Dear HR Professionals,
Still in many organisations Personnel & Administration could not be transformed to HR and in many other organisations, the HR concept remains unsuccessful or in nascent stage itself; why? How can we initiate and expect a successful transformation to HR?
Suresh
From India, Pune
65Still in many organisations Personnel & Administration could not be transformed to HR and in many other organisations, the HR concept remains unsuccessful or in nascent stage itself; why? How can we initiate and expect a successful transformation to HR?
Suresh
From India, Pune
Dear Suresh,
You have written that "Still in many organisations Personnel & Administration could not be transformed to HR and in many other organisations".
Have you done any study? If yes then how many organisations have you studied? What were the parameters of your study?
Your second statement is "the HR concept remains unsuccessful or in nascent stage itself; why?"
Would you mind to share your definition of "nascent" and "unsuccessful"?
Your third statement is "How can we initiate and expect a successful transformation to HR?"
Have you earmarked boundaries for "personnel" and "HR"? If yes, would you mind to disclose them?
Final comments: - Dear Suresh, do not worry about the name. As long as you are able to give value to your function, everything is fine. Now a days it has become fashionable to call "HR" without understanding the real meaning of it. The trouble with today's HR professionals is that they have disowned "personnel" but then they could not become "HR" as well. What is use of being in this transgender stage?
Ok...
Dinesh V Divekar
From India, Bangalore
You have written that "Still in many organisations Personnel & Administration could not be transformed to HR and in many other organisations".
Have you done any study? If yes then how many organisations have you studied? What were the parameters of your study?
Your second statement is "the HR concept remains unsuccessful or in nascent stage itself; why?"
Would you mind to share your definition of "nascent" and "unsuccessful"?
Your third statement is "How can we initiate and expect a successful transformation to HR?"
Have you earmarked boundaries for "personnel" and "HR"? If yes, would you mind to disclose them?
Final comments: - Dear Suresh, do not worry about the name. As long as you are able to give value to your function, everything is fine. Now a days it has become fashionable to call "HR" without understanding the real meaning of it. The trouble with today's HR professionals is that they have disowned "personnel" but then they could not become "HR" as well. What is use of being in this transgender stage?
Ok...
Dinesh V Divekar
From India, Bangalore
It is not known as to how big is your organisation in terms of employee strength. Notwithstanding this, your concern to provide a people orientation to personnel administration in your organisation is admirable. In HR terms, you want to change the personnel functionl from mere transactional mangement to transformational mangement. Any transformation will not be successful without the support of top mangment. Therefore you need to discuss about the transformation and the initiatives whch you want to introduce to bring about the transformation with the top mangement. I would like to suggest few practical steps with the help of whatever little experience I ghathered while dealing with employees as HR professional.
.
1) Prepare the soil well by taking the following steps before you sow the seeds of transformation so that it yields the desired results.
2) Please enlist first the cooperation of top mangment in whatever you intend to transform.
2) Try to bring about a change in the organisational culture to facilitate the transformation. Culture means the way people percieve things and conduct themselves. You need to change this by changing the existing practices, prevailing in the organisation.For example you can change the way a new joinee is introduced to the work envoronment on the first day and the way he is inducted to his job or keeping a greeting card with a rose on the desk of the employee on his birth day etc. which gives him pleasant surprise and put him on the psotive mode through out the day. A small beginning will lead to big changes in perceptions latter.
3) Be empathetic in a professional way. keep enqiuiring with employees as to how they want to do a particular job and what enables them to do a job effectively.This will enable you to rage walls in the communication between HR and the employees and raise bridges to connect the two.
4)Respond to their grievances promptly, however small, they may be. This helsps in HR image make-over.
5) Once the ground work is done, you can introduce people oriented initiatives like employee enagement and motivatioanal schemes like rewards/incentives etc.
B.Saikumar
Mumbai
From India, Mumbai
.
1) Prepare the soil well by taking the following steps before you sow the seeds of transformation so that it yields the desired results.
2) Please enlist first the cooperation of top mangment in whatever you intend to transform.
2) Try to bring about a change in the organisational culture to facilitate the transformation. Culture means the way people percieve things and conduct themselves. You need to change this by changing the existing practices, prevailing in the organisation.For example you can change the way a new joinee is introduced to the work envoronment on the first day and the way he is inducted to his job or keeping a greeting card with a rose on the desk of the employee on his birth day etc. which gives him pleasant surprise and put him on the psotive mode through out the day. A small beginning will lead to big changes in perceptions latter.
3) Be empathetic in a professional way. keep enqiuiring with employees as to how they want to do a particular job and what enables them to do a job effectively.This will enable you to rage walls in the communication between HR and the employees and raise bridges to connect the two.
4)Respond to their grievances promptly, however small, they may be. This helsps in HR image make-over.
5) Once the ground work is done, you can introduce people oriented initiatives like employee enagement and motivatioanal schemes like rewards/incentives etc.
B.Saikumar
Mumbai
From India, Mumbai
Let us not focus too much on headings like 'P & A' or 'HR'. What counts is the content, if any transformation is to be done in the work culture of an organization. For example, you may continue to call an employee as 'Manager Personnel & Administration', but review his/ her Job Description to include more functions related to HR. Include, for example, Job responsibilities such as: Manpower Planning, Performance Management, Creating employees Development Plans (based on competencies gap analysis) etc.... Now develop your HR manual in which all the processes related to these job responsibilities are clearly defined. Gradually, when the role change gets effective on the ground, you may change the designation of the person doing this job as 'Manager HR' and also rename the Department as 'HR Department' instead of ' Personnel & Admin Deptt'.
But please remember, titles/ designations do not matter much, at least in small and mid size companies. Be focused on the 'Job Description' & try its enrichment from time to time. This is how organizations grow without unduly increasing the jobs inventory. And this is a small example of 'strategic initiative' by HR.
From India, Delhi
But please remember, titles/ designations do not matter much, at least in small and mid size companies. Be focused on the 'Job Description' & try its enrichment from time to time. This is how organizations grow without unduly increasing the jobs inventory. And this is a small example of 'strategic initiative' by HR.
From India, Delhi
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Strategic-hr-ma nagement2_422.p df
Job Description - HR & Admin.doc
Tangent HR Solutions.ppt