- 1. Transitions and TransformationsSHAPING THE ROLE OF HR:
Tactics for Strategic ChangeDan Scotti Training and Learning
Development
2. SESSION OBJECTIVES Broaden perspectives Challenge the
conventional wisdom regarding HRM Peek into the future 3. Survey
Says.. A recent survey by the Towers Perrin Group revealed that:
50% of HR professionals see themselves as strategic business
partners within their organizations But only 17% of HR
professionals say they are invited to participate in the initial
stages of major enterprise initiatives 4. Closing the Gap Requires
A change in mindset HR The Enterprise Continuing to performing the
basic functionswell Organizational Literacy Courageous Leadership
5. A New Mindset:HR as an Investment, Rather than anExpense
Historically: HR and people were notconsidered tangible assets. The
means ofproduction was a machine bolted to thefactory floor. People
merely operated it. Today: The intangible of human capital
(whatpeople know + their level of commitment tothe organization) is
the prime driver oforganizational results. 6. A New Paradigm HR is
shifting from focusing on the organization of the business to
focusing on the business of the organization 7. The Goal The intent
of the new HR paradigm is to achieve alignment among the Strategy
Structure Culture of the enterprise. 8. Strategic HR Focus
Alignment Process integration Information management Innovation
Measurable results 9. Strategic HR Partner Change agent Passionate
about people as the source oforganizational success 10. The
Foundation Traditional HR Functions Employment Compensation
Benefits Training/Development 11. Just a Thought If you keep on
doing what youve always done, youll keep on getting what you always
got 12. Emerging FunctionsAdditional value added: Multi level
performance analysis people,teams, the organization Aligning HR
process to drive organizationalresults HR as a component in the
enterprise valueproposition, in vision & mission achievement
13. High Gain HR Questions How do people create value for
theorganization? How does HR contribute to and measure thevalue
creation process? 14. HR Evolution:Personnel Functions Transactions
Compliance Record keeping Financial Focus Cost minimized Key
StrategiesRule knowledge Process efficiency Products/Services
Payroll & benefit administration Job descriptions/standards
Training Compliance MetaphorThe enforcer ParadigmTechnical
correctness 15. HR Evolution: Human Resources Functions Advisory
services Problem solving Operational issues Financial focus Cost
control Key strategiesHR practices Business context
Products/services Recruiting, Performance evaluation, Payroll,
Position management, Employee relations, Training &
Development, Risk management MetaphorBusiness Partner
ParadigmProcess Improvement 16. HR Evolution: Human Capital
Functions Capacity building Opportunity identification Strategic
issues Financial focus Investment analysis (ROI) Key
strategiesSystems thinking Strategic consulting Products/services
Human capital planning, Talent management, Leadership development
& succession planning, Performance culture, Competency systems,
Metrics MetaphorStrategic Partner ParadigmTransformation 17. HR
Strategic Architecture HR Function HR System Human HR
professionalsPerformance driven, Performance with
strategicstrategically aligned policies &
practicesStrategically competencies to focused deliver
competencies, products/services motivation, that drive skills,
organizational success capabilities 18. The Strategic HR
ModelStrategicHR LeadershipThe HR Value Proposition:Linkage to
ResultsBusiness Literacy:HR knows the businessDoing the basicsKnow
the HRBOKwellPersonal credibility of the HR practitioner 19. An
Emerging HR Mindset Focused on adding value for the customer
Proactive Willing to assume risk Results driven 20. HR Best
PracticesHR Practice Bottom 10% Top 10% MeasuresQualified
applicants per hire 837Annual training hours:Per new employee35
117Per experienced employee1372% employees receivingperformance
appraisal41% 95%360 feedback4% 52%% hired based on a validated4%
30%selection test 21. Tactic: A Consultative Approach A phased,
modular, repeatable and iterativeprocess for HR professionals so
that customerrelationships are enhanced. Strengthen the HR value
proposition Create enterprise HR bench strength Manage HR
professionals as an enterprise asset 22. A Best Practice: HR
Consulting Setting the Stage Entering, Scoping, Contracting
Diagnosis Determining Action, Planning, Implementation Assessing,
Closing 23. Skills For each Phase: Structure Challenges A set of
consultative skills An Action Learning Activity to transcend
thelearning 24. HR CHALLENGES Focus strategically- act tactically
Assessment Develop/apply new measures Audit measures Analyze &
report Change planning and implementation Continuous improvement
25. A Couple of Closing Thoughts Be careful of yesterdays success,
becausesuccess tastes so good it dulls the appetite forrisk.. The
significant problems in life cannot besolved from the same mode of
thinking thatcreated them
