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Chapter 8: Whats Next

Thinking about the future may help HR to


create innovative insights, and change
todays HR practices in positive ways.
Whats So
In many cases, HR issues are the next venue for
corporations seeking value & deliver results.
The elements of competitive organization can be
accomplished through HR policies and practices.
However, this process requires HR champions who can
create value and deliver results.
The answer to Whats So? is easy: HR matters,
because HR practices create organizational capabilities
lead to competitiveness.
HR champions master, align, and leverage HR
practices so employees, customers, and investors
receive value.
So What?

If HR matters more competitiveness than before, then both


line managers and HR professionals must become HR
champions.

The Emerging Human Resource Community


HR is no longer the sole responsibility of HR department,
but involves a firms broader HR community.
The membership of HR can be vary, from HR professionals,
operating managers, to consultant.
These varied roles constitute a viable HR community that
can create value and deliver results.
Implications for HR professionals as HR
Champions
As HR champions, HR professionals should:
Focus on and guarantee deliverables of HR
practices that can create value for the
organizations, developing organizational
architectures and using them to translate strategy
into actions.
Reengineer HR work through use of technology,
process reengineering teams, and quality
improvements.
HR concepts subsume various roles; some act as
generalists; some act as specialists.
Implications for Line Managers as HR
Champions
As HR champions, line managers should:
Understand organizational capability as a
critical source of competitiveness.
Ensure that every business plan has an
organization actions plan for implementation.
Ensure that strategic promises to consumers,
employees, and investors are kept.
Align the internal culture to achieve the
desired market identity
Implications of the Partnership Between
Line Manager and HR Professionals
Line managers and HR professionals cannot act
in isolation, they must form a partnership.
With both parties bring unique competencies to
their joint task, their combined skills are more
than sum of their parts.
Now What?
Challenge 2: HR Tools
HR history Global HR
By the late 1970s, 4 core HR Two implications of global HR:
activities are staffing,
development, appraisal, and 1. HR professionals need to
rewards. articulate HR ramifications of a
Then, by the late 1980s, HR global business strategy.
standard coupled these skills
with organizational design & 2. HR professionals should be
communication. aware and sensitive to unique
Now, in developing HR country conditions.
practices needed for the
future, improvement must
continue in many of HR core
technologies.
Challenge 2: HR Tools (contd)
Leadership Depth Knowledge Transfer
Future leader is different from Creating the infrastructure for
todays leader. Ways in which knowledge transfer requires
future leader will differ from HR professionals work with
todays leader: information-systems
- Charismatic leadership will professionals to create
be less important computer networks that share
- Individual leadership will be information.
replaced by team leadership Effective knowledge transfer
- The new leader will be more will have implications for:
likely to ask questions than - Who is hired
give answers - How development is done
- Global thinking and - How incentives are created
demeanor will replace an - How organizations are
exclusively domestic focus organized
Challenge 2 : HR Tools (contd)
Culture Change Customer-focused HR
To accomplish culture HR professional will spend
change, HR professionals time more with external
must learn to engage the customers, by involving
organizations in a series of them in training sessions,
actions, including: staffing decisions,
- Commit to culture change compensation, and other HR
- Define a current culture practices.
- Define the desired culture In a customer-focused HR,
both employees and
- Expose culture gasps customers win.
- Prepare and implement
culture-action plans
- Coordinate culture
change efforts
- Measure results
Challenge 6: HR Careers
Hesti: tabel pertama, HR strategy bisa contoh nggak dari
tabelnya dan kalo dari implementasi yang sekarang gimana cara
bedainnya?
Amel: kodak sekarang udah nggak dianggep lg, anggapannya
strategy planningnya berjalan dgn baik apa ngga?
Nadira: Di bagian step 3, kan ada competence. Terus competence
ada pilihan, terus pilihan yang paling baik apa, terus dalam situasi
tertentu seperti apa yang terbaik?
Jessica: challenge 2 yg HR tools, kan ada culture change. Sejauh
mana sih HR boleh merubah culture gitu? Kalo terlalu banyak
merubah berarti merubah jati diri perusahaan?
Rahmawati: ada knowledge transfer gimana buat perusahaan itu
aja soalnya banyak karyawan yang nggak keluar?
Ruth: dalam perusahaan multinasional ada perbedaan gaji antara
pekerja lokal dan ekspaktriat. Posisi sama tapi kok kalau bule beda?
Disitu kan harusnya ada peran HRgimana peran HR?
Tri endah: dari challenge 2 ada banyak TOOLSnya, mana sih yang
paling relevan sama indonesia?