O slideshow foi denunciado.
Utilizamos seu perfil e dados de atividades no LinkedIn para personalizar e exibir anúncios mais relevantes. Altere suas preferências de anúncios quando desejar.

Building Better HR Departments

24 visualizações

Publicada em

Presentation at BOC's Reinventing HR Summit December 2018

Publicada em: Negócios
  • Seja o primeiro a comentar

  • Seja a primeira pessoa a gostar disto

Building Better HR Departments

  1. 1. Jon Ingham (@joningham) Building Better HR Departments
  2. 2. Introduction Jon Ingham • 25 years in strategic HR • Experience working as an International HR Director • Consultant, researcher, author, blogger, speaker… • A strategic perspective to all areas of people management and organisation development • Co-author with Dave Ulrich of ‘Building Better HR Departments’ (2016) • Author of ‘The Social Organization’ (2017) • UK based but working globally https://www.joningham.com/better-hr-departments.html
  3. 3. Context Individuals to Groups • Need for specialists vs problems increasingly complex • CEB 20-50% collaborative vs individual work over 10 years • HR competencies è HR departments Why? What? How? Who?
  4. 4. Why? Activity • Resourcing • Development • Management • Organisation Outcome • Human • Organisation • and Social Capital Bus Impact • Operations • Customers • Financial • Mission
  5. 5. What? Connections Relationships Conversations Within the Business HR to Stakeholders Within HR
  6. 6. Task focus, Extrinsic motivation Human focus, Intrinsic motivation Internal orientation, Exploitation of existing resources External orientation, Exploration of new opportunities Networks Communities Hierarchical Functions Horizontal Teams ©Jon Ingham, 2018 ‘The Social Organization’, http://koganpage.com/SocialOrganization What?
  7. 7. How? Jon Ingham and Dave Ulrich, Building Better HR Departments https://www.joningham.com/better-hr-departments.html Business organisation form HR organisation form Centralized functional organisation HR organised around HR specialties Horizontal process / project based organisation HR operating in multi-functional teams Community based organisation HR professional groups Network based organisation HR professionals connected across organisation Decentralized independent businesses HR specialists operating within each business unit Related / diversified organisation HR organised as a professional services firm
  8. 8. How? Drivers for decentralisation Driversforcentralisation H H L L Centre of Excellence Shared Services Embedded HR Functions Networks Project Teams Communities Jon Ingham whitepaper ‘Beyond the Ulrich model’
  9. 9. How? HR Projects (Agile) •  Teams are the focus, not individuals •  Team dynamics / OD are the key •  Organization change – trying to make all this happen •  It may be a hard sell with many top executives who often believe that individuals are what counts and competition drives success - Will that beat the need for innovation? Source: Peter Cappelli, The New Rules of Talent Management: HR Goes Agile - Harvard Business Review
  10. 10. How? HR Communities It is time to redefine the “CoE”. “Centers of Excellence” is old and over. New is “Community of Expertise,” enterprise- wide communities with a balance of centralized and virtual/business- embedded resources with deep expertise. Source: Deloitte High Impact HR Operating Model
  11. 11. How? HR Networks The networks permits a level of individualism, creativity and innovation that the hierarchical organisation simply cannot provide. Informal networks of change agents operate under the hierarchical radar to make something new happen faster. Source: John Kotter, XLR8
  12. 12. Who? = business teams = business communities
  13. 13. Who? = central disciplines network HR IT Property Procure -ment Market -ing
  14. 14. •  Global communities of practice in which practitioners in their field share knowledge and best practices and even co-create new models and platforms. •  Pool of professionals fully dedicated to execute projects or build new solutions in multidisciplinary teams with autonomy to organize their work and end-to-end accountability and capacity to execute. Case Study: BBVA (Learn From, Don’t Copy!) https://www.bbva.com/en/opinion/hr-goes-agile-case-study-bbva/
  15. 15. •  Building better HR departments requires understanding the new group focused context we work within, and then answering the questions why, what, how and who for our own organisations •  However, this is likely to mean that there will no longer be an HR ‘department’! •  Department comes from a functional perspective •  Communities and projects are likely to work on both business and HR issues •  Networks need to involve other disciplines too •  We need to start thinking about Building Better People and Organisation Management / Development disciplines instead! Summary
  16. 16. For More Information Email: jon@joningham.com About me: joningham.com Strategic Dynamics Ltd: strategicdynamics.co.uk Strategic Human Capital Management: strategic-hcm.com / strategic-hcm.blogspot.com The Social Organization: organization.social linkedin.com/in/joningham twitter.com/joningham Phone: +44 7904 185134

×