace (1)
1. Career advancement based on reputational capital
2. Mobile device become office, classroom, concierge
3. Global talent shortage will be acute â
4. Recruiting through social networking sites â
5. Web commuters force companies to reinvent
6. CEOs must know blogging â
7. Corporate curriculum uses video game & simulationâ
8. Move from outsourcing to crowdsourcing â
158. Predictions for the 2020 Workplace (2)
9. Leaders are elected
10. Lifelong learning will be a business requirement
11. Work-life flexibility replace work-life balance â
12. Use CSR to attract and retain talents â
13. Cultural diversity is a business issue not HR issue
14. The lines among marketing, communication, and learning will blur
15. Social media literacy is required for everyoneâ
16. Permanent full-time employment fades out â
159. Forces Shaping the Future HR
ďľ A worldwide shift in demographics â
ďľ The knowledge economy
ďľ Globalization and cultural diversity
ďľ The digital workplace
ďľ The ubiquity of mobile technology â
ďľ A culture of connectivity â
ďľ Corporate social responsibility â
160. ⢠Look at all the HR systems
⢠What Newness can be done
⢠How can it be worked
162. What do CEOs Think of HR?
⢠Do not possess a sufficient working knowledge of what business is all about or
of the strategic goals of the organization they serve.
⢠Lack leadership ability.
⢠Are reactive â .
⢠Unable to take the lead to establish a vision for change and gain the support
necessary to lead the charge â .
⢠Are fad chasers who want to find solutions to problem in other organizations
and then âdrop them in placeâ â .
163. What do CEOs Want From HR?
⢠Committed to the success of the organization
⢠Understand overall corporate mission
⢠Capable to instill & nurture trust â
⢠Recruits/selects high-quality professionals â
⢠Up-to-dated legislative/ regulatory issues
⢠Contribution of education and development programmes to future
requirements of business
⢠Develops HR plans linked to business mission & strategy â
⢠Works effectively with other line managers â