Roles of People Management Today

Sharing at The Council of Hong Kong Professional

Associations18 June 2011

KT Lai F.I.H.R.M. (HK), M.H.K.I.o.D

2

• Previous full time job

– HR professional and practitioner

• Current assignments

– Facilitator in HR management consulting and lecturing

• Voluntary engagements

– Serving at HR management institutes and HR Committee of some social service organizations

• Public appointments

– WKCDA / QMAS / LRC / ED

My HR career

Business challenges we are facing

• Changing business focus and objectives

• Managing uncertainty

• Exceeding stakeholders’ expectations

• Optimizing the workforce, and

• Controlling cost

Roles of people management today

Factors affecting people management

• External – industry nature– competition

• Internal – governance contest - Board and management

expectations– cultural context – management style and approach– organizational context - structure

• Stakeholders– employees– customers and service users – business partners– community

We need a sustainable business strategy

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Vision

Mission

Commitments

Strategy

Policies & Codes

Values

What do we want to be?

What benefits will we bring to our stakeholders?

How will we achieve this?

What guides the pursuit of our strategy?

What must we do to uphold our values?

What must we do to meet our commitments?

We need to have line of sight

• Vision

- Why organization / function exists?

- What is the expected outcome / results?

• Mission

- What can people in the organization do to add value,?

- What are the deliverables?

-

• Values

- What are the principles on which the organization / function is built on, e.g. integrity, line of sight

Vision, Mission & Values

• Initiatives- What services the line functions could offer ?

• Priorities- What are the top four priorities line functions

will contribute to organizational priorities?

• Actions- What is the action plan to deliver the priorities?

• Measures- What measures line function will use to indicate

its success or benchmarks?

Vision, Mission & Values

• Have the right WORKFORCE

• ALIGNMENT of people’s efforts and contribution in achieving business strategy

• Use Workforce MEASURES

• Employ TOOLS and TECHNOLOGY to enable the above

BUSINESS BUSINESS STRATEGYSTRATEGY

PEOPLE PEOPLE COMPETENCIESCOMPETENCIES

ENTERPRISE ENTERPRISE PERFORMANCE PERFORMANCE MANAGEMENTMANAGEMENT

TECHNOLOGY TECHNOLOGY ENABLERSENABLERS

Linking people management strategic map with the VMV

Business Strategies and Goals

Assets

Strategic People Management

Process System Support

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Line Management

Human Resources Team

Effective people management- driver of organization success

• Challenges of more complex and diversified organizational operations

• Alignment of people management strategies with changing organization priorities

• Constant realignment of the people capacities and capabilities

• Constant demands for more and better resources – flexibility and adaptability

• Increasing needs of participation and involvement in achieving organization objectives

Increasingly complex of roles in people management

• …. some issues will never go away:

• better utilization of capital and operating expenses

• acquiring, identifying and developing talent

• orchestrating people to perform

• delivering people value in the equation

• developing enterprise knowledge ……

• and more …

Increasingly complex of roles in people management

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employee engagement, HRIS

culture, change, diversity management

ethics, governance and audit

OrganizationGoals

FunctionalSkill

Learning

ManagementSkill

Development

JobRelativity

• Structure • Design

Achievement of organization goals

• Actual Performance

• Future Capability

Potential/Competency

Database

Learning &Development

Plans

• Vision• Mission• Strategies• Value

• Job Analysis• Job Description• Job Specification• Job Evaluation

• Direct Intake• Outsourcing• Labour Supply

• Measures and Goals• Competency

• Build / Buy

Sourcing &Staffing

RemunerationManagement

SuccessionPlanning

Reward &Recognition

HRPlanning / Mapping

PerformanceManagement

• External Benchmarking

• Functional Skills / Competency Enhancement

Strategic people management process

TransactionTransactionOrganisationOrganisationTransactionTransactionOrganisationOrganisation

PartnershipOrganisationPartnershipOrganisation

Orchestrating People Capital

Performance Management

Performing Management

ChangingChangingOrganisationOrganisation

ChangingChangingOrganisationOrganisation

Stages Key Focus

worker

performer

contributor

Transformation of people management

• HR knowledge

– Understanding of tactical and strategic HR functions and processes

• Business knowledge

– Understanding of the operations and processes of how business is conducted

• Organizational knowledge

– Understanding the business issues that are specific to the organization and having empathy for and an awareness of the impact of human capital issues on the organization as a system

CompetenciesWhat HR leaders need to know today

• Strategic thinking

– Seeing the big picture, having along-term line of sight and understanding the interconnectedness of decisions and activities within the various lines of the business

• Leading change

– Charting the course for organizations’ stakeholders to navigate a shift in business processes, priorities and expectations

• Shaping organization culture

– Creating the values by which an organization operates

CompetenciesWhat HR leaders need to know today

• Cross-cultural intelligence

– Knowledge of and sensitivity to differences among cultures

• Critical/analytical thinking

– Seeking information and using that information to make informed decisions and resolve problems

• Results oriented/driven

– Ability to link processes and practices to positive outcomes and to demonstrate the value brought to the organization

CompetenciesWhat HR leaders need to know today

• Flexibility/ adaptability

– Ability to adjust the approach as required by shifts within the organization and in the external business environment

• Communication for impact

– Being able to verbally or in writing convey messages in terms that make sense, and also to actively listen to others’ interpersonal communications

• Technological savvy

– Knowledge of the unique solutions and challenges that new technology will bring to the organization and understanding of how talent management will be affected by a technologically enhanced business environment

CompetenciesWhat HR leaders need to know today

• Ethical behavior

– Perception of the moral appropriateness of individual and / or group conduct or behavior

• Integrity

– Honesty and doing the right thing

• Credibility

– Being perceived by others as having the knowledge and experience to back up one’s authority

• Coaching/developing others

– Helping others to reach their potential

CompetenciesWhat HR leaders need to know today

HR Value Delivery Model today

HR Competency Model today

Source : “The HR Value Proposition” David Ulrich (2005), Michigan Ross School of Business, USA

What line management needs today

• Organization perspective

– Understanding of business objectives

– Cascading the business objectives and facilitate performance measures and goals setting

– Strategic alignment of functional activities with organization vision, mission and culture

– Organization structure design and operation practice reform

– Strategic job profiling and competence modeling

– Talent acquisition and capability development

– Building flexible and adaptable teams

– Motivating and enhancing people to create, drive and add value to business success

• Individual perspective

• Be ethical

• Continue professional development

• Equip with effective people management skills

• Listen with passion and communicate with impact

• Provide and invite feedback from people

• Build and manage psychological relationships with people

What line management needs today

Right PeopleRight Position

Right TimeRight PlaceRight Cost

Reward &Recognition

PeopleCompetencies

Delivery Results

TalentManagement

OrganizationStructure

Integrated roles in people management

• Whatever organization and culture

• Whatever difficulties and challenges

• Whatever roles you are playing

– You are CREATING VALUE!

– You are part of the TRANSFORMATION!

– You have to be on the top of the CHANGE!

Integrated roles of people management

Thank You