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Human Resource Champions:The Next Agenda for Adding

Value and Delivering Results

Presented by Ivan Chang

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The changing nature of Human

Resources: a model for multiple roles

Operational to strategic

Qualitative to quantitative

Policing to partnering

Short-term to long-term Administrative to consultative

Functionally oriented to business oriented

Internally focused to externally & customer-

focused Reactive to proactive

Activity-focused to solutions-focused

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A multiple-role model for HR

managementFuture/strategic focus

Day to day/operational focus

process people

Management of strategicHuman resources

Management of transformation& change

Management ofFirm infrastructure

Management of employeecontribution

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Definition of HR roles

Role/cell Deliverable/Outcome Metaphor Activity

Management of

strategic

Human resources

Executing

strategy

Strategic partner

EX: Marriott

Hong Kong

Aligning HR & business

strategy: organizational

diagnosis 5day workweek

Management ofFirm

infrastructure

Building anefficient

infrastructure

Administrativeexpert Reengineering org.processes: staffing,

developing, assessing

Management of

employee

contribution

Increasing

employee

commitment

& capability

Employee

champion

Listening & responding to

employees: providing

resources to employees

Management of

transformation

and change

Creating a

renewed

organization

Change agent

Ensuring

capacity for

change

Identifying & framing

problems, building

relationships of trust

creating & fulfilling action

plans

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Whats Next

Whats So?

So What?

Now What?

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Whats So?

How organizations can build competitiveness?

HR Professionals must become partners with other seniormanagers by creating value and delivering results

People will always need to be hired and trained; processwill always need to be created and upgraded; culture willalways need to be established and transformed

HR policies and practices should create organizations thatare better able to execute strategy, operate efficiently,engage employees, and manage change

HR practices create organizational capabilities that lead tocompetitiveness

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So What?

HR professional is the employees voice, catalysts and facilitatorsand designers of both culture change and capacity for change

Line managers is primarily responsible for HR practices within a firm

Line managers bring authority, power, and sponsorship; HRprofessionals bring technical expertise; Staff professionals bringtechnical expertise in their functional areas; Venders offer technicaladvice or perform routine standardized work

HR Professionals

Line Managers

Staff Professionals

Venders

(consultants, sub-contractors, outsourcing partners)

HR Community: A series of Partnerships

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Now What?

HR community will be propelled by sevenchallenges for the future:

HR Theory

HR tools HR capacities

HR value proposition

HR governance HR careers

HR competencies

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Challenge one: HR Theory

Resource dependence: deal with scarce resource

Transaction cost: reduce the costs associated withaccomplishing and governing how work is done

Contingency theory: align with business strategy to providea fit that leads to results

Institutional theory: transfer knowledge and ideas from firmto firm making the best practices of an industrial routine

Cognitive psychology: help to create a shared mindset orculture within the firm that reduces governance costs and increases

commitment

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Late 1970s: four core HR activities Staffing, development, appraisal, and rewards

Global HR: different countrys hiring, compensation, benefits, training; globalthinking and strategy

Leadership depth Individual leader will be replaced by team leader

Interest in questions & learning will replace focus on solutions &answers

Knowledge transfer Who is hired? (those able & willing to seek and share ideas)

How development is done How incentives are created (encourage transfer of knowledge)

How communications are established (easily access and shareinformation)

How organizations are organized (less hierarchy & more informationsharing)

Challenge two: HR Tools

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Culture change

Commit to culture change

Define a current culture

Define the desired culture Expose culture gaps

Prepare & implement culture action plans

Coordinate culture-change efforts Measure results

Customer-focused HR

Challenge two: HR Tools

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Speed: How quickly is HR work be done

without sacrificing quality?

Implementation: How well is work done?

Innovation: How able is HR community to

think creatively?

Integration: How well does HR workintegrate with strategic plans?

Challenge three: HR Capabilities

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Assessing the Effects of HR Practices:

Employees: How does HR affect morale,

commitment, competence & retention?

Customers: How does HR affect retention,

satisfaction & commitment?

Investors: How does HR affect profitability,

cost, growth, cash flow & margin?

Challenge four:

HR value proposition

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How does HR organize to deliver value?

Who does HR work?

Where is accountability for HR work? How is the structure of the firms HR

community established?

Challenge five: HR Governance

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contributor

Challenge six: HR Careers

Site

Outside HR

Business

Corporate

Generalist

Generalist

Generalist

Generalist

Specialist

Specialist

Specialist

Specialist

strategist

integrator

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Credibility: Accuracy, consistency, meeting commitment,chemistry, integrity, thinking outside, confidentiality,listening to and focusing on executive problems

Challenge seven:

HR Competencies

Business Mastery

Personal Credibility

Human Resource Mastery Change + Process Mastery