The Shift in the Balance of HR RolesHR needs to realign its service delivery model to add more strategic value to the organization Transactional/ operational... HR AS STRATEGIC PARTNERH
Trang 1HR B P
HR MODERN COMPETENCY MODEL
Presented by Nguyen Cong Thuy
Trang 41 HR Evolution Overview - HR Journey
Welfare
Officer
Labor Manager
Personnel Management
HR Management
Strategic HR
• Admin focus
• Compliance traditional mindset
• Limited scope of activity
• Specialized functions
• Admin focus with enlarged scope of activity
• Support function
• More proactive
• Business Partner
• Focus on added activities
value-• Proactive
• Multidisciplinary
• Multi-faced roles
Trang 51 HR Evolution Overview - Work Nature
Trang 61 HR Evolution Overview- Traditional Function
HR Director
Bu 1 HR
manager
HR greneralist
HR admin
BU 2 HR mannager
HR generalis
HR admin
BU 3 HR
HR generalist
HR admin
BU 4 HR manager
HR generalist
HR admin
HR specialist
HR specialist
HR admin
Trang 72 HR In New Context Today
6 TECHNICAL CHANGE
1 Organizational Change
Trang 8The Changing Role of HR
Trang 9“YOU CAN TAKE MY FACTORIES, BURN UP MY BUILDINGS, BUT GIVE ME MY PEOPLE, AND I
WILL BRING MY BUSINESS AGAIN.”
Trang 10What CEOs really want from HR
CEOs want HR to address strategic issues involving the competitiveness and performance of the firm More than the role of protector and administrator
A survey of 500 HR Directors across EU, Middle East, and ASIA,
found that only 15% of activities carried out by HR Dept are related
to “pure strategic interventions”.
Trang 11The Shift in the Balance of HR Roles
HR needs to realign its service delivery model to add more
strategic value to the organization
Transactional/
operational
Trang 123 HR BUSINESS PARTNER
Trang 13Differences between
Trang 14HRBP model
HR
Director
BU 1 Director
HR center
of excellence
HR
Shared
services
BU 1 HRBP HRBP BU 2 HRBP BU 3 HRBP BU 4
BU 4 Director
BU 3 Director
BU 2 Director
The HR – Based organization structure
Trang 15HR Roles Model
Trang 16HR Roles Model
Trang 17HR Roles Model
Trang 18strategy into HR priorities
• Strategically manage people & infrastructure to support the execution of strategies & the
creation of value
Strategically manages workforce development
Trang 19HR AS STRATEGIC PARTNER
HR as strategic partner chould be able to:
Strategic partner core
Plan and facilitate strategy development to the whole organization
Align the organization strategy with the business strategy to
Trang 20Staying focused on issues that matter to
What divers the
bottom line?
Trang 22HR AS CHANGE AGENT
Model the change
Communicate about the change
Engage others to participate
Help others to break from the past
Create a supporting environment
Organization
Trang 23HR AS CHANGE AGENT
Before change
preparing for change During change
managing Change Post – Change
Reinforcing Change
• Serves ax a catalyst for
change
• Helps the organization
build a capacity for
• Coach leaders through the change
• Acts as a coach/mentor to employees to help them understand change ax it affects their liver
• Emphasize “what is in it” for the individuals and address
• Help employees to break from the past & adapt a new culture
• Sustain the momentum
• Internalization of new behavior/ way
• Recognize & celebrate success
• Build on the change
Trang 24HR AS CHANGE AGENT
Trang 25HR AS CHANGE AGENT
The Change Management Tools
The change to be managed and the HR Professionals have to be skilled in the change management process.
phase
Content Set the
direction Create the desire &
confidence
Make early changes &
build confidence
Secure widespread
in behavior
Underpin changes with
in structure &
people processes
Strive for continuous Performance improvement
Unfreeze Mobilize Realize Reinforce Sustain
Trang 26HR AS CHANGE AGENT
The Chang e Managem
ent Tool
Trang 27HR AS CHANGE AGENT
• A deep knowledge of change management
processes
• Problem solving skills
• Coaching & conflict management skills
• Good comunication, influencing & facilitation skills
• Networking, collaboration & team – building abilities
• Business mastery
The Change Competency
Trang 28HR AS EMPLOYEE CHAMPION
Voice of the employee
Develop employee competence
Equip managers with skills to respond effectively to employees: equip the employees whit skills to overcome challenges
Create climate for action
Daily employee issues
Conducive climate &
Employee development
Employee
engagement
Employee commitment competence
Trang 29HR AS EMPLOYEE CHAMPION
• Listening and responding to employees:
‘providing resources to employees’.
• HR professionals in the employee champion
role help maintain employee engagement,
and ensure that the right employees are
developing the right skills that the
organization will need to remain competitive.
Trang 30HR AS EMPLOYEE CHAMPION
Creditable Activist
The Competencies:
1 • Good Listening
• Facilitating & Problem-solving
2 • Exploring & Selecting skill
• Coaching & Developing skill
3 • Highly self-motivated
• Positive Attitude & Inspiration
Trang 31• Define a value – creation process
Trang 32Framework 1:
Avoid the centralization/decentralization quandary
Decentralized HR activities/Field HR
units LOW
HIG H
Focus
DEGREE OF AUTHORITY/POWE
R
Trang 33Business Unit Focus
Center of Expertise
Broker of Service
Trang 34 Logic / Flow in a shared Service Organization
• Step 1: Customer Requirements
What does HR do for the business?
Involve the customer in defining deliverables
Help the customer see the importance of strategic HRM and the role of HR strategy.
Framework 3:
Define a value – creation process.
• Step 2: Customer Interface
How does HR interface with the business?
Select the right HR business professional
Be skilled at organizational diagnosis
Trang 35 Logic / Flow in a shared Service Organization
• Step 3: Process
How does HR get its work done?
Define and use multiple channels of delivery
Share information between customer and shared service
and shared service and customer.
• Step 4: Share services
How does HR create shared services to leverage work?
Remove boundaries within the HR function
Clarify multiple roles within the shared service organization.
Co-locate members of the shared service organization
Trang 36HR professionals, to become Administrative Experts,
must learn how to:
Reengineering HR work through use of technology,
process reengineering teams, and quality improvements.
Define the HR role in creating value for the firm
Create a shared services HR delivery mechanism
Measure HR results in term of efficiency (cost) and
effectiveness (quality).
Organizational Design & Development
Trang 374 Case Study & Group Presentation
Let’s complete the questionnaire next slide
Trang 38Evaluate survey the HR role of TC
(1->5 scores for each answer)
HR help the organization…
1.Accomplish business goals
2 Improve operating efficiency
3 Take care of employees’ personal needs
4 Adapt to change
HR participates in…
5 the process of defining business strategies
6 Delivering HR process
7 Improving employee commitment
8 Shaping culture change for renewal and transformation
HR makes sure that…
9 HR strategies are aligned with business strategy
10 HR processes are efficiently administered
11 HR policies and programs respond to personal needs of
employees
12 HR processes and programs increase the organization’s ability
to change
HR effectiveness is measured by its ability to…
13 Help make strategy happen
14 Efficiently deliver HR processes
15 Help employees meet personal needs
16.Help an organization anticipate and adapt to future issues
23 Listening and responding to employees
24 Supporting new behaviors for keeping the firm competitive
HR is an active participant in…
25 Business planning
26 Designing and delivering HR processes
27 Listening and responding to employees
28 Organization renewal, change, or transformation
HR works to…
29 Align HR strategies and business strategy
30 Monitor administrative processes
31 Offer assistance to help employees meet family and personal needs
32 Reshape behavior for organizational change
HR develops processes and programs to…
33 Link HR strategies accomplish business strategy34.effeiciently process documents and transactions
35 Take care of employees personal needs
36 Help the organization transform itself
HR’s credibility comes from…
37 Helping to fulfill strategies goals
38 Increasing productivity
Trang 39Evaluate survey result the HR role of TC
Strategic partner Administrative expert Employee champion Change agent Question Score Question Score Question Score Question Score
Trang 40Evaluate survey result the HR roles of Teams
ACESSED SCORES SUMMARY THE CURRENT HR ROLES
No Team
Strategy Partner (1)
Admin.
Expert (2)
Employee Champion (3)
Change Agent (4)
Total scores (1)+(2)+(3)+(4 ) =200 Achievement (%)
Trang 414 Case Study & Group Presentation
Divide class into team of 4-6 students
Trang 425 Discussion & Lessons Learned
Q&A