1. Management of strategic HR (Outcome is executing strategy)The strategic HR role focuses on aligning HR strategies and practices with business strategy. In playing this role, the HR professional works to be strategic partner, helping to ensure the success of business strategies. By fulfilling this role, HR professionals increase the capacity of a business to execute its strategies.
The deliverable from the management of strategic HR is strategy execution. HR practices help execute business strategy, for example, hiring high competent people, developing compensation to reward sales growth, training and developing suppliers and customers. The main activity of this role is aligning HR and business strategy: “Organizational diagnosis”.
2. Management of Firm Infrastructure (Outcome is Building an efficient infrastructure)
Creating an organizational infrastructure has been a traditional HR role. It requires that HR professionals design and deliver efficient HR processes, for staffing, training, appraising, rewarding, promoting, and otherwise managing the flow of employees through the organization. HR professionals create infrastructure by constantly examining and improving the HR process.
The deliverable from the infrastructure role is administrative efficiency. The metaphor for work on a firm’s infrastructure is the “administrative expert.” The main activities of this role are reengineering organization processes: “Shared services”.
3. Management Employee Contribution (Outcome is Increasing employee commitment and capability)
The employee contribution role for HR professionals encompasses their involvement in the day-today problems, concerns, and needs of employees. In companies in which intellectual capital becomes a critical source of the firm’s value, HR professionals should be active in developing this capital. HR professionals has become the employees’ champions by understanding employees’ needs and ensure that those needs are met, overall employee contribution goes up.
The deliverables from management of employee contribution are increased employee commitment and competence, for example, helping employee to understanding company policy and administration by creating employee service center. The metaphor for this HR role is “employee champion.” The main activities for this role are listening, responding, finding ways to provide employees which resources that meet their changing demands (proving resources to employees.”)
4. Management of Transformation and Change (Outcome is creating a renewed organization.)
Transformation entails fundamental cultural changes within the firm. Change refers to the ability of an organization to improve the design and implementation of initiatives and to reduce cycle time in all organizational activities.
The deliverable from this role is capacity for change. The metaphor of this role is “Change agent.” The action of change agents include identifying and framing problems, building relationships of trust, solving problems, and creating—and fulfilling action plans.
Source: Dave Ulrich, Human Resource Champions: The next agenda for adding value and delivering results, Harvard Business School Press, Boston, Massachusetts, 1997
วันอังคารที่ 16 มีนาคม พ.ศ. 2553
วันจันทร์ที่ 15 มีนาคม พ.ศ. 2553
The Myths That Keep HR from Being a Profession
Old Myth # 1 People go into HR because they like people.
New Realities
HR departments are not designed to provide corporate therapy or as social or health-and happiness retreats. HR professionals must create the practices that make employees more competitive, not more comfortable.
Old Myths # 2 Anyone can do HR.
New Realities
HR activities are based on research. HR professionals must master both theory and practices.
Old Myths # 3 HR deals with soft side of the company and is therefore not accountable.
New Realities
The impact of HR practices on business results can and must be measured. HR professionals must learn how to translate their work into financial performance.
Old Myths # 4 HR focuses on costs which must be controlled.
New Realities
HR practices must create value by increasing intellectual capital within the firm. HR professionals must add value not reduce costs.
Old Myths # 5 HR’s job is to be policy police and the health-and happiness patrol.
New Realities
The HR function does not own compliance—managers do. HR practices do not exist to make employees happy but to help them committed. HR professionals must help managers commit and administer policies.
Old Myths # 6 HR is full of fads.
New Realities
HR practices have evolved over time. HR professionals must see their current work as part of an evolutionary chain and explain their work with less jargon and more authority.
Old Myths # 7 HR is staff by nice people.
New Realities
At times, HR practices should force vigorous debates. HR professionals should be confrontative and challenging as well as supportive.
Old Myths # 8 HR is HR’s job.
New Realities
HR work is as important to line mangers as are finance, strategy, other business domains. HR professionals should join with managers in championing HR issues.
Source: Dave Ulrich, Human Resource Champions: The next agenda for adding value and delivering results, Harvard Business School Press, Boston, Massachusetts, 1997
New Realities
HR departments are not designed to provide corporate therapy or as social or health-and happiness retreats. HR professionals must create the practices that make employees more competitive, not more comfortable.
Old Myths # 2 Anyone can do HR.
New Realities
HR activities are based on research. HR professionals must master both theory and practices.
Old Myths # 3 HR deals with soft side of the company and is therefore not accountable.
New Realities
The impact of HR practices on business results can and must be measured. HR professionals must learn how to translate their work into financial performance.
Old Myths # 4 HR focuses on costs which must be controlled.
New Realities
HR practices must create value by increasing intellectual capital within the firm. HR professionals must add value not reduce costs.
Old Myths # 5 HR’s job is to be policy police and the health-and happiness patrol.
New Realities
The HR function does not own compliance—managers do. HR practices do not exist to make employees happy but to help them committed. HR professionals must help managers commit and administer policies.
Old Myths # 6 HR is full of fads.
New Realities
HR practices have evolved over time. HR professionals must see their current work as part of an evolutionary chain and explain their work with less jargon and more authority.
Old Myths # 7 HR is staff by nice people.
New Realities
At times, HR practices should force vigorous debates. HR professionals should be confrontative and challenging as well as supportive.
Old Myths # 8 HR is HR’s job.
New Realities
HR work is as important to line mangers as are finance, strategy, other business domains. HR professionals should join with managers in championing HR issues.
Source: Dave Ulrich, Human Resource Champions: The next agenda for adding value and delivering results, Harvard Business School Press, Boston, Massachusetts, 1997
The Next Agenda for Competitiveness: Human Resources
The top eight business challenges that we must pay attention are as follows:
1) Globalization—new market, new product, new mindsets, new competencies, new way of thinking about business.
2) Value chain for business competitiveness and HR services—Shifting the focus from firm to value chain (supplier and customer, for example, training suppliers and customers).
3) Profitability through cost and growth—reduce cost and growth through leveraging customer or core competencies, merger and acquisition.
4) Capability Focus—Align (Required )capabilities with business strategies.
5) Change, Change, and Change some more--Change faster.
6) Technology—technology has defined work time and the way of working.
7) Attracting, retaining, and measuring competence and intellectual capital—Compete for talent, create organization that learning and sharing is fast.
8) Turnaround is not transformation—Transformation changes the fundamental image of the business, as seen by customers and employees. Transformation focus on mindset, for example, Cultural change from a poor quality company to the excellence service company).
Response to the eight competitive challenges, firm should focus on organizational capabilities such as speed, responsiveness, relationship, agility, learning, and employee competence.
The leaders must be able to identify the capabilities critical to business success and to design and deliver the HRM practices that can create those capabilities. To create value and delivery results, the leaders of the future must become HR champions. HR refers to the organizational systems and process within a firm (for example, staffing, hiring, communication, and compensation) that govern how work is done. These processes must be judged by the extent to with they enhance competitiveness.
Therefore (On the other hand HR refers to HR function or department), HR should focus on Champion competitiveness. As champions of competitiveness, HR professionals must focus on the deliverables of their work on doing their work better.
They must articulate their role in terms of value created. They must create mechanisms to deliver HR so that business results quickly follow. They must learn to measure results in terms of business competitiveness rather than employee comfort and lead to cultural transformation rather than reengineer of downside when a company needs to turn around.
To achieve these goals, HR must recognize and correct its past. It is time to talk less and do more, time to add value, time to build competitive, not comfortable, time to be proactive, not reactive. It is time to perform, not preach. Professionals share the following characteristics:
1. Focus on defined outcomes.
2. A share body of knowledge
3. Essential competencies
4. Ethical standards maintained by collegial jurisdiction.
5. Clear roles
Source: Dave Ulrich, Human Resource Champions: The next agenda for adding value and delivering results, Harvard Business School Press, Boston, Massachusetts, 1997
1) Globalization—new market, new product, new mindsets, new competencies, new way of thinking about business.
2) Value chain for business competitiveness and HR services—Shifting the focus from firm to value chain (supplier and customer, for example, training suppliers and customers).
3) Profitability through cost and growth—reduce cost and growth through leveraging customer or core competencies, merger and acquisition.
4) Capability Focus—Align (Required )capabilities with business strategies.
5) Change, Change, and Change some more--Change faster.
6) Technology—technology has defined work time and the way of working.
7) Attracting, retaining, and measuring competence and intellectual capital—Compete for talent, create organization that learning and sharing is fast.
8) Turnaround is not transformation—Transformation changes the fundamental image of the business, as seen by customers and employees. Transformation focus on mindset, for example, Cultural change from a poor quality company to the excellence service company).
Response to the eight competitive challenges, firm should focus on organizational capabilities such as speed, responsiveness, relationship, agility, learning, and employee competence.
The leaders must be able to identify the capabilities critical to business success and to design and deliver the HRM practices that can create those capabilities. To create value and delivery results, the leaders of the future must become HR champions. HR refers to the organizational systems and process within a firm (for example, staffing, hiring, communication, and compensation) that govern how work is done. These processes must be judged by the extent to with they enhance competitiveness.
Therefore (On the other hand HR refers to HR function or department), HR should focus on Champion competitiveness. As champions of competitiveness, HR professionals must focus on the deliverables of their work on doing their work better.
They must articulate their role in terms of value created. They must create mechanisms to deliver HR so that business results quickly follow. They must learn to measure results in terms of business competitiveness rather than employee comfort and lead to cultural transformation rather than reengineer of downside when a company needs to turn around.
To achieve these goals, HR must recognize and correct its past. It is time to talk less and do more, time to add value, time to build competitive, not comfortable, time to be proactive, not reactive. It is time to perform, not preach. Professionals share the following characteristics:
1. Focus on defined outcomes.
2. A share body of knowledge
3. Essential competencies
4. Ethical standards maintained by collegial jurisdiction.
5. Clear roles
Source: Dave Ulrich, Human Resource Champions: The next agenda for adding value and delivering results, Harvard Business School Press, Boston, Massachusetts, 1997
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