1. 1 Transforming Global HR Roles for 2020: Connecting Business Strategy, Social Challenge, and Corporate Culture Prof. Randy Chiu © Centre for Human Resources Strategy and Development Hong Kong Baptist University

2. 2 Human Resources Management Motivated Behavior and Teamwork Technological and Physical Resources Leadership Style Financial Resources Organizational Climate Structure Management Philosophy Organizational Culture: Goals, Values, Beliefs, Norms Cultural Factors Human Factors Technology Natural Resources Economic Factors Regulatory Measures Markets Cultural Factors Human Factors Technology Natural Resources Economic Factors Regulatory Measures Markets Effectiveness Efficiency Development Participant Satisfaction Social Responsibility Effectiveness Efficiency Development Participant Satisfaction Social Responsibility External EnvironmentOutcomes Internal Environment A Model of Organizational Performance

3. 3 Problems with HR

4. 4 What do CEOs Think of HR?  Do not possess a sufficient working knowledge of what business is all about or of the strategic goals of the organization they serve.  Lack leadership ability.  Are reactive ♠.  Unable to take the lead to establish a vision for change and gain the support necessary to lead the charge ♠.  Are fad chasers who want to find solutions to problem in other organizations and then “drop them in place” ♠.

5. 5 What do Line People Think of HR?  Not strategically competent ♠.  Not in the power center of their organizations.  Not able to cultivate employee commitment ♠.  Performance appraisal systems are not proper.  A cost center.  HR Performance cannot be measured ♠.  HRM can be outsourced but some HRM functions will still be in place.

6. 6 What do CEOs Want From HR?  Committed to the success of the organization  Understand overall corporate mission  Capable to instill & nurture trust ♠  Recruits/selects high-quality professionals ♠  Up-to-dated legislative/ regulatory issues  Contribution of education and development programmes to future requirements of business  Develops HR plans linked to business mission & strategy ♠  Works effectively with other line managers ♠

7. 7 Forces Shaping the Future HR  A worldwide shift in demographics ♠  The knowledge economy  Globalization and cultural diversity  The digital workplace  The ubiquity of mobile technology ♠  A culture of connectivity ♠  Corporate social responsibility ♠

8. 8 Five Work Generations Today

9. 9 Who are the Five Generations? GenerationMajor InfluencesBroad TraitsDefining Invention Traditionalists Major trait: loyalty World War II, Cold War, Korean War, rise of suburbs Sacrifice, loyalty, discipline, respect for authority Fax machine Baby Boomers Major trait: competition Watergate, women’s rights, Woodstock, FJK assassination Competitive, sandwiched generation, hard work, long hours Personal computer Generation X Major trait: self- reliance MTV, AIDS, Gulf War, 1987 stock market crash, fall of Berlin Wall Eclecticism, self- reliance, free agents, work/life balance, independence Mobile phone Millennials Major trait: immediacy Google, Facebook, 9/11 terrorist attacks, election of Barack Obama Community service, cyberliteracy, tolerance, diversity, confidence Google and Facebook Generation 2020 Major trait: hyper- connectedness Social games, Iraq War, Great Recession Mobility, media savvy, life online starting in preschool, reading books on e-readers iPhone apps

10. Social Environment of Now Generation C10 Prof. Randy Chiu 10

11. Cognitive Characteristics of Today Generation C11 Prof. Randy Chiu 11

12. 12 Psychological Characteristics of Today Generation

13. 13 Predictions for the 2020 Workplace (1) 1.Career advancement based on reputational capital 2.Mobile device become office, classroom, concierge 3.Global talent shortage will be acute ♠ 4.Recruiting through social networking sites ♠ 5.Web commuters force companies to reinvent 6.CEOs must know blogging ♠ 7.Corporate curriculum uses video game & simulation♠ 8.Move from outsourcing to crowdsourcing ♠

14. 14 Predictions for the 2020 Workplace (2) 9.Leaders are elected 10.Lifelong learning will be a business requirement 11.Work-life flexibility replace work-life balance ♠ 12.Use CSR to attract and retain talents ♠ 13.Cultural diversity is a business issue not HR issue 14.The lines among marketing, communication, and learning will blur 15.Social media literacy is required for everyone♠ 16.Permanent full-time employment fades out ♠

15. 15 Advances in Human Resource Management (1) 1.A new philosophy of action 2.A rapid transformation from staff services to internal consultation ♠ 3.A gradual transfer of functions and decision-making to middle managers 4. A close connection with the company’s VMV ♠ 5.A strong concern with knowledge management and generating intellectual capital 6.An overriding concern with preparing the organization and its employees for the future ♠

16. 16 Advances in Human Resource Management (2) 7.A strong concern for adding value within the organization 8.A clear and accelerating tendency toward rightsizing 9.Emphasis on a participative & democratic culture ♠ 10.Strong use of motivational tools and personal achievement ♠ 11.Flexibility of HR policies and practices across cultures 12.Literacy in mobile technology ♠

17. 17 Strategic Operational Strategic Partner & Change Agent Emp. Rel. Expert Admin. Expert Developing HR as Internal Consulting Organization Technical Internal Consultant

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19. 19 Types of Planning Purpose & Expected Outcomes of Planning StrategicTo provide direction, via broad objectives, and to indicate how – the strategies by which – these objectives are to be achieved. Long runTo indicate what the firm is to have achieved – its long-run goals – within a specific time period long enough to allow fundamental change in the organization. TacticalTo promote the proper deployment of resources thorough organization design, organization culture, budgetary processes, and policies. Medium rangeTo indicate what the firm is to have achieved – its medium-run goals – within a specified time period long enough to allow organizational growth. OperationalTo promote the efficient use of allocated resources by performing operational planning functions. Short runTo indicate what the firm is to have achieved – its short- run goals – within a specified time period long enough to allow change in production schedules. Strategic Planning

20. 20 HR Roles: Competencies Required – When and How to: Strategic Strategic Partner  Formulate and analyze strategic business plans  Integrate HRM strategies with business needs  Promulgate innovation and sustainability  Design desirable cultural and leadership traits Business Partner  Analyze organizational change needs  Advise on acquisitions and mergers  Generate knowledge management initiatives  Establish CSR initiatives and branding

21. 21 HR Roles: Competencies Required – When and How to: Tactical Change Agents  Identify and cultivate relevant cultural attributes  Manage cultural changes  Cultivate work and team culture  Design performance management system Administration Experts  Capture market trends  Identify talents for succession in global context  Implement creative HR initiatives Employee Relations Expert  Maintain sound organizational climate  Get employees’ buy-in on company policies

22. 22 HR Roles: Competencies Required – When and How to: Operational Administration Experts  Enhance effective communication  Cope with crises and emergencies  Monitor organizational statistics/measurement  Evaluate HR effectiveness  Utilize human assets and to control costs Employee Relations Expert  Negotiate new service agreements with colleagues and other departments  Manage relationships with senior line managers  Coordinate company activities  Relate to government officials

23. 23 The End! Thank you very much.