hr for hr

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HR for HR seminar by Prof. Dr. Aung Tun Thet 1:30 - 4:00 PM 25th May 2014 UMFCCI

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  • HR for HR Prof.Dr.Aung Tun Thet Adding Value and Delivering Results
  • Our progress as a nation can be no swifter than our progress in education. The human mind is our fundamental resource.
  • Audience HR Community HR Professionals MSHRM
  • Messages 1. Role and function of HR in organizations 2. HR in HR practices
  • Four roles or deliverables for HR 1. Management of Strategic HR 2. Firm infrastructure 3. Employee contribution 4. Transformation and Change
  • Doing HR for HR
  • New way of thinking and doing HR Cobblers unshod children Design systems; give advice; help others Do not apply HR principles to themselves
  • Doing HR for HR Strategic HR HR Strategy HR Orgnization
  • Three Issues Related Focus on business success
  • Strategic HR: Turning Business Strategies Into HR Priorities
  • Strategic Challenge Moving from business strategy to HR Plan to HR practices
  • Strategic Planning 1. Strategic Formulation 2. Strategic Implementation
  • Strategy Formulation without Implementation: Unfulfilled Promises Three purposes of Strategy 1.Future direction for business - vision, mission 2.Allocate resources 3.Commitment
  • Strategy Implementation Follows formulation Organizational practices aligned with business strategy
  • Strategic HR and Fulfilment of Strategic Promises: Defining Capabilities Organizational Capability - processes and capabilities to make strategy happen Capabilities - important link between formulation and implementation
  • Corporate HR Strategy: Six Foci 1. Performance-driven culture 2. Marketplace competitiveness 3. Valuing differences 4. Continual learning and development 5. World-class leadership 6. Environment
  • Strategic Planning Process Three basic questions 1.Business issues: Major issues faced 2.Organizational Capabilities: Organisational capabilities required to meet business goals 3.HR practices: Leverage HR practices to create, reinforce and sustain needed capabilities
  • HR Strategy: Shaping HR Function
  • HR Strategy Value created by HR function Work done by HR professionals add value Shapes HR function: Define deliverables and outcomes Justifying resources Setting priorities
  • HR Strategies 1. Vision 2. Mission 3. Values 4. Stakeholders 5. Initiatives 6. Priorities(Goals/Objectives) 7. Actions 8. Measures
  • HR Vision Statement Ensure improved business performance and competitive advantage Enabe managers to build, develop and manage employees Products and services add value and build organisational capability
  • HR Strategic Architecture: Future Situation
  • Management Capability Customer-focused Strategic and results oriented Change agents Intelligent risk-takers
  • Management Capability People builders Team players Continual learners Respected
  • Employee Commitment Access to resources to meet needs Contribute to organizational outcomes Take initiatives
  • Employee Commitment Contributions recognized and shared Compensation and benefits competitive Safe work environment provided
  • Organizational Effectiveness Fulfils mission, strategies and goals Processes tied to strategies and performance Processes flexible and adaptable
  • Organizational Effectiveness Capacity for change Resources leveraged across organisation Work teams used effectively HR information system interactive
  • Administrative Efficiency 100% fulfillment of commitments Effective and timely delivery of HR services No non-value added services or duplication Continuous improvement of processes Compliance with policy, laws and regulations
  • HR Strategic Architecture: Strategic Direction
  • Guiding Principles Core values Partnering HR processes add value Fast, flexible and cost effective delivery Maintain priorities Continuous learning opportunities
  • People Right people, right jobs Aligned workforce Communications Teaming for results
  • People Diverse workforce Continuous learning Recognition/Reward
  • Performance Management Process Results-driven Facts-based and documented Infrastructure Centres of Expertise
  • External Influences Globalization Rapid technological change Demanding customer requirements Innovation
  • External Influences Sourcing talent Partnering Competition
  • HR Organization: Organization Diagnosis to build HR infrastructure
  • HR Organization Road Map Four-step process
  • Step 1: Define Organizational Architecture Six factors 1.Shared mindset 2.Competence 3.Consequence
  • Step 1: Define Organizational Architecture Six factors 4.Governance 5.Work process/Capacity for change 6.Leadership
  • Step 2: Assessment Process Probing strengths and weaknesses of HR organisation
  • Assessment: Does HR Organization have? Factors Right Shared Mindset Required competencies (knowledge, skills, abilities) Right Performance Management System (measures, rewards, incentives)
  • Assessment: Does HR Organization have? Factors Right organisational structure, communication and policies Ability to improve, learn and change Right Leadership
  • Step 3: Provide Leadership in Improvement Practices Shared Mindset Clear vision and mission Common identity
  • Step 3: Provide Leadership in Improvement Practices Competence Four: 1.Knowledge of business 2.Delivery of HR 3.Management of Change 4.Personal credibility
  • Competencies Three options: 1.Buy 2.Build 3.Borrow
  • Buying Competencies Talent from outside Targeted Not wholesale outsourcing
  • Building Competencies Upgrading skills and knowledge of current HR professionals Training and Development Formal training Job assignments Career mobility Task Force assignments
  • Borrowing Competencies Outsourcing Joint Venture Partnership Alliance
  • Consequences Standards and measures of HR professionals Performance Management Systems
  • Performance Management System (PMS) HR professionals their worst enemies Design and advocate companys PMS Do not apply in HR Departments
  • Performance Management System (PMS) Three goals Set standards for expectations from HR professionals 1. Behavioural - what HR professional should do 2. Outcomes - what HR professionals accomplish 3. Understandable, Controllable, Significant, Shared Commitment
  • Performance Management System (PMS) Rewards contingent on meeting standards Financial and non-financial
  • Performance Management System (PMS) Collect and share feedback on results Self-monitoring Timely, Helpful, Candid Performance Reviews
  • Governance Organization structure for delivering HR Communic