The Michigan StudyThe Michigan Study

2001~20022001~2002

S.H. LeeVP HR

May 23, 2002

The Four Component Of New HRThe Four Component Of New HR

Channel

支配 /老闆型發號施令者問題為主

ContentContribution

Competence

Human Resource Competency DomainsHuman Resource Competency Domains

Strategic Contribution

HR Delivery

Business Knowledg

e

PersonalCredibility

HR Technology

HR Competencies

New HR Competency FrameworkNew HR Competency Framework

Strategic Contribution Strategic Decision Making Culture Management Fast Change

Personal Credibility Effective Relationships Get Results Personal Communication

HR Delivery Development Structure and HR Measurement Staffing Performance Management

Business Knowledge Value Chain Value Proposition Labor Relations

HR Technology

New vs. Old ModelNew vs. Old Model

Strategic Contribution Strategic Decision Making Culture Management Fast Change

Personal Credibility Effective Partnerships Gets Results Personal Communication

HR Delivery Development Structure and HR Measures Staffing Performance Management

Business Knowledge Value Chain Value Proposition Labor

HR Technology

Change Management Sets Direction of Change Interpersonal Skills

Culture Management Personal Credibility

Achieves Results with Integrity Business Decision Making

HR Delivery and Practices Development Staffing Performance Appraisal Measurement of HR Rewards Communication Organization Design HR and Technology Workplace Policies

Understanding Your Business Internal Knowledge External Knowledge Human Resource Knowledge

New Competency Framework Old Competency Framework

Definition of ContributionDefinition of Contribution

Coach Business Leaders Coaches play a role in situations where participants must learn, adapt, and act in

an ever-improving way. Coaches set expectations for leadership behavior, provide accurate and candid

feedback; they follow up and reinforce personal change. Organizational Architect

Architects for an organization understand the external drivers of the business, create blueprints for organizational change, and work with managers to articulate the desired organization.

Design HR Systems Designers of HR systems must know best practices in HR systems, they must

create a menu of choices for HR, and they must prioritize HR investments for results.

Facilitate Change HR player’s facilitating role includes the ability to:

Frame complex trends in simplified and useable ways Perform organizational diagnoses and audits Facilitate teams, the ability to set the direction of change Manage the process of change

Leads Function As a leader, HR players set a good example of how to manage; they ensure that

HR is a cultural role model for the organization, and they build the capability of the HR department too add greater value.

Definition of ContentDefinition of Content

Talent: Have competent and committed employees at all levels of the organization

Speed: Move quickly; change fast; reduce cycle time; have flexibility

Customer Responsiveness: Know customers; be close to marketplace; anticipate customer needs; build close relationships with target customers

Ensure Accountability: Deliver on promises; meet performance goals; hold people accountable for performance

Alliances: Form, manage, and leverage partnerships of all types (joint ventures, alliances, mergers, acquisitions, licensing agreements, etc.)

Culture or Shared Mindset: Identify and create a new culture that is required by marketplace for products, services, and capital

Innovation: Create products and services; identify new ways of getting work done; define new markets and product applications; specify new ways of reaching business goals

Knowledge Management: Identify and leverage best practices form our own firm and from other firms; learn from successes and failures; create learning cycles; manage knowledge across internal boundaries

Definition of Content (con’t)Definition of Content (con’t) Leverage Technology: Acquire and exploit the latest trends in all forms of

technology (including electronic, product, and production process

technology); apply technology for maximum competitive advantage External Sensing: Identify trends in customer and competitive markets;

maintain sensitivity to local government, legal, and community trends Safety: Management and ensure safety throughout the organization Leadership: Identify and create leadership attributes, distinguish leadership

attributes at different levels; ensure that leadership attributes are linked to

business results; build leadership brand Quality/Continuous Improvement: Ensure quality in all that we do; invest

in quality disciplines; have a mindset of continuous improvement Collaboration: Create synergy among the different parts of our business:

make the “corporate whole more than the parts”; encourage extensive

teamwork Efficiency: Improve efficiency; reduce cost through productivity

improvements; focus on being low cost producer

Definition of ChannelDefinition of Channel

Line managers doing HR work

Corporate Headquarters HR

Centers of Expertise (i.e. concentrated groups of HR professionals

who consult with local “business units” in providing HR expertise.)

Embedded HR (i.e. HR professionals operating in an organization

unit as a generalist or business partner)

Shared Services (i.e. centralized centers where transactional HR

work such as benefits administration or payroll are processed)

E-HR (i.e. HR services delivered on-line)

Outsourced HR

General HR’sCompetence Level

High Performing Firm Low Performing Firm

External Knowledge MattersExternal Knowledge Matters

General HR’sCompetence Level

HPF LPF

Talent Management MattersTalent Management Matters

General HR’sCompetence Level HPF LPF

Change Management MattersChange Management Matters

General HR’sCompetence Level High Performing Firm Low Performing Firm

Professional Credibility ??Professional Credibility ??

The Michigan StudyThe Michigan Study

- TSMC Scores- TSMC Scores

Number of companies

Number of participants

Number of respondents

TSMC Asia Worldwide

1

8

46 874

89

32 234

749

7082

(con’t)

ConclusionConclusion Purpose of HR management is optimizing organization capability to

achieve the company’s business objectives.

Financial metrics are end results, hence lagging indicators.

The effectiveness in managing human side of the business is a leading indicator of the firm’s long term success.

Management’s role: transforming people asset into shareholders value

External business knowledge is vital for good HR leaders.

Talent management has high impact in business performance

e-HR as it is does not impact business performance

Conclusion (con’t)Conclusion (con’t)

HR leaders must play a role in culture management and change management

HR leaders must be a credible member at the strength table

Run HR like a business to serve the business

Business is our business, or we will be out of business.

Capability and capacity for fast change, or…

Pioneer, early adapter, follower, road block, or dinosaur!