changing roles of hr professional
DESCRIPTION
TRANSCRIPT
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
SEPARATELY
NEGOTIATED
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
