1. The story of NEW HR Wed. 21/12/2016
Presented by: Salman Alsuhail

2. the little girl and the butterfly
The story of
the little girl and the butterfly

4. Vision .. Goals.. Objectives .. Aims .. Targets ..
If you do not know where you are going…
Then it does not really matter which road you take…
Vision .. Goals.. Objectives .. Aims .. Targets ..

5. Take your HR to the HOSPITAL for an annual medical check.
HR medical check !!!
Take your HR to the HOSPITAL for
an annual medical check.

6. Annual Medical Check !!!
Organizations are like Vehicles , they need an annual check and a continuous monitoring as the time passes. Such check would help the owner (shareholders) and stakeholder to do the necessary maintenance / treatment both as a quick fix and as a long term treatment. With that you guarantee the continuous efficiency of the organization
One method to do the “medical Check” is to answer few questions to the best of your knowledge and be “honest about it”. Such answers would lead you to the best solutions. It has been said :
“understanding the issue is 50% of the solutions”.

7. The “medical” Test . Answer the following:-
Do you know what your HR department's reputation is among the employees? When HR is mentioned, do managers picture understanding strategists, backward bureaucrats, or pleasant, people-pleasers?
Do employees understand and appreciate the importance of HR department in achieving the organization's mission and objectives?
Does HR management make an effort to market its services to the internal / external customers?
Does HR add “Value ($)” to the Business?

8. “HR” to the ICU ready for operation .
It is time for Human Resources Management / Professionals to rethink their role and that of the HR organization, not only for the purposes of contributing / adding value to the business ( both internal and external customers), but also for their own survival.
HR needs to function with one main driver in every step /action it does, i.e. :
“adding value to the business bottom line” .

9. Move away from the old stereo type…
Employees / Shareholders/ Stakeholders / Internal & External costumers , for the most part, still see HR as "those people who handle benefits , do interviewing, transaction work and a lot of policing work.
To position the HR function for the next decades, every HR manager needs to undertake a public relations/ marketing role ,starting with your own employees.
Think of HR as a product and do some smart marketing.

10. Finding these answers vs. dialogue
Start with the HR staff to determine HR Current Reputation and Brand.
If you ask HR staff today, "What does the HR do?" would they just make an answer and say something meaningless to you and make a run for it?
If that is the case, Human Resources Organization needs to rethink its role and do some in-house re-engineering, marketing, communications and public relations.

11. Thoughts around the HR new role…
HR should continue to balance the demands of the main roles:
(1)Business Partner,
(2)Internal Consultant,
(3)Operational & Administrative Expert and
(4) both Employee and Employer Advocate.
The ongoing challenge is to establish new deliverables and to sustain strong partnerships with both internal and external customers. The ability to see the big picture-and to deploy the resources to address it.
Never forget the ground rule, HR must add value to the Business.

12. The question of HR Marketing…
The marketing of the HR department requires you to demonstrate your problem-solving skills, so others will know that you do much more than simply processing papers.
The best form of advertising is the actions you take.
By your actions, processes and programs, you can promote the HR department as a flexible, adaptable, solutions-oriented partner, a resource to whom the organization can turn to when it needs to solve issues.
Your HR department can be something that helps your business when it needs help.

13. HR Winning KPI
Having the right talent at the right time in the needed quantity.
( Attracting- Recruiting – Hiring )
Retaining the current talents and reducing the attrition % below normal standard %, especially in critical jobs.
( Retaining)

14. Grand Rules … Steve Sanger, CEO, General Mills
“Our employees are our most valuable resource. It is through our employees that all of our other goals and ambitions as a company are met.”
Steve Sanger, CEO, General Mills
“I believe that you can have the best assets – brand, fixed assets, product – but without the right people who are managing, executing, and doing what needs to be done to use the assets to create value, you might as well forget about it.”
President, industrial/manufacturing company

15. What do we need from the employee?

16. In short, best workers/employees are in control,
Talent Realties
The notion of a life long job is no longer valid.
The market place is becoming more free and global.
Workers/employees with good knowledge and good services have intangible assets.
In short, best workers/employees are in control,
Employers are not.

17. What are the 4 things employees need from you ? ( in addition to $)

18. Transformational Paradigm…
Within this new paradigm, there are four non-negotiable human needs that the transformational leader recognizes must be satisfied for the business to succeed : Love ,Growth , Contribution and Meaning

19. What does the Employee need? + $
Here are the four things your people need to succeed:
Love. This may sound touchy-feely, but love simply means focused concern that is exclusively for that person's good. Show your employees you care about them and their futures.
Growth. No one wants to be exactly where they are forever. Create a culture that allows your people to grow and expand.
Contribution. To feel fulfilled, employees must know that they are contributing to the whole. Emphasize the ways that their work matters to the Business ( internal / external).
Meaning. We are meaning-seeking creatures. Share a vision that demonstrates that all of your employees are engaged in a larger purpose.

20. More to : Attract & Retain Talent

21. HR vs. Employment life time
HR corporate new approach in dealing with an employee consists of three main focus areas:-
Before joining the organization, this stage consists mainly of attracting, recruiting and hiring.
During employment, this stage starts from first day of joining the organization till the last working day. It consists of many main areas, e.g., orientation, IDP, job duties, compensation, benefits, tasks etc.
End of service, this stage starts from the first day after end of service with the organization; it includes all the benefits, contacts with the employee which can be in a form of contract employment, advisory body, membership with the recreation center, attending some events etc.

22. GS, ES, HR , Mgt., etc. vs. Employee
Stage I
Stage II
Stage III
Attracting
Recruiting
Hiring
Orientation
Training/Dev.
IDP
Pay, Benefits
Homing
Medical
The Job
Retirement
Resignation
End Services
. ES:-
B.HR:-
C. Hiring Dept.
2. Training
3. Development
4. Payroll /
Compensation
Manpower & Dev.
2. Leadership
3. Learning Centre
4. Performance & Rewards
5. Org. Effectiveness
6. Corporate Communication
D. Management:-
1 .Sr. Management
2. HR
E. General Services
F. Government Relation Security

23. HR Traditional Role
Human Resources function was perceived by many to be a “Personnel and Payroll Administration” function undertaking activities such as:
Personnel Administration.
Compensation & Benefits Administration.
Government Relations.
Employee Relations.
Control & Compliance for HR policies and procedures – (Policing).

24. Relevance to the business & link to value generation
The Evolution of HR
Business Partner
Strategic Business Partner
Expert
Enforcer
Specialized Expertise
Administrator
Control and Compliance
Basic Personnel Services
Differentiate &
Segment Talent
Provide strategic business support and assist in developing and implementing strategies.
Use HR practices to derive and respond to external business conditions
The connection of these practices to
business success
through linking HR
Activities to business
Outcomes
Recruiting, L&D, Org Design, Total Rewards
Relevance to the business & link to value generation
Control and Compliance for HR policies and
procedures
Bureaucratic and
administrative
aspects of dealing
with employees
e.g. payroll &
Timekeeping
Back-Office Function
Personnel
HR Management
Business Partner
1960
1970
1980
1990
2000
2010
Level of sophistication & increase in the competency of HR professionals
*PWC 2011

25. HR outside in: Evolution of HR (Dave Ulrich)
HR Evolution
HR Strategy
HR Functional Expertise
HR Administration Utility
Time

26. HR outside in : HR practices
HR domain
Examples of outside in
Staffing
Are we the employer of choice of employees our customer would choose?
Training & Dev.
Do we involve customer in designing , attending and delivering training and development programs?
Performance Management
Do our standards of effective performance match our customer expectations?
Rewards
Do we involve our customers ( suppliers and investors) in allocating rewards?
Communication
Do our communication tools link employees and customers?
Learning
Have we created a leadership brand where leaders actions are tied to customers expectations?
Culture
Does our culture have the right events , patterns and identity?

27. HR Overall Functions – flow chart
Talent
Workforce Planning
HR Strategy & Policy
Org Effectiveness & Development
Compensation & Benefits
Recruiting & Staffing
Learning/ Development
HR 1.1
Design Global HR Strategy
HR 1.2
Develop Global HR Policies & Guidelines
HR 1.3
Establish HR Governance & Compliance 1 2 3 4 5 6
HR 1.4
Facilitate HR Governance & Compliance 7
Change Capability 8
Employee & Labor Relations 9
HRIS & Reporting 10
HR 2.1
Design Workforce Planning Strategy
HR 2.2
Develop Workforce Planning Process
HR 2.3
Execute Workforce Planning Process
HR 3.1
Design Performance Mgmt Strategy
HR 3.2
Develop Performance Mgmt Processes
HR 3.3
Develop Career & Succession Planning Process
HR 3.4
Identify Talent & Facilitate Talent Exchange
HR 3.5
Monitor Career & Succession Plan Processes
HR 3.6
Administer Talent Management
HR 4.1
Design Recruiting & Staffing Process
HR 4.2
Develop Recruiting & Staffing Process
HR 4.3
Design Employee Brand/ Value Proposition
HR 4.4
Manage Employee Brand & Value Prop.
HR 4.5
Monitor Transfer & Promotion Processes
HR 4.6
Administer Employee Mobility
HR 5.1
Design L&D Strategy
HR 5.2
Develop L&D Processes
HR 5.3
Design Learning Curricula
HR 5.4
Administer Training
HR 5.5
Assess Learning Needs & Impact
HR 6.1
Design C&B Strategy & Plan
HR 6.2
Design Global Mobility Strategy
HR 6.3
Develop C&B Processes
HR 6.4
Develop Global Mobility Process
HR 6.5
Monitor C&B Compliance
HR 6.6
Administer C&B
HR 7.1
Design OD Strategy
HR 7.2
Design Job Profiles
HR 7.3
Develop OE Assessment Process
HR 7.4
Conduct Benchmarking
HR 7.5
Facilitate Employee Engagement
HR 8.1
Design CM Approach & Process
HR 8.2
Develop CM Tools & Methods
HR 8.3
Monitor CM Effectiveness
HR 8.4
Provide CM Advisory Services
HR 8.5
Deploy CM Tools & Methods
HR 9.1
Design E&L Relations Strategy
HR 9.2
Develop E&L Relations Policies
HR 9.3
Oversee Compliance with Labor/WC Laws
HR 9.4
Negotiate Labor Agreements
HR 10.1
Define HRIS Strategy & Policy
HR 10.2
Develop Master Data Process
HR 10.3
Determine HR Reporting Requirements
HR 7.7
Develop Competency Models
HR 4.7
Administer Recruiting & Staffing
HR 4.8
Facilitate Selection Process
HR 3.7
Facilitate Performance Mgmt
HR 3.8
Facilitate Career & Succession Plan Processes
HR 6.7
Facilitate Compensation Planning
HR 7.6
Facilitate Organization Design
HR 10.4
Provide HRIS Admin & HR Reporting
HR 1.5 Oversee HR Compliance
HR 1.6 Design Region/ SBU specific HR strategies
HR9.5
Manage Internal Communications
HR Services
COE
HR Core (Management)
Business Partner

28. New reality … 1- Success in the previous years may not be
effective to deal with changing business conditions.
2- Increased expectation by the business on HR to
help the business compete
3- HR professional need to acquire new competencies
to ensure continues success in adding value to
business

29. New areas of focus…
What are the needed competencies that would add great value to the business ?
What is the best way to acquire such competencies ?
What is the best way to align HR function with business performance ?

30. HR Behavioral Competencies
© SHRM

31. HR Structure Principles

32. HR Trends and Best Practices in Six Major Dimensions…
Re-Focus on
Strategic Issues
Redefining HR role at the corporate and business unit level from one of primarily administrator to business partners, with key role in developing people and building capabilities for the organization
Introduction of Centers
of Excellence
Development of an organizational model for supplying centralized and specialized human resources on operational tasks and projects
Implementation of
Shared Services Model
Implementation or planning for the adoption of a shared services model that would provide more efficient and standard transactional type of services
Outsourcing of
Applicable Activities
Handing-over the responsibility of conducting select activities to external parties who typically possess advantages in some value levers, such as experience and speed of execution, scale, access to financing, and access to proprietary systems and tools
Migration Into e-HR
Using technology to provide HR services with a goal to increase ‘Employee Self-Service’ and enabling users to interact directly with their human resource data
Culture Change
Catalyst and Leadership
Playing a leading role in developing, institutionalizing, and conducting cultural change programs that support the strategic objectives of the organization 1 2 3 4 5 6

33. HR is being pressured by the business to move from an administrator & policing role
Organizations are now looking at the Human Resources function to go beyond the delivery of cost-effective administrative services and provide expertise on how to leverage human capital to create true marketplace differentiation.
The increasing scarcity of talented employees and effective leadership.
Rapidly changing workforce dynamics.
HR is expected to develop organizational capabilities (key intangible assets- non-finance related factors ) of shared mindset, talent, speed, collaboration, leadership, accountability, learning, and the like throughout the organization.
Pressure to grow the business through global expansion, mergers & acquisitions

34. To address these pressures, companies are adopting the HR Business Partner model
HR Business Partner model ( by Dave Ulrich )which has been widely adopted, and is regarded as best practice.
The transaction/transformation distinction led to the HR structure that includes:
HR Services for transactional tasks driven by technology;
Center of expertise (COEs) driven by functional expertise and specialization; and
Business partners embedded within business unit driven by account management
The ultimate aim is to align people strategy much more closely with what the business needs
It is designed to increase the effectiveness of HR and reduce its costs

35. New HR structure often looks like a “ 3 legged stool ”
HR Functions
HR Processes
HR Processes
HR Generalist
“ HRBP”
Shared Service Center
“ HR Services (via technology)”
Center of Expertise

36. HR Evolution towards D. Ulrich Model Including HRBP
HR Business Partnerships
HR professionals who are embedded within the business, sometimes as part of a wider process of restructuring of the HR function
Business partnering makes HR accountable to the business, and expects HR to add real value. This is a shift away from traditional HR functions where purpose, priorities and successes were defined within HR
HR professionals work closely with business leaders and line managers to achieve shared organisational objectives in particular implementing HR systems & processes that support business aims
HR Service Centers
Centers of Expertise
HR Business Partners
Focus: Alignment between HR and Business Partner
Focus: Reinforcement of one culture; consistency and standardization;
Focus: Cost-effective service delivery of HR administrative work (including shared services – via technology)
Focus: Expert HR design services; business and local fit; global best practices
Leadership
Team

37. Three New Distinct HR Roles HR Services via technology
Center of Expertise
HR Services via technology
Business Partners
Create HR framework
Deliver HR services
Establish relationships with customers - line/ business units
Develop and introduce strategic HR initiatives
Manage routine processes effectively and efficiently
Contribute to business unit plans
Specialized areas such as compensation and benefits, learning and development, talent management, OD, staffing, diversity, and workforce planning
Often using a single HRIS, intranets to provide basic information and call centers for specific queries
Develop organizational capabilities
Often depend on the business partners to roll out programs to the business.
May be outsourced
Implement HR practices
Back Office
Log needs and coordinate HR services
Front Office

38. HR Structure – High Level
CEO HR
Management
Center of Expertise
Develop and introduce strategic HR initiatives
HR Business Partner
Aligning HR and business strategy
Deliver HR Plan
HR Services
HR Administrative/ transaction work
Via technology

39. High Level HR Structure that constitute:
Center of Expertise, HR Services and HRBP
CEO
Human Resources
HR Center of Expertise
Human Resource Services Center via technology
HR Business Partnerships
Develop on-going human resource strategies for the organization
Develop and maintain human resource policies and procedures
Perform manpower planning function
Plan and benchmark company compensation and benefits
Conduct employee performance reviews
Succession planning
Management development
Perform the payroll function and manage all related systems
Facilitate and manage employee training and development
Conduct general human resource day to day administration tasks as well as managing employee records
Manage human resources systems and all related data
Define HR service menu and automate all transactional processes
Participating in developing the line business strategy for an assigned business/ sector unit and share responsibility for its overall performance
Acts as a line business advisor on issues pertaining to Human Resources to line managers
Contributes to the line business success by providing sound and reliable advice on all issues related to integrating the HR function into the business line process
Works closely with leaders and line managers for an assigned business unit to steer the sector strategy
Select and implement the HR practices that are most appropriate to the delivery of the business strategy.

40. As for the Organization Chart ( box logy ) it is your call
Design the one that fits your business
just remember the structure principles.

41. Thank you for listening شكرا لكم على استماعكم – رعاكم الله
The End
Thank you for listening
شكرا لكم على استماعكم – رعاكم الله
Salman Alsuhail