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Doables
Staffing Development Compensation Benefits Communication Orgn design High performing teams, etc

Deliverables
Strategy execution Administrative efficiency Employee contribution Capacity for change

Used to do

Latest Agenda
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HR profs must become Partners, players & pioneers. HR practices must create value & deliver results
Enhance individual competencies & orgnl capabilities.

HR practices must be aligned with needs of internal & external customers;

Beyond POLICY POLICE & Regulatory Watchdogs TO Partner, Players & Pioneers in delivering value.

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Increased pace of change

technology, globalization, Profitable growth, Customer demands

Understanding, leveraging and crafting Capabilities & Competencies HR Issues

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Administrative Transactional Policy elements Bureaucratic ways Fair treatment of employees Sourcing talent Shaping firms values

Innovative Value driven Result oriented Impacting clients of HR;

Line managers Employees HR profs

Global management Orgnl Capabilities Cultural change Intellectual Capital.

Earlier Focus

New Focus
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Criteria for successful HR practices;

Financial measures Employee morale Market share

New role of HR;

Centered on deliverables New patterns of behavior Learning & unlearning needs to occur

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Creating orgns that add Value to ;

Investors Customers Community & Employees

How Line Mgrs & HR Mgrs together can Champion the Competitive Orgn of the future. Orgn Capability source of Competitiveness;
Line Mgrs & HR professionals to jointly Champion Orgn Capability.
New Agenda for both HR practices & HR professionals must emerge.

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GLOBALISATION:
New markets, new products, new mindsets, new competencies & new ways of thinking about business. How to attain Global Agility, Effectiveness & Competitiveness (e.g. TATA more than 50% revenues other than India/ABG/IT/ITES Cos)

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 Deregulation leads to consolidation (M&A) Global mindset & local Commitment GLOCAL
Paradox of Global Economies of Scale & Local Responsiveness ( e.g. Vedanta, Posco & LNM in Orissa/Jharkhand/Maha Mumbai SEZ).

Volatile political realities ( Europe, USA, Iran/Iraq/UAE/Libya/India/Siberia oil resources).

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 FDI in Weaker Economies social & economic gap between HAVES & HAVE NOTS widens Revolt/Revolution. Orgns as Global Relay Teams;
Ability to move Talents, Ideas & Information around for creating Products & services FASTER & BETTER than Competitors. Global shared mindset for free exchange of ideas from one lab to other labs. For hiring, training & motivating employees Global and not National perspective ( Tata, Jet Airways, Infosys,etc). Less security from Govt & Industry and more from an individuals Talent & Efforts ELEMENTS OF SELF-SECURITY ALWAYS REMAIN A WORK IN PROGRESS.

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 New Gen more globally agile & literate. For success global literacy more necessary than economic literacy. Creating mindset that respects Local Conditions while leveraging Global Thinking;
Hence Operating Mgrs & HR Profs must create new ways of thinking about Orgns.

Global Orgns less concerned with geographic proximity than with the virtual leveraging of Global Resources.

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VALUE CHAIN FOR COMPETITIVENESS & HR SERVICES;

Orgns to be more Customer Responsive;
Innovation Faster decision making Leading an industry in price/value Effective linking with suppliers & vendors to build value chain of customers

Research indicates employee attitude correlates highly with customer attitude. HR practices must be applied to suppliers & customers outside the firm (Motorola university/GE/Maruti/Hero50% trg for suppliers,etc)

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PROFITABILITY THROUGH COST & GROWTH:

Operating Mgrs & HR Profs must learn to create Orgns that work along the Value- Chain & across the Value network. Profitability through combination of increased revenue & decreased cost (Downsizing, delayering, reengineering, six sigma, etc are cost reducing measures. 3 main paths to Growth have HR implications;
Growth thru leveraging customers- current customers to buy more Leveraging Core Competencies introducing new products turning research knowledge into products. M&As and Jt Ventures cultural incompatibility cause of majority of failures.

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 Growth route has following HR issues;

CAPABILITY FOCUS:

Operating Mgrs & HR Profs seeking Profitable Growth must find New Ways to design & deliver orgnl practices (KEEP WORKING THE SAME WAY WILL GIVE SAME RESULTS) Orgn capabilities are DNA of competitiveness- e.g. creating marketable technologies, financial flexibility, attracting & retaining global expatriates, etc

Creating commitment to rapid growth & supportive culture. Hiring people for leading growth while reducing overall labor cost. Creating Orgns structure providing for autonomy for growth & Discipline to control cost.

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 Examples of soft orgnl capabilities;

Operating Mgrs & HR Profs to constantly look for Capabilities necessary for success;

Building capabilities of Confidence both inside & outside. Becoming boundaryless seamless both internal & external. Achieving capacity for change flexibility, agility for constant innovation. Learning & attaining change that builds on & maintains itself. What capabilities exist? What will be required? Aligning capabilities with business strategies. Designing HR practices to create needed capabilities How needed capabilities accomplished?

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CHANGE, CHANGE & CHANGE SOME MORE;

Learning to change faster & more comfortably Defining an orgnl model for change. As cycle times get shorter- pace of change increases HR Issues in Change;

Only goose-bump speeches wouldn't do need to walk the talk HR to persist without being PUSHY.

How to unlearn? How to honour the past & adapt for the future? How to encourage risk taking for change? Which HR practices change for transformation & which to leave the same for continuity? How to engage hearts & minds of every one (3Hs)? How to change/unlearn & learn more rapidly faster than competitors?

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TECHNOLOGY:
Has made world smaller, closer & faster Overcomes geographic, language & cultural differences ( e.g. Mr. Ashish Goyal 1st blind student to Wharton Business School MBA with Honours Trader with JP Morgan London National Award for the Empowerment of Persons with Disabilities -3/12/2010). Working from homes & still connected. Tech has redefined work time.

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ATTRACTING, RETAINING, AND MEASURING COMPETENCE & INTELLECTUAL CAPITAL;

Competing for the best talent Need of Global Mgrs Leadership is team focused & shared rather than driven by Single Person. Leveraging diverse contexts & cultures Learning to Rapidly Learning;
Balancing Global economies of scale & local responsiveness. Turning opportunities into Visions Transform Visions into Action & Align Actions with Customers Intellectual capital constantly updated HR Agenda

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TURNAROUND IS NOT TRANSFORMATION:

Turnaround is making business sleeker, swifter & more streamlined Transformation changes fundamental image of business for customers & employees

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ON THE NATURE OF COMPETITION;

Looking beyond cost, technology, distribution & product features AND must identify other capabilities valued by customers i.e. FOCUS ON SPEED, RESPONSIVENESS, RELATIONSHIPS, AGILITY, LEARNING & EMPLOYEE COMPETENCE.
TO CONTINUALLY PRODUCE BETTER THAN THEIR COMPETITORS CAN.

FOR LEADERS OF THE FUTURE;

Winning goes beyond B/S, creating new mfg processes & forming customer relationships;
MUST BUILD ORGNS THAT CHANGE, LEARN, MOVE & ACT FASTER. SOCIALLY AWAKENED

Identifying & CREATING ORGNL CAPABILITIES CRITICAL TO BUSINESS SUCCESS AND DESIGNING HRM PRACTICES FOR CREATING THOSE CAPABILITES

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FOR HR AS A PROFESSION;

As champions of competiveness. More focused on deliverables that DOING their work better. Role as value creator. Must learn to measure results in terms of business competiveness rather than EMPLOYEE COMFORT and To lead Cultural Transformation rather than Consolidation, Re-engineering Or Downsizing. Spending more time being Professional than Professing

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OLD MYTHS People opt for HR since they like People Any one can do HR

NEW REALITIES HR not for corporate/happiness therapy- to make employees more competence &competitive HR Profs must master theory.

Deals with soft side of business Must translate their work into hence not accountable financial performance Focuses on cost- must be controlled Policy police, H&H patrol Full of fads Must add value, not reduce cost Help making committed people Part of evolutionary chain.

Staffed by nice people

Is HRs job

Confrontative, challenging & supportive as well

As important to Line mgrs as Finance, strategy, etc
Myths That Keep HR from Being a Profession

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HR profs must begin to act professionally like physicians, attorneys, engineers, etc and share following characteristics;
Focus on defined outcomes A shared body of knowledge Essential competencies Ethical standards & clear roles

Above are must for HR Profs to be effective and in line with business strategies value creator.

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