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Future Human Resource Practices and the Changing Function

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urrent Developments in HRM in Australian Organisations

(Sheehan, Holland & De Cieri 2006)

Improved educational qualifications (46% graduate degrees)

Younger people entering the profession through HR functional

area restricted exposure to a broader business experience

(Sheehan, 2005 case studies suggest reduced credibility) Increasing levels of strategic involvement (49% active

involvement & 25% HR Board representation)

New skill sets & rewarding roles however changes to IR &

devolution of ee-er relationship increase employee-IR activities

Limiting influences e.g. understanding value of HRM to bottomline 45%, lack of acceptance by snr mgrs 22% or support from

CEO 17% or culture 15% consistent with Lawler, Levenson &Boudeaus (2004) findings - efficiency over program outcome metrics

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Top Business Challenges Rated by CEOs

Foundation for Malcolm Baldridge National Quality Award 1999 USA Survey

Finding: Half of CEOs top leadership challenges for the futurelie squarely within HRs strategic responsibilities, and manyothers involve a heavy human capital component

88% #2 activity improving knowledge management & IT

71% #6 activity managing contingent workers

69% #7 activity developing performance-basedee relns

68% #8 activity improving HRM

60% #11 activity measuring & managing org. processes

56% # 12 activity - building a consistent global culture

52% #14 activity creating a learning organisation

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.prompting demand for new sets of HR activities

Strategic/OD consulting

Continuous ChangeManagement

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Chief Integrative Officer: responsible for connecting disparate

parts within a company

Deliverer of business success: participant in the success of the

enterprise

Diversity Manager: responsible for helping manage all types of

employee diversity

Employee Champion: responsible for human capital

Productivity Czar: responsible for doing more with less; and

Chief Effectiveness Expert: responsible for making the

organization not just people-effective

And Future Roles

(Lawler; Cascio; Roberts & Hirsch, 2005)

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Increasing Expectations of the HR Professional

CompetentCurious

Courageous

Caring about People

(Meisinger, 2005)

Best Employers have a higher order purposeits about more

than making money. They offer a different work experience:

Autonomy

Challenge

ExperimentationImprovement

e.g. Salesforces 3F employment brand

so HR professionals need to be

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Influencing BehaviourThrough Strategy so what is the space we claim?

External Context

Business Context

Structure

LeadershipCulture

Remuneration,Reward &

Recognition

Learning,Training &Development

Orientation &Induction

Planning &

Job Design

PerformanceManagement

System

HRM

Employment branding,Recruitment,Assessment & Selection

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Redefinition of HRs Priorities and Role

HR - Line Partner HR - Business Leader

- serve internal customers - service companys customers

- build individual employees skills - build the organisations capabilities

- execute business strategy - formulate business strategy

- sell traditional HR interventions - support critical business objectives

- defend company culture - ensure value proposition

- develop policies & programs - develop guidelines & VBO

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Measures of HR Effectiveness

Staffing levels

VS

companys internal alignment with value proposition to customers

Internal customer satisfaction

VSexternal customer satisfaction

HR activity levels

VS

strength of organisation capabilities

Employee satisfaction

VS

employee engagement and productivity

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Transforming HR into a Strategic Business Partner

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HR Service Delivery Model

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Decisions which change nothing

Knowledge transferred but not implemented

Substitution of talking activities for action

Quash inconsistent ideas, dont admit to mistakes

The Knowing-Doing Gap

(Pfeffer and Sutton, 1999)

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Steps forIdentifying & Building HR Competencies

Step 1: Planning & Assessment

-assessing individuals & id comp. gaps

Step 2: Communication

-expectations of roles, programs, consequences

Step 3: Performance Review

-comp. dev. in plans

Step 4:Training

Step 5: Development-job assignments, stretch assignments, rotations, peer

learning networks, coaching & mentoring relns w. snr HR

professionals

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Questions