Human Resource Champions: The Next Agenda for Adding Value and Delivering Results Presented by Ivan Chang

The changing nature of Human Resources: a model for multiple roles Operational to strategic Qualitative to quantitative Policing to partnering Short-term to long-term Administrative to consultative Functionally oriented to business oriented Internally focused to externally & customer- focused Reactive to proactive Activity-focused to solutions-focused

A multiple-role model for HR management Future/strategic focus Day to day/operational focus process people Management of strategic Human resources Management of transformation & change Management of Firm infrastructure Management of employee contribution

Definition of HR roles Role/cellDeliverable/ Outcome MetaphorActivity Management of strategic Human resources Executing strategy Strategic partner EX: Marriott Hong Kong Aligning HR & business strategy: “organizational diagnosis” 5day workweek Management of Firm infrastructure Building an efficient infrastructure Administrative expert Reengineering org. processes: staffing, developing, assessing Management of employee contribution Increasing employee commitment & capability Employee champion Listening & responding to employees: “providing resources to employees” Management of transformation and change Creating a renewed organization Change agent “Ensuring capacity for change” Identifying & framing problems, building relationships of trust creating & fulfilling action plans

What’s Next What’s So? So What? Now What?

What’s So? How organizations can build competitiveness? HR Professionals must become partners with other senior managers by creating value and delivering results People will always need to be hired and trained; process will always need to be created and upgraded; culture will always need to be established and transformed HR policies and practices should create organizations that are better able to execute strategy, operate efficiently, engage employees, and manage change HR practices create organizational capabilities that lead to competitiveness

So What? HR professional is the employees’ voice, catalysts and facilitators and designers of both culture change and capacity for change Line managers is primarily responsible for HR practices within a firm Line managers bring authority, power, and sponsorship; HR professionals bring technical expertise; Staff professionals bring technical expertise in their functional areas; Venders offer technical advice or perform routine standardized work HR Professionals Line Managers Staff Professionals Venders (consultants, sub-contractors, outsourcing partners) HR Community: A series of Partnerships

Now What? HR community will be propelled by seven challenges for the future: –HR Theory –HR tools –HR capacities –HR value proposition –HR governance –HR careers –HR competencies

Challenge one: HR Theory Resource dependence: deal with scarce resource Transaction cost: reduce the costs associated with accomplishing and governing how work is done Contingency theory: align with business strategy to provide a fit that leads to results Institutional theory: transfer knowledge and ideas from firm to firm making the best practices of an industrial routine Cognitive psychology: help to create a shared mindset or culture within the firm that reduces governance costs and increases commitment

Late 1970s: four core HR activities –Staffing, development, appraisal, and rewards Global HR: different country’s hiring, compensation, benefits, training; global thinking and strategy Leadership depth –Individual leader will be replaced by team leader –Interest in questions & learning will replace focus on solutions & answers Knowledge transfer –Who is hired? (those able & willing to seek and share ideas) –How development is done –How incentives are created (encourage transfer of knowledge) –How communications are established (easily access and share information) –How organizations are organized (less hierarchy & more information sharing) Challenge two: HR Tools

Culture change –Commit to culture change –Define a current culture –Define the desired culture –Expose culture gaps –Prepare & implement culture action plans –Coordinate culture-change efforts –Measure results Customer-focused HR Challenge two: HR Tools

Speed: How quickly is HR work be done without sacrificing quality? Implementation: How well is work done? Innovation: How able is HR community to think creatively? Integration: How well does HR work integrate with strategic plans? Challenge three: HR Capabilities

Assessing the Effects of HR Practices: –Employees: How does HR affect morale, commitment, competence & retention? –Customers: How does HR affect retention, satisfaction & commitment? –Investors: How does HR affect profitability, cost, growth, cash flow & margin? Challenge four: HR value proposition

How does HR organize to deliver value? Who does HR work? Where is accountability for HR work? How is the structure of the firm’s HR community established? Challenge five: HR Governance

contributor Challenge six: HR Careers Site Outside HR Business Corporate Generalist Specialist strategist integrator

Credibility: Accuracy, consistency, meeting commitment, chemistry, integrity, thinking outside, confidentiality, listening to and focusing on executive problems Challenge seven: HR Competencies Business Mastery Personal Credibility Human Resource Mastery Change + Process Mastery