CHANGING ROLES OF HR PROFESSIONALS

STRATEGIC INTERVENTIONSTO ELICIT COMMITMENTAND TO DEVELOP RESOURCEFULHUMANS

STRETEGIC INTERVENTIONS DESIGNEDTO SECURE FULL UTILIZATION OFHUMAN RESOURCES

THE FOUR “T’s”

• TRANSACTION ROLE

• TRANSLATION ROLE

• TRANSITION ROLE

• TRANSFORMATION ROLE

BELIEFS AND ASSUMPTIONS

NURTURINGMONITORINGMGERIAL TASK

VALUES/MISSION

NORMS/CUSTOMS

BEHAVIOUR

BUSINESS NEED

PROCEDURESMGT ACTION

IMPATIENCE WITH RULES

IMPORTANCE TO RULES

RULES

BEYOND CONTRACTS

WRITTEN CONTRACT

CONTRACT

STRATEGIC ASPECTS

PASTSLOWSPEED OF DECISION

CENTRAL TOMARGINAL TOCORPORATE PLAN

INTEGRATEDPIECEMEALINITIATIVES

CUSTOMERLABOUR MANAGEMENT

KEY RELATIONS

KEY LEVERS

TEAM WORKDEVISION OF LABOUR

JOB DESIGN

FEWMANYJOB CATEGORIES

HARMONIZATION

SEPARATELYNEGOTIATED

CONDITION

PERFORMANCE RELATED

JOB EVALUATION

PAY

INTEGRATEDSEPARATE TASK

SELECTION

KEY LEVERS

CULTURAL STRUCTURAL PERSONNEL STRATEGIES

PERSONNEL PROCEDURES

INTERVENTIONS

LEARNING COMPANIES

CONTROLLEDTRAINING

MANAGE CLIMATE AND CULTURE

TEMP.TRUCESCONFLICT HANDLING

• CONSIDER ALL HUMAN ABILITIES TO BE EITHER INNATE OR ACQUIRED. EVERY PERSON IS BORN WITH A PARTICULAR SET OF GENES WHICH DETERMINES HIS INNATE ABILITY.ATTRIBUTES OF ACQUIRED POPULATION QUALITY, WHICH ARE VALUABLE AND CAN BE AUGMENTED BY APPROPRIATE INVESTMENT, WILL BE TREATED AS HUMAN CAPITAL……… THEODORE SCHULTZ

• IMPROVING THE WELFARE OF THE PEOPLE DID NOT DEPEND ON LAND EQUIPMENT AND ENERGY BUT RATHER ON KNOWLEDGE THEODORE SCHULTZ

COMMON SET OF OBJECTIVES

• CORPORATE GOALS MUST FACTOR IN INDIVIDUAL CAREER GROWTH

• COMPANY PROFITS MUST BE LINKED TO PERSONAL REWARDS

• ORGANIZATIONAL LEARNING MUST INVOLVE EMPLOYEE TRAINING

• BUSINESS STRATEGIES MUST CONSIDER HR ISSUES

ALIGN HR TO STRATEGY

• PRODUCT BASED COMPETITION MUST ENCOURAGE PERSONAL INNOVATION

• PRICE DRIVEN COMPETITION MUST FOCUS ON SELF DIRECTED COST CUTTING

• SERVICE ORIENTED COMPETITION MUST BUILD INDIVIDUAL INITIATIVES

• ALLIANCES AND JOINT VENTURESA MUST SENSITISE PEOPLE TO NEW CULTURES

SETTING ITS AGENDA

• ENSURING THAT THE MINDSET OF PEOPLE IS RECEPTIVE TO CHANGE

• FACILITATING MGT INITIATIVES SUCH AS REENGINEERING

• MANAGING CULTURAL TRANSITIONS LIKE MERGERS AND ALLIANCES

• REPLACING TOP DOWN INTERVENTION WITH COMPANYWIDE PARTICIPATION

• FOLLOWING PROCESSES AND PRACTICES WHOSE SUCCESS CAN BE EVALUATED

DEPLOYMENT OF LABOUR

Stage 1

OPTIMUM UTILISATION OF HUMAN RESOURCES

Stage 2

LEVERAGING HUMAN CAPITAL

Present Stage