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HR BUSINESS PARTNER MODULE Final version

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Tiêu đề HR Business Partner Module
Tác giả Nguyen Cong Thuy
Chuyên ngành Human Resource Management
Thể loại Presentation
Năm xuất bản 2013
Định dạng
Số trang 42
Dung lượng 2,58 MB

Nội dung

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

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HR B P

HR MODERN COMPETENCY MODEL

Presented by Nguyen Cong Thuy

Trang 4

1 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 5

1 HR Evolution Overview - Work Nature

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1 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

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2 HR In New Context Today

6 TECHNICAL CHANGE

1 Organizational Change

Trang 8

The Changing Role of HR

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“YOU CAN TAKE MY FACTORIES, BURN UP MY BUILDINGS, BUT GIVE ME MY PEOPLE, AND I

WILL BRING MY BUSINESS AGAIN.”

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What 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”.

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The 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

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3 HR BUSINESS PARTNER

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Differences between

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HRBP 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

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HR Roles Model

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HR Roles Model

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HR Roles Model

Trang 18

strategy into HR priorities

• Strategically manage people & infrastructure to support the execution of strategies & the

creation of value

 Strategically manages workforce development

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HR 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

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Staying focused on issues that matter to

 What divers the

bottom line?

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HR 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

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HR 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

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HR AS CHANGE AGENT

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HR 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

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HR AS CHANGE AGENT

The Chang e Managem

ent Tool

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HR 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

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HR 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

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HR 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.

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HR 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

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• Define a value – creation process

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Framework 1:

Avoid the centralization/decentralization quandary

Decentralized HR activities/Field HR

units LOW

HIG H

Focus

DEGREE OF AUTHORITY/POWE

R

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Business Unit Focus

Center of Expertise

Broker of Service

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 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

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 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

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HR 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

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4 Case Study & Group Presentation

Let’s complete the questionnaire next slide

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Evaluate 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

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Evaluate survey result the HR role of TC

Strategic partner Administrative expert Employee champion Change agent Question Score Question Score Question Score Question Score

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Evaluate 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 (%)

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4 Case Study & Group Presentation

Divide class into team of 4-6 students

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5 Discussion & Lessons Learned

Q&A

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