2nd ANNUAL PROVINCIAL PUBLIC SECTOR HUMAN RESOURCES MANAGEMENT CONVENTION: 19-21 September 2007 - PowerPoint PPT Presentation

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2nd ANNUAL PROVINCIAL PUBLIC SECTOR HUMAN RESOURCES MANAGEMENT CONVENTION: 19-21 September 2007

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Title: 2nd ANNUAL PROVINCIAL PUBLIC SECTOR HUMAN RESOURCES MANAGEMENT CONVENTION: 19-21 September 2007


1
2nd ANNUAL PROVINCIAL PUBLIC SECTOR HUMAN
RESOURCES MANAGEMENT CONVENTION 19-21 September
2007
2
Theme Transforming Human Resources Management in
the Public Sector From transactional management
to strategic boardroom partnerships.
3
What the client Needed
4
Human Resources Accountability
  • Presented by Dr. Pat Naves

5
MY INHERITANCE I CANNOT DISOWN, MY FUTURE I CAN
CREATE Dr. P. Naves
6
What is HR?
  • HR is not on the Agenda of the CEO but HR is the
    Agenda, Jeff Immet of General Electric (Fortune
    2004)
  • Therefore the management of people cannot be the
    accountability of HR (alone)
  • It is, and should be treated as the number one
    priority of the CEO and therefore of line
    managers if the company has to compete
    effectively in their respective industry
  • If the old adage that PEOPLE ARE THE MOST
    IMPORTANT ASSET is anything to go by, then the
    Human Resources function is key to organisational
    performance

7
The Role Of HR
  • The aim of HR in the new economy is to enable the
    organisation to create value through people,
    practices and processes, bearing in mind that
    people are the competitive edge of any
    organisation.
  • Within this context the defined role of HR must
    be seen as providing Human Resources products,
    services and solutions that will enable the
    organisation to achieve its set strategic
    objectives
  • Human Resources practitioners must operate as
    people Champions and prove their value (also in
    quantitative terms) to the organisation

8
HR Accountability defined through the HR roles
D. Ulrich
9
Can HR add value to the organisation?
  • For HR to be viewed as a valued partner in the
    business, it must demonstrate firstly that human
    performance management in the organisation is
    integrated with business processes, and secondly,
    that its activities improve organisational
    performance and contribute to the achievement of
    organisational goals. Human performance
    benchmarking provides the measurement tools to
    understand the impact of people

10
HR FOCUS
Organisational strategy
Organisational Challenges
Human Capital Implications
HR Focus Areas relevant to addressing specific
organisational set goals
Benchmarking
Compare, Align and Integrate
Measure
11
Building Blocks for SABC Strategy
  • Corporate Goals
  • Content,
  • Stakeholders
  • Finance
  • People
  • Technology
  • Governance and
  • Performance Monitoring
  • Organisational Values
  • Conversations Partnerships
  • Building a Common Future
  • Restoring Dignity
  • Strategic Pillars
  • People
  • Operations
  • Funding
  • Technology

Example
Informed by vision of Broadcasting for Total
Citizen Empowerment Inform the key goals and
objectives within the current performance
management framework
12
  • Human capacity to implement and exploit
    opportunities may be corporations biggest
    challenge, and the SABC must develop cadre of
    leadership, management and technical capacity in
    a structured way that is measured and monitored
    (this includes investing in industry development)

13
HR implications of the strategy
  • Provide Human Resources Management Leadership
    through
  • Ensuring that the SABC mandate and license
    conditions are upheld, through people
  • Ensuring that the Values of the organisation are
    entrenched and integrated in the day to day
    business activities therefore enhancing the
    culture of the SABC as a preferred employer
  • Ensuring that people practices, processes,
    systems empowers all Citizens, our priority being
    our first citizens ( our employees)

14

Human Capital Performance framework
  • Climate and culture
  • Employment Relations including E.E.
  • Leadership development
  • Transformation

The SABC example
15
HR accountability
  • Begins with understanding business strategy and
    the direction the business is taking in order to
    definer the HR role and accountability
    In MY PLACE as HR LEADER
  • HR departments need to have strategies that
    define the specific outcomes they deliver to the
    business, together with products and services
    that will be delivered to accomplish that
    strategy.
  • Dave Ulrich (1998)

16
HR accountability
  • This can be done in three ways, namely
  • Communicate to the organisation that the soft
    staff matters and issues, such as culture change
    and intellectual capital, are critical to
    business success.
  • Explicitly define the deliverables from HR and
    hold HR accountable for results. Senior managers
    must clearly state what they expect from HR.
  • Develop and continuously upgrade the skills of HR
    professionals and practitionersThis will
    enable them to become strategic partners. They
    need to work from a base of confidence and earn
    what too often they do not get RESPECT
  • This is a tall order

17
HR Accountability HR system alignment
  • HR system alignment means assessing how well the
    HR system meets the requirements of the
    organisations strategic implementation system.
  • Another component of the HR scorecard is to gauge
    the alignment of the HR system with drivers of
    the organisation strategy implementation process.
  • Choosing the correct alignment starts with
    identifying HR deliverables required to create
    value in the organisation, which in turn
    indicates the specifics of the HR system that
    must reinforce one another in order to produce
    those deliverables.

18
HR Accountability The high performance work
system (HPWS)
  • HRs strategic influence rests on a foundation of
    high performing HR policies defining the
    framework within which the organisation
    decides to manage its people, processes
    which includes well defined guidelines and
    operational procedures and practices
    which defines the culture and climate of the
    organisation.
  • The HPWS works through each HR function from a
    macro level and highlights the performance
    orientation of each activity.
  • HR managers need a set of measures that keep the
    performance dimension of HR activities at the
    forefront of their attention.
  • These measures can be represented on the HR
    scorecard as simple toggles, indicating the level
    of performance achieved in quantifiable terms.

19
HR Accountability cont.
  • In this way, specific alignment measures will be
    linked directly to specific deliverables in the
    scorecard.
  • In this instance the HR manager focuses directly
    on the human capital aspects of those drivers.
  • Alignment measures require a combination of
    professional understanding of HR with a thorough
    knowledge of the value creating process of the
    organisation. Only achievable through a
    partnership between HR and Line management

20
HR Accountability Identifying HR efficiency
measures
  • HR efficiency measures reflect the extent to
    which the HR function can help the rest of the
    organisation to generate the needed revenue and
    profits.
  • They focus on those do-ables that ensure that
    service delivery is done in a cost-effective
    manner.
  • HR must have access to a wide range of
    benchmarks and cost standards by which its
    efficiency can be measured.
  • The costs need to be separated in accordance with
    unique investments that create strategic value
    for the organisation.
  • The whole idea of the HR scorecard is to ensure
    that there is a balance between HR costs and the
    value that HR creates.

21
HR deliverables disciplined by attention to
both benefit and cost
Rate of Return
HR do-ables driven by cost control
Undisciplined Attention to value creation that
misjudges benefits/ ignores efficiency
Operational
Strategic
Balancing cost control and value creation
22
HR Accountability Balancing cost control and
Value creation through people strategies
  • Balancing cost control and value creation
    measures helps HR managers to avoid the tendency
    to focus on the benefits of HRs strategic
    efforts while ignoring the costs of those
    benefits.
  • This balancing act forms the very basis of the
    interface between the Balanced Scorecard and the
    HR scorecard.

23
Balancing it all out to create value
Business imperatives
People as Human Resources
Organisational Performance
Legislative Requirements
24
HR FOCUS
Organisational strategy
Organisational Challenges
Human Capital Implications
HR Focus Areas relevant to addressing specific
organisational set goals
Benchmarking
Compare, Align and Integrate
Measure
25

Human Capital Performance framework
  • Climate and culture
  • Employment Relations including E.E.
  • Leadership development
  • Transformation

The SABC example
26
HR Talent Management
  • As we knock at the door of the CEO or of
    business, what do we have to offer?
  • How do we position ourselves and how convincing
    are we?
  • How do we define our space
  • How do we instill confidence and trust in the
    boardroom that we are THE HR LEADER OF THE
    FUTURE?
  • What are some of the HR key competencies?

27
Some of the emerging required HR competencies
  • Ability to manage complexity
  • Ability to enable parties to build and foster
    long lasting relationships
  • Ability to understand and manage organisational
    politics
  • Ability to integrate processes, systems, etc.

28
HR Leadership in the future
  • HR has become complex
  • HR has become more demanding
  • HR has become an imperative
  • It needs activists
  • It needs more than passion
  • It needs good knowledge and information in order
    to empower others
  • HR people need support, they need to be
    empowered, their skills need to be appreciated.

29
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