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Dheeraj jain
 HR’s Scenario In 2020
 NOWIn 2020
Local markets, operationsManufacturing, clerical work HierarchyIntermediaries; face-to-faceObedience to formal authorityStability, efficiency, controlFull time jobCustomer serviceWork done by employeesFixed work locationManagement prerogativeLoyal serviceWhite, male workforceFinancial performance“Get a job”Global markets, operationsService, knowledge work NetworksDirect access,virtual relationshipQuestioning of formal authorityChange, creativity, flexibility, orderPart-time and project work Shareholder, stakeholder valueWork done by many contributorsDiverse work locationsSocial licenceMarketable knowledge, skillsDiverse workforceTriple bottom line“Get a life”HR AT A CROSSROADS
“Significant change is inevitable for HR” but “what HR will be and do isnot yet clear”
SRHM is doing research to develop a vision for the future of HR and aprofile of the future HR practitioner
An HR practitioner might be "a hybrid line manager" who is "first andforemost a business executive" but has expertise in at least one HR function.
SHRM President and CEO, Helen Drinan
“We have to get management to understand that they're responsible forpeople” AND “If we do our job—and work ourselves out of a job—so beit."EMERGING LEGAL ISSUES AT WORK 
NEW TECHNOLOGY ISSUES
AGE CONSCIOUSNESS IN THE WORKPLACE
GLOBALISATION OF EMPLOYMENT LAW
TRAINING FOR LEGAL COMPLIANCE
WORKPLACE SAFETYHR EXECUTIVES’ VIEW OF THE FUTURETOP 5 BUSINESS CHALLENGES
Developing new markets
Improving profitability
Market share growth
Becoming the recognised globalmarket leader
Building shareholder valueTOP 3 HR CHALLENGES
Attracting and retainingtalented people
Improving organisationalcapabilities
Developing leadership skills
 
Dheeraj jain
The bad and the ugly in HR 
”
“Many HR people still lack business acumen”
“We have not adequately managed high expectationsof HR”
“There’s too much modeling of mediocrity… and way too little realresearch going on”
“We have overhyped e-learning and some other fads”
“We do much order-taking… and mistaking talk for action”Jim Moore, former Director of Workforce Development at SunMicrosystemsin his address to the 2001 SHRM Annual Conference
FUTURE OF ORGANISATIONS: Scenario 1
SMALL COMPANIES,LARGE NETWORKS
Autonomous teams of 1-10 people
Temporary - task or project based
Linked by high bandwidth, electronic network 
Venture capital infrastructure identifies promising teams and providesfinancing
Independent organisations for social networking, recreation,learning,reputation building and income smoothing
evolved from professional associations, unions, clubs, universityalumnis, neighbourhoods, families, churches
they are home for our identity as projects come and goExamples: Film industry; Prato Mills (Italy); Nike; Nokia PC Display DivisionSmall Company, Large Network HR 
Very specific HR scope focused on project organisation (e.g. talentscouting/selection, pay, health & safety)
Outsourced
agents, brokers, specialist providers
contract staff organisations handle the HR for their talentas part of their brand and competitive strategy
Mutual employment obligations spelled out in project contracts
or implicit in industry standards
or assumed from past working experience
Project Manager’s reputation depends on his/her people skills and hencethere is a reluctance to delegate to HR specialists
Selection is via networks, personal references, reputation
Performance management is via peer pressure and industry/ professionalstandards
Rewards are contractual or entrepreneurial (equity based)
Development is via doing leading edge projects
Innovation is via brokers, deal makers, agents, sponsors
Individuals rely on professional associations, “guilds”, managers/agentsFUTURE OF ORGANISATIONS: Scenario 2
 
Dheeraj jain
VIRTUAL COUNTRIES
Keiretsu-like alliances with operating companies in every country
Minimal national allegiance - primary loyalty is to the corporation
Traditional hierarchy or decentralised divisional structure
Company is the focus for individual identity
Company meets employees’ needs from cradle to grave
Employees own the firm AND have right to elect the Board andmanagement
Open book accounting informs management elections
Specialist “organisational designers” travel through firm brokeringpartnerships and fostering cross boundary communication
Role of governments, industry unions is significantly reducedCHANGING “HR” ROLES: Some GeneralisationsPASTHR ROLE WAS CLEARLYDIFFERENTIATED
mechanistic(Personnel Admin)
ritualistic, legalistic (IR)
CEO’s eyes and earswith the troops
distinct professionalcareer paths
 HR is HR’s responsibility
FUTUREPEOPLE/LEADERSHIP ROLE ISDISTRIBUTED AND DIFFUSE
knowledge management
relationshipmanagement; teamwork 
legal compliance
change management
no distinct HR profession- new hybrid rolesemerge
 People/Leadership iseveryone’s responsibility
NEW CRITERIA FOR RATING “HR”?
Profit generated per employee (compared to industry benchmark)
Salary/wages costs compared to industry median (reflectingvalue of corporate reputation/intangibles in labour market)
Number of talented candidates applying for advertised (andunadvertised) vacancies
Time taken to satisfy customer orders, inquiries, complaints (compared toagreed service standards)
Incidence of customer complaints caused by employee behaviour
Cost of re-work 
Cost/risk due to time lost through injuries, absences, disputes
Rate/cost of unplanned turnover among good performers
Percentage of customers citing “service quality” or “competent, caringstaff” as a competitive edge for the company
Net cost of generating organisational improvements
Percentage of revenue/profits coming from initiatives taken inlast 3 years
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