1-changing nature of human resources

8/2/2019 1-Changing Nature of Human Resources

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3/23/2012 1BVIMRS-RKS-HRS


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Used to do Latest Agenda

Doables Staffing

Development

Compensation

Benefits

Communication

Orgn design

High performing teams,etc

Deliverables Strategy execution

Administrative efficiency

Employee contribution

Capacity for change



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HR profs must become Partners, players &pioneers.

HR practices must create value & deliverresults Enhance individual competencies & orgnl

capabilities.

HR practices must be aligned with needs ofinternal & external customers; Beyond POLICY POLICE & Regulatory Watchdogs TO

Partner, Players & Pioneers in delivering value.



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Increased pace of change technology,

globalization,

Profitable growth,

Customer demands

Understanding, leveraging and craftingCapabilities & Competencies HR Issues



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Earlier Focus New Focus

Administrative Transactional

Policy elements

Bureaucratic ways

Fair treatment ofemployees

Sourcing talent

Shaping firms values

Innovative Value driven Result oriented Impacting clients of HR;

Line managers

Employees

HR profs

Global management Orgnl Capabilities Cultural change Intellectual Capital.



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Criteria for successful HR practices; Financial measures

Employee morale

Market share

New role of HR; Centered on deliverables

New patterns of behavior

Learning & unlearning needs to occur



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Creating orgns that add Value to ; Investors

Customers

Community &

Employees How Line Mgrs & HR Mgrs together can

Champion the Competitive Orgn of the future.

Orgn Capability source of Competitiveness;

Line Mgrs & HR professionals to jointly Champion OrgnCapability.

New Agenda for both HR practices & HR professionals mustemerge.



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GLOBALISATION: New markets,

new products,

new mindsets,

new competencies & new ways of thinking about business.

How to attain Global Agility, Effectiveness &Competitiveness (e.g. TATA more than 50%

revenues other than India/ABG/IT/ITES Cos)



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Deregulation leads to consolidation (M&A)

Global mindset & local Commitment GLOCAL

Paradox of Global Economies of Scale & LocalResponsiveness ( e.g. Vedanta, Posco & LNM inOrissa/Jharkhand/Maha Mumbai SEZ).

Volatile political realities ( Europe, USA,Iran/Iraq/UAE/Libya/India/Siberia oil resources).

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FDI in Weaker Economies social & economic gapbetween HAVES & HAVE NOTS widens Revolt/Revolution.

Orgns as Global Relay Teams;

Ability to move Talents, Ideas & Information around for

creating Products & services FASTER & BETTER thanCompetitors.

Global shared mindset for free exchange of ideas from onelab to other labs.

For hiring, training & motivating employees Global and not

National perspective ( Tata, Jet Airways, Infosys,etc). Less security from Govt & Industry and more from an

individuals Talent & Efforts ELEMENTS OF SELF-SECURITYALWAYS REMAIN A WORK IN PROGRESS.



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New Gen more globally agile & literate. For success global literacy more necessary than

economic literacy.

Creating mindset that respects Local Conditions

while leveraging Global Thinking; Hence Operating Mgrs & HR Profs must create new

ways of thinking about Orgns.

Global Orgns less concerned with geographicproximity than with the virtual leveraging of Global

Resources.



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VALUE CHAIN FOR COMPETITIVENESS & HRSERVICES; Orgns to be more Customer Responsive;

Innovation

Faster decision making

Leading an industry in price/value Effective linking with suppliers & vendors to build value

chain of customers

Research indicates employee attitude correlates highlywith customer attitude.

HR practices must be applied to suppliers & customersoutside the firm (Motorola university/GE/Maruti/Hero-50% trg for suppliers,etc)



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Operating Mgrs & HR Profs must learn to create Orgnsthat work along the Value- Chain & across the Valuenetwork.

PROFITABILITY THROUGH COST & GROWTH: Profitability through combination of increased revenue &

decreased cost (Downsizing, delayering, re-engineering, six sigma, etc are cost reducing measures.

3 main paths to Growth have HR implications; Growth thru leveraging customers- current customers to buy

more

Leveraging Core Competencies introducing new products turning research knowledge into products.

M&As and Jt Ventures cultural incompatibility cause ofmajority of failures.



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Growth route has following HR issues; Creating commitment to rapid growth & supportive culture. Hiring people for leading growth while reducing overall labor

cost. Creating Orgns structure providing for autonomy for growth

& Discipline to control cost.

Operating Mgrs & HR Profs seeking Profitable Growthmust find New Ways to design & deliver orgnl practices(KEEP WORKING THE SAME WAY WILL GIVE SAMERESULTS)

CAPABILITY FOCUS: Orgn capabilities are DNA of competitiveness- e.g.

creating marketable technologies, financial flexibility, attracting & retaining global expatriates, etc



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Examples of soft orgnl capabilities; Building capabilities of Confidence both inside & outside. Becoming boundaryless seamless both internal &

external. Achieving capacity for change flexibility, agility for

constant innovation.

Learning & attaining change that builds on & maintainsitself. Operating Mgrs & HR Profs to constantly look for

Capabilities necessary for success; What capabilities exist? What will be required? Aligning capabilities with business strategies. Designing HR practices to create needed capabilities How needed capabilities accomplished?



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CHANGE, CHANGE & CHANGE SOME MORE; Learning to change faster & more comfortably Defining an orgnl model for change. As cycle times get shorter- pace of change increases HR Issues in Change;

How to unlearn? How to honour the past & adapt for the future? How to encourage risk taking for change? Which HR practices change for transformation & which to

leave the same for continuity? How to engage hearts & minds of every one (3Hs)?

How to change/unlearn & learn more rapidly faster thancompetitors?Only goose-bump speeches wouldn't do need to walk

the talk HR to persist without being PUSHY.



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TECHNOLOGY: Has made world smaller, closer & faster

Overcomes geographic, language & culturaldifferences ( e.g. Mr. Ashish Goyal 1st blindstudent to Wharton Business School MBA withHonours Trader with JP Morgan London NationalAward for the Empowerment of Persons withDisabilities -3/12/2010).

Working from homes & still connected.

Tech has redefined work time.



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ATTRACTING, RETAINING, AND MEASURINGCOMPETENCE & INTELLECTUAL CAPITAL; Competing for the best talent Need of Global Mgrs Leadership is team focused & shared rather than driven

by Single Person. Leveraging diverse contexts & cultures

Balancing Global economies of scale & local responsiveness.

Learning to Rapidly Learning; Turning opportunities into Visions

Transform Visions into Action & Align Actions with Customers

Intellectual capital constantly updated HR Agenda



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TURNAROUND IS NOT TRANSFORMATION: Turnaround is making business sleeker, swifter &

more streamlined

Transformation changes fundamental image of

business for customers & employees



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ON THE NATURE OF COMPETITION; Looking beyond cost, technology, distribution & product features AND

must identify other capabilities valued by customers i.e. FOCUS ON SPEED,RESPONSIVENESS, RELATIONSHIPS, AGILITY, LEARNING & EMPLOYEECOMPETENCE. TO CONTINUALLY PRODUCE BETTER THAN THEIR COMPETITORS CAN.

FOR LEADERS OF THE FUTURE; Winning goes beyond B/S, creating new mfg processes & forming

customer relationships;

MUST BUILD ORGNS THAT CHANGE, LEARN, MOVE & ACT FASTER.

SOCIALLY AWAKENED

Identifying & CREATING ORGNL CAPABILITIES CRITICAL TO BUSINESS SUCCESS ANDDESIGNING HRM PRACTICES FOR CREATING THOSE CAPABILITES



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FOR HR AS A PROFESSION; As champions of competiveness. More focused on deliverables that DOING their work

better. Role as value creator. Must learn to measure results in terms of business

competiveness rather than EMPLOYEE COMFORTand

To lead Cultural Transformation rather than

Consolidation, Re-engineering Or Downsizing. Spending more time being Professional thanProfessing



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Myths That Keep HR from Being aProfession

OLD MYTHS NEW REALITIESPeople opt for HR since theylike People

HR not for corporate/happinesstherapy- to make employeesmore competence &competitive

Any one can do HR HR Profs must master theory.

Deals with soft side of business hence not accountable

Must translate their work intofinancial performance

Focuses on cost- must becontrolled

Must add value, not reduce cost

Policy police, H&H patrol Help making committed people

Full of fads Part of evolutionary chain.

Staffed by nice people Confrontative, challenging &supportive as well

Is HRs job As important to Line mgrs asFinance, strategy, etc

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HR profs must begin to act professionally likephysicians, attorneys, engineers, etc andshare following characteristics; Focus on defined outcomes

A shared body of knowledge Essential competencies Ethical standards & clear roles

Above are must for HR Profs to be effectiveand in line with business strategies valuecreator.



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1-changing nature of human resources

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