Transcript CHANGING ROLES OF HR PROFESSIONALS

CHANGING ROLES OF HR
PROFESSIONALS
STRATEGIC
INTERVENTIONS
TO ELICIT COMMITMENT
AND TO DEVELOP
RESOURCEFUL
HUMANS
STRETEGIC
INTERVENTIONS
DESIGNED
TO SECURE FULL
UTILIZATION OF
HUMAN RESOURCES
THE FOUR “T’s”
• TRANSACTION ROLE
• TRANSLATION ROLE
• TRANSITION ROLE
• TRANSFORMATION ROLE
BELIEFS AND ASSUMPTIONS
CONTRACT
WRITTEN
CONTRACT
IMPORTANCE
TO RULES
PROCEDURES
BEYOND
CONTRACTS
RULES
IMPATIENCE
WITH RULES
MGT ACTION
BUSINESS
NEED
BEHAVIOUR
NORMS/CUSTO VALUES/MISS
MS
ION
MGERIAL TASK MONITORING NURTURING
STRATEGIC ASPECTS
KEY
RELATIONS
LABOUR
CUSTOMER
MANAGEMENT
INITIATIVES
PIECEMEAL
INTEGRATED
CORPORATE
PLAN
MARGINAL TO
CENTRAL TO
SPEED OF
DECISION
SLOW
PAST
KEY LEVERS
SELECTION
PAY
CONDITION
JOB
CATEGORIES
JOB DESIGN
SEPARATE
TASK
JOB
EVALUATION
SEPARATELY
NEGOTIATED
MANY
INTEGRATED
DEVISION OF
LABOUR
TEAM WORK
PERFORMAN
CE RELATED
HARMONIZAT
ION
FEW
KEY LEVERS
CONFLICT
HANDLING
TRAINING
TEMP.TRUCES MANAGE
CLIMATE AND
CULTURE
CONTROLLED LEARNING
COMPANIES
INTERVENTIO PERSONNEL
CULTURAL
NS
PROCEDURES STRUCTURAL
PERSONNEL
STRATEGIES
• 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
Stage 1
DEPLOYMENT OF LABOUR
Stage 2
OPTIMUM UTILISATION
OF HUMAN RESOURCES
Present Stage
LEVERAGING HUMAN
CAPITAL
Proprietor
Regards
SALAHUDDIN.MOHD
CRD & HRD
Mafoi Management
Consultants Ltd
[email protected]