Transcript THE FOUR ROLES OF HR

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INTERNATIONAL HEALTHCARE DISTRIBUTORS
HUMAN RESOURCES STRATEGY
Our Vision is:
To be acknowledged as a value adding business partner in achieving IHD’s
Strategic and Operational Objectives.
What does this mean in practice?
ACKNOWLEDGED
=
Earned, not a right
VALUE ADDING
=
Contribute directly to the financial
performance of IHD (optimize labour costs
best practices).
BUSINESS PARTNER =
Fulfill all four HR roles in being co-responsible,
accountable and focus on business
requirements, aligned with HR practices and
the business strategy.
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INTERNATIONAL HEALTHCARE DISTRIBUTORS
HUMAN RESOURCES STRATEGY
Our Mission is:
•
Co-Creator of the business strategy
•
Enabling management and employees to satisfy the needs of customers.
•
To provide a one-stop HR service within IHD.
•
Cultivate a conducive environment whereby IHD is the sort after
employer.
HR PROFESSIONALS WILL HAVE TO MODEL AND
DEMONSTRATE SPECIFIC VALUES IN ORDER TO REMAIN
COMPETITIVE IN THE EVER-CHANGING ENVIRONMENT:
IHD LEADERSHIP VALUES:
•
Advocate and model the IHD Leadership values.
ADDITIONAL HR VALUES:
•
Develop and exhibit professional competencies. Being valued as a
resource.
•
Maintains confidentiality.
•
Absolutely trusted by others.
•
Be committed and meet deadlines.
•
Be result driven.
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HR PROFESSIONALS WILL HAVE TO MODEL AND
DEMONSTRATE SPECIFIC VALUES IN ORDER TO REMAIN
COMPETITIVE IN THE EVER-CHANGING ENVIRONMENT:
JUDGEMENT:
•
Prioritise tasks by assessing the level of risk and consequences.
•
Make correct trade-offs between legitimately competing interests and
agendas.
•
Make quality decisions with information available.
COURAGE:
•
Stand up for own beliefs and take responsibility for personal actions.
•
Deliver news – good and bad in an upfront manner.
HR PROFESSIONALS WILL HAVE TO MODEL AND
DEMONSTRATE SPECIFIC VALUES IN ORDER TO REMAIN
COMPETITIVE IN THE EVER-CHANGING ENVIRONMENT:
(Cont.)
TRANSPARENCY:
•
Communicate openly and honestly with all stakeholders utilizing
accurate facts before taking action.
•
Practice and promote openness and fairness with regards to HR
processes and practices.
HUMAN DIGNITY:
•
Practice and promote the fair treatment of all employees.
•
Treat people with respect and dignity in order for them to feel
important.
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HR PROFESSIONALS WILL HAVE TO MODEL AND
DEMONSTRATE SPECIFIC VALUES IN ORDER TO REMAIN
COMPETITIVE IN THE EVER-CHANGING ENVIRONMENT:
(Cont.)
PERFORMANCE DRIVEN:
•
Set SMART targets for self and others and recognise and reward
progress made towards results.
S
Specific
M
Measurable
A
Achievable
R
Realistic
T
Timebound
•
Deliver on commitments made and hold others completely responsible
for commitments.
•
Use performance consideration in determining rewards or sanctions
and actively promote this value in the organisation.
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HR PROFESSIONALS WILL HAVE TO MODEL AND
DEMONSTRATE SPECIFIC VALUES IN ORDER TO REMAIN
COMPETITIVE IN THE EVER-CHANGING ENVIRONMENT:
(Cont.)
CONTINUOUS LEARNING ENVIRONMENT:
•
Constantly strive to find better ways to do things in own area of
responsibility.
•
Allow staff to participate and share in decision-making.
•
Be an influential advocate for change and processes and use HR skills
to facilitate organization transformation.
•
Foster a creative and innovative environment.
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LABOUR RELATIONS
•
Implement participative forums at all levels.
•
Positioning and developing IHD’s Labour Relations system.
•
Formulate and implement Labour Relations strategies.
•
Ensure the implementation of Employment Equity.
•
Align all collective agreements and IHD’s policies, with relevant labour
legislation.
•
Strategic leadership, policies and advice on Labour Relations.
•
Foster adherence to agreements with trade union.
•
Provide training on disciplinary and grievance procedures.
THE ROLE OF THE HR CABINET IN DRIVING IHD’S HR
STRATEGIC INTENT
•
Align business strategy with HR strategy and policy.
•
Jointly define HR policy.
•
Persuade and influence EXCO as to critical HR decisions.
•
Resolve what is common vs. unique.
•
Custodians of HR expertise at IHD.
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Ensure accountability for HRM at all levels.
•
Facilitate speedy execution.
•
Establish linkages with internal and external stakeholders.
•
Transform HRM practices at IHD.
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Understand the broader cross-functional areas of HR.
•
Act with integrity.
•
Foster and enhance teamwork.
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HR BLUE PRINT
Guiding Principles in People Management
ORG. DESIGN
JOB DESIGN
STAFFING
SKILLS DEV.
“Lean & Productive
Organisation”
Meaningful and exciting
jobs built around core
Business Process
deliverables
“Having the best”
“World Class through a
Learning Culture” and
operational excellence.
Governance Style enables:
•
Speed of decision
making
•
Execution of strategy
•
Clear accountability for
results leads to results
driven behaviour
•
•
•
•
Empowered individuals
and teams.
•
Enriched & exciting jobs.
•
Ensure alignment &
focus - Balanced Score
Card (BSC).
Alignment & focus
Empower employees
Clear accountabilities/
deliverables.
•
Senior levels
-
Built around core business
processes.
Effectively structured
departments to manage staff
turnover.
-
•
•
Tailored to fit skills
and dev. needs of
the individual
without
compromising the
overall integrity on
the job.
Facilitate
development of
future leaders.
Job grades as broad
as possible.
Flexible utilization of
workforce e.g. job
rotation.
•
Effectively and efficiently.
•
Link business strategy
and people strength by
including people reviews as
an integral part of the
business process.
•
If required, buy in good
people.
•
“Grow own” by first intent.
•
Attract & retain high
potential people.
•
Adhere to applicable
legislation.
•
Hired labour as last
resort.
•
No dumping ground.
•
Ethical code.
•
•
•
Performance Culture – we
are results driven.
•
Culture and values through
training, development,
mentoring & coaching.
Geared to support business
strategies & objectives.
•
Motivate and reinforce
superior performance.
Learning culture:
•
Encourage the development
of competencies.
•
Share in the performance of
the company.
•
Aimed at securing
commitment of our people.
•
Salary according to
performance.
•
Rates of pay on the
appropriate market for each
job family.
•
Results carry meaningful
consequences:
•
People most valued asset.
•
•
-
Outcomes based.
-
Self-directed.
-
Life long Learning with
the objective of
achieving business
competencies.
-
Recognition of Prior
Learning and full
accreditation NQF &
SAQA).
-
Employees understand
their strengths &
weaknesses.
Vacancies advertised.
-
Rotation & placement
according to succession
plan.
Ensure adequate dev.
opportunities.
-
Invest in skills dev.
-
High potential, fast
track programmes.
Recruitment policy.
PERFORMANCE
MAN. &
REMUNERATION
-
Weed out
underperformers.
-
Retain high performers.
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HR BLUE PRINT (cont.)
Guiding Principles in People Management
ORG. DESIGN
JOB DESIGN
STAFFING
SKILLS DEV.
“Lean & Productive
Organisation”
Meaningful and exciting
jobs built around core
Business Process
deliverables
“Having the best”
“World Class through a
Learning Culture” and
operational excellence.
-
Formal training is
supportive to on the
job training
-
Competency based
advertisements.
-
Build own skills and
recruitment principally
at entry level.
-
On the job training
conducted by highly
qualified specialists.
-
Assess staff against
creditable unit
standards.
-
Meaningful individual
development plans –
be developed.
PERFORMANCE
MAN. &
REMUNERATION
Performance Culture – we
are results driven.
-
Clear competency
based job descriptions.
-
Apply the “legal
performance
management
procedure.
-
Utilize the probation
period effectively.
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THE FOUR ROLES OF HR
Change
Agent
=
Employee
+ Champion
Strategic
+ Partner
Business Partner
Administrative
+
Expert
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HR Strategic Focus
The Four Roles of HR
 HR Processes and
practices fit the
strategy.
 Cultural guardians
and catalysts.
 Capacity for change.
Strategic
Partner
Admin
Expert
 Create and
maintain infrastructure.
 Administrative
Efficiency.
Change
Agent
Employee
Champion
 Help employees to
feel they are part of a
Team.
 Employee commitment.
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SPECIFIC HR COMPETENCIES ARE
REQUIRED TO FULFIL THE IDEAL HR
ROLES
•
•
•
•
Business strategy skills
Transformation: change management
HR functional expertise
Project management, assessment skills,
influencing skills, leadership skills,
innovation
• People development, coaching/mentorship
• Responsiveness and speed
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THE ROLE OF THE HR DEPT.
Human Resources Function Roles
BUSINESS PARTNER
ADMINISTRATION
EXPERT
CHANGE AGENT
EMPLOYEE CHAMPION
THE HR RESOURCES FUNCTION
ROLES LEAD TO SPECIFIC HR
DELIVERABLES OR OUTCOMES
HR ROLES
OUTCOME
BUSINESS PARTNER
•
Align HR with business strategy
CHANGE AGENT
•
Manage transformation & processes
INFRASTRUCTURE
EXPERT
•
Develop and implement efficient and
contemporary organisation structures
and HR practices
•
Understand, respond & advocate
employee issues within the context of
business strategy
EMPLOYEE CHAMPION
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THE HUMAN RESOURCES ROLE …
HELPING THE BUSINESS BECOME MORE
COMPETITIVE
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As HR professionals strive to fulfill all four roles, we need to strike a balance
between long term strategic initiatives and day-to-day operational activities. To
accomplish this it is important to develop and use both “soft” transformation skills
and “hard” tools and processes.
FUTURE / STRATEGIC FOCUS
HR
Strategy
TOOLS/PROCESSES
“HARD”
Infrastructure
Change
Process
Employee
Champion
DAY-TO-DAY OPERATIONAL FOCUS
TRANSFORMATION
“SOFT”
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SKILLS DEVELOPMENT
• The objective is a drive to develop employees through obtaining competencies.
ROLES AND INITIATIVES
•
MEET UNIT STANDARDS, NQF
AND SAFETY REQUIREMENTS
FOLLOW CAREER PATH
DEVELOPMENT PROGRAMS
EMPHASIS ON APPLICATION
OF KNOWLEDGE AND SKILLS
DECLARATION OF
COMPETENCY IS ESSENTIAL
•
•
•
•
RECRUIT 90% AT ENTRY
LEVELS WITH MINIMUM STD
10 QUALIFICATION
•
•
•
TOTAL WORKFORCE SHOULD
BE ON GRADE 12 LEVEL
AN ACCELERATED ABET
PROGRAM IS REQUIRED
CATER FOR INDUSTRIAL
ORIENTATION, LIFE SKILLS
AND CULTURE ALIGNMENT
•
•
•
•
•
•
•
ACCEPT ULTIMATE RESPONSIBILITY
MANAGE OWN TRAINING BUDGET
IDENTIFY ALL TRAINING NEEDS
EXECUTE ON-THE-JOB TRAINING
DECLARATION OF COMPETENCY
COACHING AND MENTORING
CENTRE OF EXCELLENCE GIVE SUPPORT
LINE MANAGEMENT
RESPONSIBILITIES
ON-THE-JOB
TRAINING
TRAINEE
SCHEMES
DEVELOPMENT OF
COMPETENCIES
• Focus on job requirements
• Career path development
• Multi-skilling
• Adhere to NQF unit
standards, safety
• Testing and declaration of
competency
• Recognition of Prior Learning
EDUCATION
COACHING AND
MENTORING
•
•
MUST BE A FORMAL PART OF
ANY TRAINING PROGRAM
TRAINING IN COACHING SKILL IS
ESSENTIAL
FORMAL
TRAINING
JOB
ROTATION
SELFDIRECTED
LEARNING
• IHD – LINBRO PARK
TRAINING DEPT.
OVERSEES ENTIRE
TRAINING PROGRAMME
• ALL TRAINING COURSES
APPROVED BY LINE
MANAGEMENT
• MOST EFFECTIVE
TRAINING METHOD
FOR MANAGERS AND
ALL EMPLOYEES.
• SUPPORTED BY
FORMAL TRAINING,
COACHING AND
MENTORING.
• EMPLOYEE TAKES OWN
INITIATIVE FOR
DEVELOPMENT
• SUPPORTED BY HUMAN
RESOURCES AND
ADEQUATE TRAINING
FACILITIES
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PERFORMANCE MANAGEMENT AND REMUNERATION
•
Instill accountability for every individual and manage contract for
success on a monthly basis.
•
Performance (output) is what matters, continuously adding value.
•
Linking the contract for success with the incentive scheme.
•
Align KPA’s with competencies.
•
Zero-based incentives.
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THE HUMAN RESOURCES TEAM’S UNDERSTANDING
OF IHD’S BUSINESS
•
Major opportunities for improvement
NEED FOR CHANGE
•
Drive fixed costs down
•
Efficiency (new systems/processes/skills/quality)
•
Customer focus/service (high level)
•
More proactive approach
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AN ANALYSIS OF THE HUMAN RESOURCES
FUNCTION REVEALED THE FOLLOWING (cont.)
•
Line management believes HR issues are for the HR function – lack
of ownership
•
HR does not practice what it preaches
CONSEQUENSES
•
Business success will be impeded
SUMMARY
•
Opportunity to exert leadership and contribute to the business, to
transformation leadership
GOOD STRATEGY + GOOD STRATEGY EXECUTION = GOOD MANAGEMENT
KEY HR STRATEGIC INITIATIVES WILL BE
THE DRIVERS OF THE STRATEGIC INTENT
1. Contribute to
cost
reduction
DEFINITION
ACTION
RESPONSIBLE
TARGET
DATE
Direct: Payroll, HRM
budget, overtime,
training.
• Establish reporting and measurements.
Yvette
Susan
Rekha
Immediate
Ongoing
• Life Skills and Finance Programme.
Indirect: Sick leave,
absence, injuries,
scheduling, legal costs.
March 2003
Manage staff turnover
costs.
2. Performance
Culture
Performance
Management,
remuneration &
incentives, training,
motivation and (KPI’s).
• Train all Management Levels on
Perf. Management
Systems.
• Performance Contracts
• KPA’s should include:
- Fundamental
- Core
- Electives
• JD’s
- Competency based & linked
to KPI’s.
HR Cabinet
February 2003
Performance
Appraisal.
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KEY HR STRATEGIC INITIATIVES WILL BE THE 23
DRIVERS OF THE STRATEGIC INTENT (Cont.)
Communication
of performance
figures (faces).
DEFINITION
ACTION
Specific initiatives to
promote and reinforce
strategic behaviour.
Revise Policy
TARGET DATE
Yvette
31 January 2003
Zero-based incentives
Revamp / redesign
performance
management and
implement.
Departmental
Objectives.
3. Transformation
(Employment
Equity).
RESPONSIBLE
Diversity, comm.,
culture, org. profile,
participative
management,
customer orientation,
empowerment,
change management.
Principles finalised
Employment Equity
Constitution reports &
structures to be in
place.
Richard
KEY HR STRATEGIC INITIATIVES WILL BE THE 24
DRIVERS OF THE STRATEGIC INTENT (Cont.)
DEFINITION
Transformation
(cont.)
Transformation
and Change
Management
Workshop
4. Business /HR
Alignment
• Succession
Planning
ACTION
RESPONSIBLE
TARGET DATE
• Define/sell case for
change.
Yvette
January 2003
• Conduct workshops on all
levels.
Susan
Yvette
April/May 2003
• Define& implement a
business/HR alignment
process.
HR Cabinet
15 February 2003
• Skills / HR requirements
(incl. practices and
systems and self directed
work teams).
• Maintain a follow-up.
Ongoing
KEY HR STRATEGIC INITIATIVES WILL BE THE
DRIVERS OF THE STRATEGIC INTENT (Cont.)
DEFINITION
5. Employee
Champion
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ACTION
RESPONSIBLE
TARGET DATE
• Structure and implement
participative forums.
Yvette
February 2003
• Assess employee
attitudes.
Tracy Frank
“
• Communication session.
Richard
January 2003
• Communication session
with MANCO.
Susan
“
• Training EXCO,
Management, & staff.
Susan
13 February 2003/
On going
• Integrate issues/statistics.
6. Induction
Programme
7. HIV/AIDS
• Peer Education.
KEY HR STRATEGIC INITIATIVES WILL BE THE
DRIVERS OF THE STRATEGIC INTENT (Cont.)
DEFINITION
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ACTION
RESPONSIBLE
TARGET DATE
8. Recruitment &
Selection
viz, Targeted
Selection
course.
• Training of Management.
Rekha
Susan
March 2003
• Inform EXCO that we
require their support to
have management
trained on TSS.
Richard
20 January 2003
9. Educate staff
on Employee
Benefits.
• Pension
• Group Life &
Disability
• The course, design,
approval &
Implementation.
Rekha
April to October
2003
Rekha
Richard
February 2003
Incapacity /
Disability
Policy.
• To revise & align policy
with the Insurer & Labour
Relations.