future of hr (audio slideshow)

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Guidance Notes This interactive PowerPoint Presentation is one of a suite of ‘HR SnapShot’ e-learning modules covering various HR topics. The objective of these modules is to provide an overview of some of the critical issues presently facing HR as well as providing some thought provoking suggestions about the choices HR can take. For each slide there is a commentary. The commentary will automatically start once you move to the next slide. The Future of Human Resources HR Snapshot Series

The Future of Human Resources: Looking beyond ‘adding value’ :

The Future of Human Resources: Looking beyond ‘adding value’ HR Snapshot Series

Outline of this module:

Outline of this module History of Human Resources HR today – current research and what does this mean Looking forward – a model of understanding What will this look like in organisations What does this mean for HR Leaders and Professionals About CourageousHR

A brief history of Human Resources!:

A brief history of Human Resources! 1950 - 90’s Emergence of Human Resource Management as an academic subject Little thought to the role of Personnel 1990’s Storey (1992) Identified roles: Advisors; Handmaidens; Regulators; Changemakers Ulrich (1997) HR Champion and vision for transformation of HR roles Strategic Partner; Change Agent; Administrative Expert; Employee Champion Ulrich & Brockbank (2005) HR: The Value proposition Employee Advocate; Human Capital Developer; Strategic Partner; Functional Expert; Leader CIPD / SHRM ( 2006 - ) Surveys CLC (2007) HR-line support effectiveness Consulting Firm Surveys (2007-) Various surveys on HR, HR professionals and HR transformation 2000’s Lawler (1995 to 2006) Longitudinal study Involvement in strategy is linked to HR effectiveness Present day! Caldwell (2003) identified a common approach between Storey & Ulrich’s models 1 2 3 4 5

Human Resources today - latest research:

Human Resources today - latest research The skills of HR Professionals have more impact on business performance than budgets, structure and overall numbers While very common, HR transformations have not lived up to their promises – predicted costs savings and a greater HR strategic focus have not been realised Modern practices and IT simply allows HR to drive their impact deeper HR still lacks the skills they need to succeed in 2011 and are unprepared for the future

What does this mean for HR?:

What does this mean for HR? The behaviour of HR haven’t changed significantly Expectations have not been met Administration has already been largely been centralised or outsourced HR has focused on short term results and at the cost of long term embedded change Where does HR go next?

What is HR’s future direction? :

What is HR’s future direction? HR Evolution Unique v alue to organisation Low High Personnel Cost Centre HR Management Demonstrating Value HR Business Partnership Adding Value HR Strategic Partnership Creating Value Administration Increased Efficiency Improved Effectiveness Distinctive Contribution Future Focus for HR Traditional HR’s Focus HR Transformation Continuum TM

What is ‘distinctive contribution’ ?:

What is ‘distinctive contribution’ ? Distinctive contribution refers to value that is uniquely created by HR i.e. without HR to would not have occurred. It occurs when: HR has knowledge or skills that are not available anywhere else in the organisation e.g. change management HR has access to access to information that is either not collected or collated elsewhere in the organisation e.g. candidate knowledge of competitor activities, and employee skills linked with strategic plans Example: After understanding the marketplace, our competitors and their marketshare (through talking to candidates, employees, competitors and third parties), HR makes a suggestion to the MD (with costings, timescales etc) to implement a competitor research process, linking to clear objectives regarding new products, culture and recruiting needs

What are the key elements?:

What are the key elements? HR’s contribution is not restricted to the ‘people’ agenda HR makes contributions and builds support for its ideas based on what it sees as opportunities and threats, not waiting to be asked HR understands the key business drivers, processes etc HR works as a true partner with other managers, each understanding their own and each other’s purpose, roles and objectives HR is proactive

The value options for HR:

The value options for HR Focusing on how HR is structured and how it operates Exploring how HR aligns itself to the business Explores the power dynamics between HR and the business and degree of HR's influence Highlights how the internal HR relationships work Identifies what HR delivers to the business Highlights how strategically business aligned are the HR deliverables Emphasises the key HR skill sets required for each phase Identifies the core behaviours demonstrated by HR Professionals

HR Strategic Partnership - HR Professional :

HR Strategic Partnership - HR Professional Transformation Elements HR Business Partnership (HRB) HR Strategic Partnership (HRS) Key skill Business Acumen Relationships, based on the 3Cs of Capability, Credibility and Courage Technical Expertise The skills that are most valued and recognised within HR Business Application of HR Technical Knowledge Project / Programme Management Organisational alignment of employees and strategy Finding and creating synergies Programme Management Change Management Psychological understanding of individual and team dynamics Delivery Expertise How flexible, adaptable and creative HR is in implementing HR Deliverables Knows how to modify HR knowledge and apply it to the business context. Able to provide risk assessment on potential business implications Knows how to modify business and HR knowledge and apply it to organisational and business context. Defines potential business situations, provides a risk assessment and then manages the risk. Mindset HR’s view of its role and the degree to which it is willing to ‘set the agenda’ and influence the business Expert in defined area and has an opinion outside area of expertise Expert at understanding the broader picture and at using experts to supplement knowledge. Expects business and HR colleagues to listen and take their opinions into account in the decision making process Attitude to risk Degree to which HR takes the initiative and/or is willing to try (recommend) something new Quantifies risks for Senior Business Managers and is courageous within area of expertise Quantifies risk for stakeholders. Courageous within area of broad expertise and builds courageous behaviours within the organisation

What does this mean for HR Leaders and Professionals?:

What does this mean for HR Leaders and Professionals?

Who are we?:

Who are we? CourageousHR Limited A training and development firm focused on helping HR teams and individuals to deliver value to their organisation Offer workshops, training programmes, individual and organisation support to HR Managed by delivered by ex-HR Practitioners who have first-hand experience of the roles in HR www.courageoushr.com Free tools, advice, monthly newsletter and regular blogs All of the background research and further details of the models shown in this slide deck can be obtained at either our website or by contacting us at enquiries@courageoushr.com