HR PRACTICES

Myths !!

HR takes care of all the people stuff so line managers dont have to spend time on it.
HR's job is to be policy police and the health-and-happiness patrol HRs main function is to help employees. HR is merely a cost center that provides no real value to a company

Case Study About Company

6 year old organisation. Provider of knowledge services to fortune 500 clients.

Started with ~10 members including 1 HR/Admin Executive

Flat Organisation Structure

The First Two Years

The Organization grew to 100 members in a span of 2 years

O Challenges C Novelty
ompetitive ompensation

nsite pportunities

After 2 Years

As the novelty wore off.

Dip in Productivity

Attrition Loss of critical talent

Low Employee Morale

Traditional Vs. Transformed

The Need (1/2)

Experience and staying educated on whats happening in the business world. Understands business strategy. How changes to talent management can help in achieving business objectives.

Expertise in all administrative tasks.

Ability and capability to listen and respond to employees.
Understand that Change is constant.

The Need (2/2)

Business Acumen

Understand the environment in which the organization operates and contribute to improvement of human capital outcomes that affect business performance

Human Capital

Identify human capital challenges*, customize and deliver relevant HR Strategies

*Talent Engagement, Retention Strategies, Performance Management, Professional Development Planning, Succession Planning, Compensation & Benefits etc.,

Business HR Partnership Key for successful HR Practices

HR business partnering is a process whereby HR professionals work closely

with business leaders and/or line managers to achieve shared organizational objectives, in particular designing and implementing HR systems and processes that support strategic business aims.

Top 5 Practices - Business HR

Workforce planning capabilities. Implementing the right HR philosophies. Reducing administrative work for HR business partners. Measuring both HR operational and business metrics. Seat at the table.

HR Business Partnership Model

HR STRATEGY P E R F O R M A N C E

B U S I N E S S

G O A L S

Strategist

Change Agent

Administrator

Employee Champion

B U S I N E S S

By Dave Ulrich

The Current Scenario

Since being given the title of HR Business Partner, there has not really been much change to my day to day role

Unfortunately I am having to still focus on transactional work I dont get time for other activities which will contribute to the overall vision of the organization

By & large, the HR Function is still being perceived as a transactional role !!

Transformation From Traditional Model

1 Business Context

(Why)

4 HR Accountability (Who) 2 Outcomes (what)

3 HR Redesign (How)

Published Case Study

Building a Strategic HR Organization

About the Company

The Company is one of the worlds largest electronics manufacturing services companies. Some of the top customers are Cisco, Dell, HP to name a few. Year 2006 : The business goal was to quadruple revenue over a five year period.

The Problem Statement

2001 : The EMS industry stagnated due to the dot com and telecom crash. The company spent the next four years focusing on retaining its position as a market leader by restructuring and consolidating their operations, but they were on a downward trajectory. The top 150 leaders were surveyed to identify the high priority needs to sustain and grow. One of the recommendations was for a Centralized - Strategic HR Function. The company was geographically spread without a Centralized HR Function and the HR teams were focusing only on tactical and administrative items

Transformation
1 Business Context (Why)

Need for focus on integrated Talent Management

Senior Management Line Managers HR Team

4 Accountability (Who) 2 Outcomes (what)

Strategic HR Partner to ensure worldclass leadership, internal capability management, strong customer connectivity and operational efficiency.

Support for this Strategy is not going to be automatic and that communication and buyin from leaders, HR Professionals, line managers and employees is essential to sustain change. The vision, purpose, desired culture and strategy was cascaded right down to the last level in the hierarchy of the Organization.

3 HR Redesign
(How)

Next Steps

Its been three years. The Organization is operationalizing, executing and continuing to tweak the design to meet the needs of the ever-changing business challenges.

QUESTIONS ??