1. HUMAN RESOURCE MANAGEMENT
Tradition  Transition  Transformation
By RAMON F.R. MEDINA
Managing Director
RFRM Consulting

2. DEFINITION OF TERMS TRADITION: an established practice
refers to your current HRM practice
TRANSITION:
process of depicting a change from one state to another
TRANSFORMATION:
taking on a new state of being

3. HRM TRADITION (Operational Stage)

4. HRM TRADITION (Operational Stage)
ROLE
SERVICE PROVIDER
Recruitment and
Selection
Compensation and
Benefits
Training
and Development
Employee/ Labor Relations
Etc.
PROGRAMS ACTIVITIES
H R I S

5. HRM: Operational Stage
FOCUS OF THE PRACTICE
FOCUS OF THE PRACTITIONER
“Fire Fighting”
Transactional & Short-term perspective
Compliance
Efficiency & Cost Containment
Quality of delivery of basic HR services
Building the HRM Infrastructure
Policies
Practices
Procedures
Promptness & efficacy of HR-related problem-solving
Administrative efficiency
Management of HRM Systems

6. HRM TRANSITION (Critical Shifts)

7. In summary, leveling up and transforming the Human Resource Management practice from an operational/ functional/ administrative mode to a strategic developmental mode, the following strategic shifts need to be effected over a reasonable period of time:
STRUCTURAL
FROM
TO MORE OF…
Process silos
Process-focused
Activity-driven
Non-alignment with Corporate
strategies
Specialization (“Pizza Pie Cuts”)
Key strategic areas & roles
Key results-focused
Strategies-driven
Alignment with business strategies; BSC
Strategy Map & Strategy Execution Roadmap
Complete Jobs (“Doughnut Cuts”)
ORGANIZA-TIONAL STRUCTURE
STRATEGY
JOB DESIGN

8. In summary, leveling up and transforming the Human Resource Management practice from an operational/functional/ administrative mode to a strategic developmental mode, the following strategic shifts need to be effected over a reasonable period of time:
OPERATIONAL
FROM
TO MORE OF…
PROCESSES
Linear/ Segmented
Stand alone
HRM Services-provider
HoldCo HR taking responsibility for the administration of HRM programs, policies & processes for the operating companies
End-to-end; networked; interdependent
Integrated/ aligned
Business partner
Employee champion
Internal consultant
Change Manager
Assuming accountability for ensuring results through the line management of operating companies
Monitoring goals alignment, measuring results
ROLE OF HR
GOVERNANCE OF THE HRM FUNCTION

9. In summary, leveling up and transforming the Human Resource Management practice from an operational/functional/ administrative mode to a strategic developmental mode, the following strategic shifts need to be effected over a reasonable period of time:
BEHAVIORAL
FROM
TO MORE OF…
BEHAVIORAL PERSPECTIVE
Management
Controlling
Individual needs-based
Forum learning-based
Pedagogical learning process
Stand alone system
Awareness or knowledge level
Leadership
Enabling/ Empowering
Strategy-focused
Natural work group-based
Coaching and/or mentoring
Experiential learning / On-the-job
Strategy & business/functional goals aligned (thru the use of the BSC)
Integration & Inculcation level
TRAINING & DEVELOP-MENT
PERFORMANCE MANAGEMENT
VALUES MANAGEMENT

10. HRM TRANSFORMATION (Strategic Stage)

11. HRM: Transformational Stage
PRACTICE
PRACTITIONER
STRATEGIC AREAS
HR Flow
HR Influence
HRM Results
HRM Impact
ROLES
Business Partnering
Employee Champion
Internal Consultant
Change Catalyst/ Manager

12. HRM: Transformational Stage
KEY RESULT AREAS
Talent Management and Organizational Capabilities Build Up
HRM Solutions and Effective Leadership
HR Performance and Productivity; Managerial and Organizational Effectiveness
Organization Development and Corporate Culture Management

13. HRM STRATEGIC AREAS: Strategic Intents
HR FLOW
HR INFLUENCE
HRM RESULTS
HRM IMPACT
STRATEGIC INTENT
STRATEGIC INTENT
STRATEGIC INTENT
STRATEGIC INTENT
Create job & career experiences that attract & retain corporate talents & fill a talent pipeline of learning, developing & achieving human capital particularly at managerial & executive levels.
Create an empowering, engaging & values-based working relationship & work environment that cultivates & nurtures high performing, highly motivated, committed & engaged leadership & workforce.
Sustain or enhance a high quality of work life enabled by a work ethic & culture that promotes peak performance & high productivity of a results-focused leadership and workforce; meritocracy being the basis for recognition and rewards.
Ensuring how its human capital creates value to the organization, as well as, to the community in which the organization operates; ensuring the overall effectiveness of the organization & creating a brand of “Employer of Choice” for its professionalism, innovation, values-based management, relevance to national development & social responsibility. This is best achieved though the adequate management of the corporate culture & organizational change.

14. HRM ROLES: Strategic Intents
BUSINESS
PARTNER
EMPLOYEE
CHAMPION
INTERNAL
CONSULTANT
CHANGE
MANAGER
STRATEGIC INTENT
STRATEGIC INTENT
STRATEGIC INTENT
STRATEGIC INTENT
Enabling & empowering line managers & supervisors to be responsible for the performance, productivity & work behavior of their people in achieving work & organizational objectives/ goals, in partnership with the HRM function/ unit.
Keeping the organization cognizant of and responsive to the needs of its people that augurs well towards developing and sustaining a highly motivated leadership & workforce achieving peak performance at all times.
Providing line management with the competencies & capabilities to align & execute strategy, diagnose structures, processes & behaviors for the purpose of enhancing organizational effectiveness.
Catalyzing the organization’s timely, proactive or corrective actions in resolving business, organizational, operational & behavioral change issues or imperatives by developing Management’s capability to manage change systematically & effectively.

15. Strategic HRM: Organizational Mandates and Model
STRATEGIC HUMAN RESOURCE MANAGEMENT
HRM Strategic Areas
HR FLOW
HR INFLUENCE
HRM RESULTS
HRM IMPACT
Providing a job & career experience of learning, developing & achieving.
Evolving an engaged, empowered & highly motivated leadership & workforce.
Value-adding human resources achieving peak performance & high productivity.
Values-based, performance-driven, results-oriented socially-involved organization branded as an
“Employer of choice”
Talent Management
Competency & Capability Development
Job Management
Career Management
HR Information Management
Management & Leadership Succession
Values Integration & Inculcation Management
HR Policy Management
Compensation & Benefits Management
Rewards & Recognition Management
Management & Leadership Development Programs
Employee Communication, Relations & Engagement Management
Work-Life Balance
Performance Management
Organizational Climate Management
HR Empowerment & Commitment
HR Learning & Development
HR Productivity Management
Balanced Scorecard: Organizational, Functional, Individual levels
Corporate Climate & Culture Management
Organizational Planned Change Management
Employer of Choice Benchmarking & Branding
ISR Programs Management (e.g. Volunteerism)
HRM Roles
BUSINESS PARTNERING
KRA 1
TALENT MANAGEMENT &
ORGANIZATIONAL
CAPABILITY BUILD-UP
EMPLOYEE CHAMPION
KRA 2
HR SOLUTIONS &
EFFECTIVE LEADERSHIP
INTERNAL CONSULTANT
KRA 3
HR PERFORMANCE and
PRODUCTIVITY &
ORGANIZATIONAL
EFFECTIVENESS
CHANGE MANAGER
KRA 4
ORGANIZATION
DEVELOPMENT &
CORPORATE
CULTURE MGT

16. CONCLUSION

17. IN CONCLUSION…
Allow me to ask the following questions for you as HR professionals to answer within the context of where you are today to where you need to be.

18. QUESTIONS
Do you see yourself as, or evolving to be, an organizational architect? An urban planner?
Do you help develop business strategy by providing a disciplined process?
Do you have a working insight into all aspects of your company’s business, enough to be a trusted Business Partner?
Do you lead in interpreting business strategies into human/ organizational solutions?

19. QUESTIONS
Do you set the political context for change in your organization by ensuring that such is values-based?
Do you influence other senior leaders to make the connection between their business needs and human resource solutions?
Do you ensure that the organization and its leaders have the right mindset and competencies to manage change? Lead people?
Have you given your own HR organization a compelling vision of how you can add value to the organization and develop the capabilities to realize such vision?

20. Are you up to the challenge of change of strategic human resource management and organizational transformation?