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Hr strategic business partner

  1. “HR A Strategic Business Partner New Competencies for the HR Professional” KULDEEP MATHUR M.B.A. JIWAJI UNIVERSITY GWALIOR
  2. In the fast changing competitive business environment, sustenance of growth and development is only possible through Creating performance organizations. Performing organizations develop performing people and performing people create performing organizations. This can be realized only through linking people, strategy with performance of the organization. To ensure this, a shift is required from traditional human resource function to strategic performance management function. Human resource professionals have been thrown to the challenges to master new competencies in strategizing HR functions so as to achieve business goals and make themselves the true business partners. In the new millennium, it is an accepted fact that people alive will provide the competitive edge to organizations. It is also certain that only those organizations which can continuously create value can sustain the competition, for ‘value is the language of business and it is all about wealth.’ Who creates wealth? Undoubtedly the People. Therefore, the key focus is to enable creation of the value creators, people and HRM function has to take the lead.
  3. Human Resource Management traditionally focused on maintenance of hygiene factors with a missionary approach, not linking their efforts to business returns. At times HR activities, instead of adding and creating value, simply added to the cost of business. Such experiences raised questions about the role of the HRM function in the organizational context. The profession has rightly realized that in the business of business, there is no place for any activity, which fails to add values. Going forward, HRM has started to transform itself to integrate with business in vale creation and to imbibe the cardinal principle of quantification and measurement of deliverables. The task of an HR professional is to build competencies into the fabric of the business. Ultimately, HR must be seen to deliver value. This value orientation is what business needs that can translate every competency into skill and make that scalable.
  4. The HR Function HR professional with Strategic competencies The HR system High-performance, strategically aligned policies and practices Employee behaviors Strategically focused competencies, motivations and associated behaviors HR’s Strategic Architecture
  5. Strategic Business Needs Expressed mission statements or Vision statements and translated Into strategic business objectives Strategic Human Resources Management Activities Human Resources Philosophy Expressed in statements defining Expresses how to treat and value Business values and culture people Human Resources Policies Establishes guidelines for action Expressed as shared value (guidelines) on people-related business issues and HR programs Human Resources Programs Coordinates efforts to facilitate Articulated as Human Resources change to address major people- Strategies related business issues Human Resources Practices Motivates needed role behaviors For leadership, managerial, and Operational roles Human Resources Processes Defines how these activities are For the formulation and implementation carried out Of other activities
  6. Designing Strategic HR Strategies - (A) Strategy Architect • Developing & linking/ aligning HR strategies with organizational strategies • Sustaining Strategic agility • Engaging customers – internal as well external (B) Talent Manager/ Org Designer • Planning Ensuring today’s and tomorrow’s talent • Developing talent/Nurturing talent • Shaping organization – flexible, responsive etc. • Fostering communication • Designing rewards systems++
  7. Human Capital Pool Knowledge Skill Ability Employee Relationships and Behaviors Psychological Contracts Job Related/Required Organizational Citizenship People Management Practices Staffing Training Rewards Appraisal Work Design Participation Recognition Communication The basic strategic HRM Components
  8. (c) Operational Executor • Designing new workplaces practices • Implementing workplace policies / practices • Advancing HR Technology
  9. (D) Credible Activist • Deliverables than doubles • Delivering results with integrity • Sharing information • Building relationships of trust • Doing HR with attitude (E) Culture and Change Steward • Facilitating change • Valuing culture • Crafting culture • Personalizing culture
  10. External Environment Competition Government regulation Technology Market trends Economic Corporate Strategy Business Unit Strategy Internal Environment Culture Structure Politics Employee skills Past strategy Employee Separation Laws Regulating Employment HR Strategy HR planning Design of jobs & and work systems What worker do What workers need How jobs interface with others HR Information Systems Staffing Training Performance Management Compensation Labor Relations Strategic Human Resource Management
  11. Increased Performance Enhanced Shareholders Value Customer and Employee Satisfaction through • Effective management of staffing, retention, and turnover through selection of employees that fit with both strategy and culture • Cost-effective utilization of employees through investment in identified human capital with potential for high retention • Integrated HR programs and policies that clearly follow from corporate strategy • Facilitation of change and adaptation through a flexible, more dynamic organization • Tighter focus on customer needs, key and emerging markets, quality Outcomes of Strategic HR
  12. “People with credentials are often outperformed by those with a passionate commitment for something” Anonymous Competencies to Master “Competence in the absence of strategy is like acting without an audience” David Ulrich • Knowing how to reduce costs • Improve service in non-core functions of the business • Provide defined career ladder to people • Cross sell service • Ability to assess why a void exists in a business • Recruiting and retaining top talent • To strive for operational excellence and discipline
  13. Dave Ulrich outlines five areas HR can measure to demonstrate results • Productivity measures – output per unit of input. Improvements in these areas might be traced back to increased training, improved work structure and so on. • Process measures, such as improving systems and workflow • HR costs and/or benefits for any specific initiatives. • Employee retention, morale, commitment and skills. • Capabilities of the organization, such as speed (response time) learning, shared mind set and accountability. It is time to elevate HR to a new playing field, and measuring results may be the only credible way for HR to truly step up to it. Once they have developed good business relationships throughout the Organization, and the value add is seen by the people, HR Managers will become involved to help the organization move towards a vision created for the new millennium.
  14. The preparation for this process of completion is also known as “Future”. “With strength of a character, nothing is impossible, when your heart expands, to embrace the impossible, you are able to lead the path…” Tao The quest for achieving excellence through people in the future continues….