the human resource function has to reinvent itself partly by compulsion and partly by choice... the most evolved function is the one with its eye on business results OR answering the question WHAT DOES THE CEO WANT FROM US???

1. CirculatedbyDrWilfredMonteiro-copyrightallrightsreservedCirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
A NEW MANDATE FOR
THE HUMAN RESOURCE FUNCTION
DR WILFRED MONTEIRO
www.synergymangager.net
MUMBAI - INDIA

2. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
• The willingness… even
enthusiasm… to change
EVERYTHING combined with
the wisdom to understand what
must NEVER be changed.
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
• The willingness… even
enthusiasm… to change
EVERYTHING combined with
the wisdom to understand what
must NEVER be changed.

3. CirculatedbyDrWilfredMonteiro-copyrightallrightsreservedCirculatedbyDrWilfredMonteiro-copyrightallrightsreserved

4. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
What employee engagement means
Creating a climate where people are committed to the
company’s success. Where they value, believe in and enjoy
the work they do to help the company be successful.
An engaged person brings creativity, passion and energy to the
job; they proactively drive change, deliver business results
and infect others with their enthusiasm. They are achieving
their full potential.
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
Creating a climate where people are committed to the
company’s success. Where they value, believe in and enjoy
the work they do to help the company be successful.
An engaged person brings creativity, passion and energy to the
job; they proactively drive change, deliver business results
and infect others with their enthusiasm. They are achieving
their full potential.

5. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
Engaged Employees
30% (Engaged)
54% (Not Engaged)
16% (Actively disengaged)
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
30% (Engaged)
54% (Not Engaged)
16% (Actively disengaged)

6. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
“The Future arrived when we“The Future arrived when we
weren’t looking, so we’re stillweren’t looking, so we’re still
dealing with issues, ideas anddealing with issues, ideas and
programs that don’t fit theprograms that don’t fit the
world’s new realities.”world’s new realities.”
Peter DruckerPeter Drucker
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
“The Future arrived when we“The Future arrived when we
weren’t looking, so we’re stillweren’t looking, so we’re still
dealing with issues, ideas anddealing with issues, ideas and
programs that don’t fit theprograms that don’t fit the
world’s new realities.”world’s new realities.”
Peter DruckerPeter Drucker

7. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
Changing Workforce Trends
Doers differ from thinkers
Assets are things
Labour is an expense
Lifetime employment
Top-down control
Localized work
Measure for results
Doers must be thinkers
Assets are people
People are an investment
Lifetime employability
Decentralized decisions
Decentralized Work
Measure for improvements
ToToFromFrom
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
Doers differ from thinkers
Assets are things
Labour is an expense
Lifetime employment
Top-down control
Localized work
Measure for results
Doers must be thinkers
Assets are people
People are an investment
Lifetime employability
Decentralized decisions
Decentralized Work
Measure for improvements
Source : Pfeffer (1994)

8. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
• CHANGING PSYCHOLOGY OF WORKER
Traditional Employees
Demand long-term job security
as a driver of commitment
Believe employers are
responsible for career growth
Are less satisfied with their jobs
Believe changing jobs often is
bad for career growth
Define loyalty, as tenure
Believe frequent job changes
are part of Career growth
View work as an opportunity for
income
Emerging Employees
Reject security
Take personal responsibility for
career growth
Are more satisfied with their jobs
hopping
Define loyalty as
accomplishment
View work as a chance to grow
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
Traditional Employees
Demand long-term job security
as a driver of commitment
Believe employers are
responsible for career growth
Are less satisfied with their jobs
Believe changing jobs often is
bad for career growth
Define loyalty, as tenure
Believe frequent job changes
are part of Career growth
View work as an opportunity for
income
Emerging Employees
Reject security
Take personal responsibility for
career growth
Are more satisfied with their jobs
hopping
Define loyalty as
accomplishment
View work as a chance to grow

9. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
• CHANGING PSYCHOLOGY OF WORKER
Traditional Employees
Demand long-term job security
as a driver of commitment
Believe employers are
responsible for career growth
Are less satisfied with their jobs
Believe changing jobs often is
bad for career growth
Define loyalty, as tenure
Believe frequent job changes
are part of Career growth
View work as an opportunity for
income
Emerging Employees
Reject security
Take personal responsibility for
career growth
Are more satisfied with their jobs
hopping
Define loyalty as
accomplishment
View work as a chance to grow
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
Traditional Employees
Demand long-term job security
as a driver of commitment
Believe employers are
responsible for career growth
Are less satisfied with their jobs
Believe changing jobs often is
bad for career growth
Define loyalty, as tenure
Believe frequent job changes
are part of Career growth
View work as an opportunity for
income
Emerging Employees
Reject security
Take personal responsibility for
career growth
Are more satisfied with their jobs
hopping
Define loyalty as
accomplishment
View work as a chance to grow

10. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
THE CHALLENGESOF HR
• To widen focus from an Administrative Role to a
more broader Strategic Role.
• To demonstrate exactly how they Create Value for
their Organization.
• New Realities require a new managerial focus on
people and on strategy implementation.
• New focus on people and strategy requires a new
approach to measuring performance.
• Effective people management and people
measurement systems need to be co-developed.
• Firms that do a better job implementing strategy and
measuring results consistently outperform their
peers.
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
• To widen focus from an Administrative Role to a
more broader Strategic Role.
• To demonstrate exactly how they Create Value for
their Organization.
• New Realities require a new managerial focus on
people and on strategy implementation.
• New focus on people and strategy requires a new
approach to measuring performance.
• Effective people management and people
measurement systems need to be co-developed.
• Firms that do a better job implementing strategy and
measuring results consistently outperform their
peers.

11. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
THE NEW HRD ROLES
1. OPERATIONALY RE ACTIVE
2. OPERATIONALY PROACTIVE
3. STRATEGICALLY REACTIVE
4. STRATEGICALLY PROACTIVE
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
1. OPERATIONALY RE ACTIVE
2. OPERATIONALY PROACTIVE
3. STRATEGICALLY REACTIVE
4. STRATEGICALLY PROACTIVE

12. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
STRATEGIC
H R M
LINE MANAGER’S
ROLE in HRM
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
OPERATIONAL
H R M
LINE MANAGER’S
ROLE in HRM

13. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
PROCESSES IN KNOWLEDGE
MANAGEMENT
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved

14. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
If you have any questions at
all please do not hesitate to
send a note or call.
My email address is:
wm@synergymanager.net
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
If you have any questions at
all please do not hesitate to
send a note or call.
My email address is:
wm@synergymanager.net

15. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
Dr WILFRED MONTEIRO
• is a nationally acclaimed stalwart in the field of
business management with an illustrious career
spanning over 25 years
• He is a consultant and advisor to Board of Directors
of leading companies & Chambers of Commerce;
• a management trainer of high repute who has
conducted over 1250 seminars in India and abroad
in areas of business strategy, marketing &
organization development.
• a Visiting Professor to premier management
institutes and staff training colleges throughout
India.
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
• is a nationally acclaimed stalwart in the field of
business management with an illustrious career
spanning over 25 years
• He is a consultant and advisor to Board of Directors
of leading companies & Chambers of Commerce;
• a management trainer of high repute who has
conducted over 1250 seminars in India and abroad
in areas of business strategy, marketing &
organization development.
• a Visiting Professor to premier management
institutes and staff training colleges throughout
India.
website: www.synergymanager.net 15
If you have any questions at all please do not hesitate to send a note or call.
My email address is: wm@synergymanager.net

16. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
Dr WILFRED MONTEIRO
please view the blogspots I have developed for my participant ongoing learning
• http://wilfredmonteiro.blogspot.in/
• http://negotiating-wizard.blogspot.in
• http://salescoach-india.blogspot.in
• http://the-sales-champ.blogspot.in
• http://salesforce-excellence.blogspot.in
• http://strategic-selling.blogspot.in
• http://hrm-excellence.blogspot.in
• http://personal-growth-guru.blogspot.in
• http://thegreatmanager.blogspot.in
• http://leadership-by-values.blogspot.in
• http://therightetiquette.blogspot.in
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
website: www.synergymanager.net 16
• http://wilfredmonteiro.blogspot.in/
• http://negotiating-wizard.blogspot.in
• http://salescoach-india.blogspot.in
• http://the-sales-champ.blogspot.in
• http://salesforce-excellence.blogspot.in
• http://strategic-selling.blogspot.in
• http://hrm-excellence.blogspot.in
• http://personal-growth-guru.blogspot.in
• http://thegreatmanager.blogspot.in
• http://leadership-by-values.blogspot.in
• http://therightetiquette.blogspot.in

17. CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
CONTACT US
Dr Wilfred Monteiro
TELE : 91 22 9819843927
EMAIL: wm@synergymanager.net
website:
www.synergymanager.net
CirculatedbyDrWilfredMonteiro-copyrightallrightsreserved
SYNERGY MANAGEMENT ASSOCIATES
since 1993
HR Systems Design
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Talent Management innovations
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