733Take a look of the newly defined role.
By TSK. Raman
By TSK. Raman
A realistic objective?
Perhaps not in the strictest sense, but it proves the point that the HR function today is more about adding strategic value and less about administering programs and policies.
As a HR leader and staff in the modern era, we have to position ourselves as a business participant and leader.
In this context – and only in this context can the HR leader in any organization truly deliver on the basic and necessary HR competencies while embodying all the attributes of a true "business partner?"
So what does it take for the HR function to get engaged at this partnership level when traditionally it simply hires, fixes and/or fires?
To what extent can HR truly become a "value added" function?
HR's focus must remain on the organization's business plan. It means they should have a seat on the decision making table and should get a first hand feel of what is in store for the business and what is going to be their role in that.
Strategic HR planning encompasses strategy, operations, prioritization of initiatives that link to business strategy, a marketing plan, and a budget that supports these efforts. HR professionals must understand the assimilation of these components to desired outcomes from the HR function and its overall impact on organizational results. This calls for a multidimensional perspective.
HR professionals will be well served for the future if they will:
• Recognize and appreciate the ever-changing role of HR
• Translate the new role into identifying "value-added" services for the organization
• Focus on an HR impact model
• Develop a keen knowledge of the strategic planning process
• Conduct a gap analysis on the current HR processes prevalent in their respective organizations
• Build an HR strategic business plan
• Learn how to assess and measure HR efforts for strategic linkage of all HR processes to organizational strategy
KEY AREAS TO CONCENTRATE, EQUIP AND TRAIN ON
• How to think strategically?
• Strategic Human Resources Planning Model
• Relation of human resources plan to corporate plan
• Steps in building the human resources plan
• The strategic human resources plan document
• Key issue: customer focus, challenges of globalization, advancement of technology, and total quality management
• Changing role of the human resources professional
• Need for, and benefits of, human resources strategic planning
• Measurement, monitoring, and feedback
• Assessing your organization's readiness to plan
• Implementing the planning process
• Dynamic action plans
Futuristic Role Call for HR
HR function has to be actively involved in a variety of value-added activities at all levels of the organization. The HR's in every organization performs both as specialist and generalist and operates from several different yet interrelated vantage points. Starting at the top and cascading through the HR function. And eventually what's the real recognition. It's anybody's guess!
However in the changing scenario these would be the roles envisioned
Business Participant:
The HR leader and his or her entire organization has to possess the business acumen that will allow for an understanding of the markets the business participates in, the balance sheet, the financial drivers/key metrics of the business and both the annual and long plans of the organization.
Advisor/Consultant:
Organizational design, team structures, cross functional linkages, effective business practices – all these areas are where a seasoned HR professional would serve as advisor and consultant. As a respected "business partner," HR leadership can constantly assess how the current employee "talent pool" supports the existing business and/or what changes will be required to support new business initiatives going forward.
Strategic Planning Professional:
Effective HR leaders can clarify an organization's vision/direction, understand and articulate the company's "current state," identify gaps and ultimately devise and implement strategy to move the organization forward. HR linked key elements of the HR planning process to the company's annual and long-term plans. Critical elements to HR planning such as capabilities inventory, future needs and gap analysis, leadership skills acquisition and development strategies, and strategic staffing initiatives were closely aligned with business initiatives and strategies.
Change Agent:
Change is fast and furious in today's organizations. When a strategic change is identified, the HR leadership team has to position itself in a manner so as to facilitate and develop a consensus for organizational change at all levels of the organization . At the senior leadership level and throughout the company's line and staff. HR leadership should be able to facilitate "constructive conversations" between key process partners that are needed to implement change and help devise processes to see that the change is implemented effectively.
Coaches:
Whether acting as a sounding board for decision making or intervening when developmental or behavioral situations arise, HR should be in a position to provide counseling and be able to internal clients on a regular basis. It's essential that HR provides coaching that promotes development, provides behavioral feedback, and when required and possible, modifies behavior. In all cases, HR leadership should position to provide critical feedback, make tough decisions and influence decision making as required.
Organization, Management and Leader Development Professional - Concept to executions:
The HR function must be the champion for developing and executing all learning activities organization-wide. This means supporting the continual development of the organization and ensuring the organization is appropriately equipped from a talent and skills standpoint. This should include efforts on training and development, leadership development, and on-the-job and cross-functional developmental processes and opportunities.
High Performance Organization Consultant:
Fostering and maintaining work environments that engender trust, support management decisions and enable superior work performance are hallmarks of today's HR function. HR should facilitate the maintenance a non-political environment. If the company has organized, clear and articulate philosophies then the actions should create a positive culture and work environment and promote constructive relationships between the top management and employees at all levels.
Key Process Proponent:
HR has traditionally been the advocate for critical processes such as performance management, succession planning, a transparent feedback process, incentive and compensation processes, broad-based employee relations, and other business conduct activities. All processes should be well planned and value added. Eliminating the bureaucracy and red-tape, that can often surround difficult core processes can do wonders for the HR reputation.
If done this way people will have to recognize and experience the value in all core HR processes.
Are You Responding to Change? If not, how fast can you!
From India, Coimbatore
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Role of hr.zip
Changing role of HR.ppt