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Transforming HR into a Business Partner

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HR as Relationship builder. Both internal and external customers (follow market demand ... HR as Human Capacity builder. Career Management ... – PowerPoint PPT presentation

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Title: Transforming HR into a Business Partner


1
Transforming HR into a Business Partner
  • ITU Regional Workshop on Strategic HR
    ManagementCairo 13-17 April 2008

Lecture 1
2
Presentation Outline
  • Market analysis and its impact on HR
  • Business plan Structure-HR considerations
  • Case study
  • Transformation Statistics
  • The Transformation Wave
  • The Changing Role of HR
  • The Business Partner Role
  • Key Roles of HR as a Business Partner
  • Conclusion

3
National Advantage in HR
Firm Strategy Structure and Rivalry
Chance
Domestic Demand Conditions
Factor Conditions
Related and Supporting Industries
Government
4
HR issues
  • Competition in the labour market
  • Rivalry between competitors
  • Demographics (customers)
  • Age structure, lifelong employment?
  • Rokkies, who will be accepted?
  • Staff from related industries
  • Domestic-versus regional global demand

5
Industry CompetitionThe Five ForcesPressure
determine prices, cost, investments ,Hr capital
etc.
Threat of new Entrants
Rivalry among Existing Competititors
Bargaining Power of Suppliers
Bargaining Power of Buyers
Threat of Substitute Products
6
New Entrants-Incumbent
  • Offer better salary-promotion- trend
  • New technology-support (capacity building)
  • High responsibility deliver-promotion
  • Competence gap
  • Outsourcing of training-to whom
  • The role of education systems

7
Generic Strategies and impact on HR strategies
Competitive Advantage
Lower Cost Differentiation
Broad Target Narrow Target
Cost Leadership
Differentiation
Competitive Scope
Focused Differentiation
Cost Focus
8
Statistics of HR Transformation
  • 50 of organisations are in the middle of
    transforming their HR functions
  • 12 completed their HR transformations in the
    past year
  • Another 10 intend to begin the process in the
    next year.
  • (Global HR Transformation Study, 2006, Mercer
    Human Resource Consulting)

9
HR Transformation
  • Process of Recreating the HR function so as to
    enhance HR contribution to the business
  • It involves a shift from the internal operations
    (transactional, inward) activities to a more
    market perspective related performance.
  • Over the years role has been evolving, but within
    its HR (Personnel) box. Current transformation is
    breaking outside the box
  • Now HR transformation deals with issues of
    Organisational Renewal, Change Management,
    Business Success, Business intellegence, Culture,
    Behavioral Change.

10
Transformation Wave
  • 5-10 years ago focused on improving technology
    and service delivery, technology shift gives new
    aspects
  • Competition, Time to market, Intranet,
    Restructuring/Rightsizing, Outsourcing
  • This was the role of HR as a Consultant. Role did
    not transform the HR function into a business
    partner
  • Now HR is being called up to deliver

11
Transformation Wave
  • HR Business Partnering model often started off
    as a Cost Saving initiative, responding to a
    Business Directive. This was the Driving force of
    the model in the 90s.
  • Led to the introduction of IT Driven HR Services,
    Self- service forms processes etc.
  • What started as a Cost Reduction/Competition
    Program ended up as a Revitalisation of the
    whole HR Activity
  • Now HR is the driving the vision-strategy targets
  • Closer follow up related to market changes

12
Changing Role of HR
HR ROLE/CONTRIBUTION
BUSINESSPARTNER
CONSULTANT
TRANSACTIONAL
LOW VALUE
HIGH VALUE
13
Changing Role of HR
TRANSACTIONAL Inform Police Control
Reactive
CONSULTANT Advise Solutions Inward Reactive
BUSINESS PARTNER Integrate
Strategy Outward Proactive
14
Transactional example of HR
  • Delivering a Service to a client or end user.
  • Recruit an Engineer
  • Investigate a discipline Case
  • Book Training for the participants to the Cairo
    Workshop
  • Provide Consulting
  • Plus all the other Record keeping Functions

15
CONSULTANT
  • Provide HR to a Business Unit in order to solve a
    specific problem.
  • Define competence requirements
  • Giving advice in dealing with specific issues
    eg. How to stop a Competitor from poaching your
    staff How to create a Customer Care Culture.

16
PARTNER
  • Working with the top Management Team as a
    partner in
  • Participating in defining Business Strategy.
  • Actively live up to Vision and mission statement
  • Influencing change in Strategy in view of the
    organizations Talent Base, or ability to build
    one in the short Term.
  • Develop capacity building
  • Implementing the HR component of the Business
    Strategy.

17
Strategist and Steward
  • Deloitte Report (2007) on the Evolving Role of
    the Chief Human Resources Officer (CHRO).
  • Todays CHRO is a leader who not only manages the
    HR function, but also collaborates with the CEO
    and Board of Directors on a range of Strategic
    issues.
  • They play a role in building and shaping not
    just staffing- enterprise Strategy.

18
The Deloitte Frameworkfor The Roles of the CHRO
  • 1. Workforce Strategist
  • 2. Organisational and Performance Conductor
  • 3. HR Service Delivery Owner
  • 4. Compliance and Governance Regulator

19
Discuss priorities
  • What priorities in you county ?
  • Depending on situation
  • Process job design
  • Define future workforce size-competence
  • Capacity building
  • Define redundancy

20
1. WORKFORCE STRATEGIST
  • Crafting workforce Strategies with an eye on
    global trends
  • Conscious of the Challenge of Attraction and
    Nurturing Capacity building
  • Next Generation Perspective including technology
    shift
  • Understanding of the Needs of Todays Workforce

21
2. Organisational and Performance Conductor
  • Making choices among options of maximizing
    performance of workforce
  • CHRO must be a Rewards Program Structuring the
    job design, a change Master

22
3. HR Service Delivery Owner
  • Still Delivering HR Admin and operations in a
    Cost Effective way.
  • A mix of Self Service operations, use of Vendors
    (outsource) and integrating these into one whole.

23
4. Compliance and Governance Regulator
  • Work directly with the Board on HR Issues
    relating to Risk Mgt, Business intelligence,
    Ethics, Integrity
  • Assist Board with Member Selection, Executive
    Compensation, Succession Planning, etc.
  • Interpretation of regulatory issues

24
Strategist and Coach
  • Help CEO leverage global talent trends as viable
    opportunities (fast changes).
  • They lead the change towards new working methods
    with more individual responsibility.
  • They identify the kind of culture the company
    should have, then define that culture, and
    supports the environment that emerges.

25
What is HR as a business partner??
  • Must manage people (Talent Management)
  • Identify skills required within people in the
    organisation (Competency Profiling)
  • Develop and supply quality executives (Leadership
    Development)

26
What is HR as a business partner??
  • Motivate and retain key players (Human Capital)
    so that they perform at their best
  • Maintaining and improving companys image and
    being an attractive employer Exemplify
  • Be involved at the sharp end of the business,
    (time to market etc)

27
Understanding the business
  • Being concerned with the bottom line and impact
    of any decision on profitability.
  • The business environment (SWOT, competitor moves,
    market share, etc.)
  • Understanding customers, customer profiles
    (segments) and their needs. Why ?

28
Four Key Roles of HR as a Business Partner
  • HR as Capacity building force
  • HR as Change Manager (Opportunities-Steering)
  • HR as Relationship Builder
  • HR maintaining Human Capital

29
HR as Capacity builder
  • Participate in formulation of list of
    organisational and individual competencies linked
    to the corporate goals or strategies and support
    systems
  • Develop access to information and has key role
    in information dissemination (analyze shifts in
    market and draw conclusions on HR need
  • Identifying, nurturing, developing and untapping
    human talent.

30
HR as Knowledge Facilitator
  • This assumes HR is involved in the formulation of
    the Organisations Vision, Mission and Business
    Strategy
  • Must be part of the Management to advise on what
    is possible given the stock of talent and
    capacities available in the oganisation
  • Propose Strategies that best attracts and retains
    the talent that will deliver on the Business
    Objectives.

31
HR as Relationship builder
  • Both internal and external customers (follow
    market demand
  • Supply Chain Management (in telecoms this is
    important for maintenance of brand image and
    brand integrity
  • Branding ? is a powerful tool for promoting
    Culture. A growing school of thought is that
    Branding is as much an HR responsibility as it is
    a PR function because of its power to attract and
    retain employees.
  • Managing diversity

32
HR as Relationship Builder Managing Diversity
  • Many organisations now operating in different
    cultural environments and markets and different
    owners requirements
  • MTN is in Africa, the Middle East. Vodafone is in
    UK, Europe, South Africa, Kenya. France Telecom
    has just won the bid for Telkom Kenya, and will
    bring their own management styles and culture.

33
HR as Human Capacity builder
  • Career Management
  • Facilitate progression of staff based on their
    competencies, desires and contribution to
    organisational goals
  • Capcity Building (job design) in anticipation of
    future needs

34
So What is Strategic Human Resources Mnagement??
  • It is about getting the Human Resources FUNCTION
    INTEGRATED within the Business.
  • It is about INVOLVEMENT in the Business Strategy
    Formulation Process.
  • It is about being listened to and heard, because
    Human Capital is the only Sustainable source of
    Competitive Advantage at the Disposal of the
    Organisation.

35
So What is Strategic Human Resources managing??
  • But it is up to the HR Function to rise to this
    Challenge.
  • In fact, it is up to the HR professionals to rise
    to the new challenge of the HR function.
  • After all, this is what we have been asking for.

36
CONCLUSION
  • As Human Capital Related Issues Continue to
    Challenge on Organisations overall Strategy, The
    Human Resources manager must become a familiar
    face in the Management Team and a potent force in
    the boardroom.

37
CONCLUSION
  • Findings however reveal a troubling gulf between
    the needs of the business and the ability of HR
    to respond.
  • This is forcing companies to rethink their
    approach to the recruitment, training and
    development of HR
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