HARVARD BUSINESS REVIEW

WHY WE LOVE TO
HATE HR...AND
WHAT HR CAN DO
ABOUT IT
BY GROUP 1
SIMRAN KUMARI - 414
MUSKAN AGGARWAL - 409
DEVANSHI NARANG - 403
AASEES KAUR - 447
THE KEY
ELEMENTS
01 THE PROBLEM

02 TTH
HEE O
OPPPPO
ORRTTU
UNNIITTYY

03 TTH
HEE SSO
OLLU
UTTIIO
ONN
 OVER THE TIME

1970S LATE 2015

EARLY 1930S 1990S
1900S
EARLY
1980S
1920S 1950S 2001
 EARLY 1930
1900
1920
EMPATHY IS KEY
The HR function During the Great
was born. After Depression,
In a thriving supervisors saw HR
steel and oil had
economy,good as a hindrance.
transformed U.S.
workers were hard Workers put up
business in the
to come by and with almost
19th century, it
even harder to anything to stay
became clear that
keep. HR induced employed. Talent
workforce
supervisors to development was
management
treat people well practically
needed
B Y G Rits
O Uown
P 1
discipline. nonexistent.
SIMRAN KUMARI - 414
MUSKAN AGGARWAL - 400
DEVANSHI NARANG - 400
AASEES KAUR - 400
 1950 EARLY
1980
1970
After World War II, The U.S. went into a
one third of As the economy deep recession,
executives died in slowed, labor was and workers clung
office with no one once again to their jobs.
to replace them. To plentiful. Business Rather than invest
fill that void, HR leaders started in HR, companies
created a host of undoing all those pushed hiring and
revolutionary hiring postwar programs development tasks
and development designed to attract onto line managers,
programs. and develop talent who had neither
the time nor the
training to do them
properly
 LATE 2015
1990
2001
During the dot- With the effects of
com boom, When the dot-com the Great
companies bubble burst and Recession of 2008
competed fiercely the economy still lingering, most
for “employer of tanked, business people with jobs
choice” status to leaders felt little aren’t jumping ship
meet their soaring urgency to attract yet, so executives
talent needs. So HR talent. Productivity feel no urgent need
enjoyed a brief rose, wages stayed for HR programs.
heyday, focusing flat, and HR lost HR must make a
primarily on hiring the influence case for them.
and retention. it had enjoyed
during the boom.
 THE PROBLEMS
01 WHY HR'S ARE NOT INFLUENTIAL?

02 WHY PEOPLE DON'T LIKE HR?

03 DO WE NEED HR ONLY FOR HIRING?

04 DO WE NEED HR FOR LONG TERM?

05 IS HR INTERFERING BETWEEN
EMPLOYEES RELATIONS ?
 THE OPPORTUNITY
Instead of sitting tight until the next
market shift changes the leader's
perception, HR manager should set the
talent agenda now.
 THE SOLUTION
SET THE AGENDA
CEO and other operating executives are not the experts of
workplace issues. So the HR team can articulate a point of
view on every people related topic like:

Layoffs
Recruiting
Flexible work arrangemnets
Performance Management
ACQUIRE
BUSINESS
KNOWLEDGE
Besides having deep
knowledge about the
workplace issues, HR should
also bring first rate analytics
mind into the function.
HR sets the agenda on
people management, it
must either handle the
analyses itself or partner
with people in the company
who can do the work.
For eg - Microsoft & Google
FOCUS ON HERE
AND NOW
HR should craft company
specific policies to respond
to today's challenge rather
than following the obsolete
practices.
Detailed knowledge of
practices is essential, but its
more important to
understand what works
when and where.
For eg - PWC, Microsoft,
delloite
WALK AWAY
FROM THE TIME
WASTERS
HR invests heavily in many
programs that lack impact,
like worrying about how
millennials want to work. It
shouldn't be a priority
among various more
important things.
Same is true with diversity
programs
HIGHLIGHT
FINANCIAL
BENEFITS
Quantifying costs and
benefits turns talent
decisions into business
decisions.
The enterprise resource
planning systems of most
organizations contain
copious data on turnover,
productivity and other
factors that suggest which
talent development
programs merit investment.
 MOVING FORWARD

"Companies seldom have long-term plans with

straightforward talent requirements. Instead they
generate projects and initiatives to address
successive needs"
THANKS
A LOT