HR Transformation

Self Employed at à
21 Feb 2012

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HR Transformation

  1. HR Transformation Compiled by Ahmed Rami Elsherif For ATCO Group 15/06/2010
  2. Reflection “The only three things that come naturally to an organization are friction, confusion, and No organization can do better than the people it has. لا يمكن لأية مؤسسة أن تؤدى أفضل من العاملين فيها. Peter Drucker underperformance.” ”ثلاثة أشياء فقط تأتي بشكل طبيعي إلى المؤسسة ألا وهي الخلاف ، والارتباك ، والتقصير في الأداء.“ Peter Drucker
  3. Definitions • What is HRM? – Activities to enhance the organization’s ability to attract, select, retain, train motivate people with the objective of delivering excellent business results. مجموعة أنشطة لتعزيز قدرة المؤسسة على استقطاب – واختيار والاحتفاظ وتدريب وتحفيز الأشخاص بهدف تحقيق الامتياز في العمل. • Traditional “Personnel” function – Transactional and Recordkeeping. – Reactive not Proactive.
  4. From Personnel To HR As Dave Ulrich, a leading HR strategist, would say, our work is more than becoming administrative experts, we need to be employee champions, change agents, and strategic partners. كما يقول ديف أولريش ، من رواد علوم الموارد البشرية ، أن عملنا هو أكثر من أن نصبح خبراء في الإدارة ، بل نحن بحاجة إلى أن نكون محفزي الموظف ، وعوامل التغيير ، وشركاء استراتيجيين.
  5. From HR To HRT HR Transformation Traditional HR Source: HR Transformation
  6. Desired outcomes of HRT? Top Capabilities 1. Talent: We are good at attracting, and retaining competent and committed people. 2. Speed: We are good at making important changes happen fast. 3. Shared Mind-Set: We are good at ensuring that stakeholders have a positive images and experience. 4. Accountability: We are good at the discipline that result in high performance. 5. Collaboration: We are good at working across boundaries to ensure both efficiency and leverage. 6. Learning: We are good at generating and generalizing ideas with impact. 7. Leadership: We are good at embedding leaders who deliver the right results. Source: HR Transformation
  7. Desired outcome of HRT? (Cont.) 8. Customer Connection: We are good at building enduring relationships of trust with targeted customers. 9. Innovation: We are good at doing something new in both content and process. 10. Strategic Unity: We are good at articulating and sharing a strategic point of view. 11. Simplicity: We are good keeping strategies, processes, and products simple. 12. Social Responsibility: We are good at contributing to the community in which we operate or to the broader good. 13. Risk: We are good at anticipating and managing risk. 14. Efficiency: We are good at managing cost of operation. Source: HR Transformation
  8. HRM Functions Input: Business Vision and Strategy Output: Business Results Now we only do this step
  9. Human Resource Planning Business Strategy & Job Analysis What staff do we need to do the job? What staff is available within our organization? Is there a match? If not, what type of people do we need, and how should we recruit them? •Performance appraisal •Company data banks •Training •Employee management and development What is impact on wage and salary program?
  10. Recruitment and Selection
  11. Training and Development Training Need Analysis Training Objectives Training Delivery Training Evaluation What are the training needs for this person and/or job? Objective should be measurable and observable Techniques include on-the- job-training, action learning, etc. Measure reaction, learning, behavior, and results
  12. Performance and Appraisal Performance Planning (Setting Performance Targets) Regular Review and Monitoring Feed back Corrective Action Performance Appraisal and Evaluation • Training & Development Plan • Salary/Bonus Adjustment • Career Development
  13. HR Transformation Plan by Dave Ulrich 1. Formally acknowledge that an HR transformation initiative would be of value. 2. Create a transformation team. 3. Complete and communicate the business case for doing HR transformation. 4. Do an organizational capabilities audit to identify the top two to four capabilities required by the business strategy. 5. Create an HR strategy statement: who we are, what we do, and why we do it. 6. Shape the HR organization with clear accountabilities for centers of expertise, embedded HR, operational HR, shared services, and corporate.
  14. Plan (Cont.) 7. Audit HR practices to prioritize those that will align with strategy, integrate with each other, and be innovative. 8. Define what makes an effective HR professional in terms of role, competencies, and activities. 9. Assess and invest in HR professionals to make sure they have the abilities to deliver on the transformation. 10. Analyze, design, develop, Implement and refine.
  15. HR Organization
  16. HR Job Description Employment: 1. Coordinate the staffing planning function. 2. Advertising vacancies. 3. Perform initial screening. 4. Testing and Interviewing. 5. Make job offers. 6. Do paperwork related to hiring. Compensation and Benefits: 1. Establish objective and equitable pay systems. 2. Design cost-effective benefits packages that help attract and retain high-quality employees. 3. Help employees to effectively utilize their benefits, such as by providing information on retirement planning.
  17. Job Description (Cont.) Training and Development: 1. Help employees to maximize their potential. 2. Serve as internal change agents to the organization. 3. Provide counseling and career development. Employee Relations: 1. Communications. 2. Fair application of policies and procedures. 3. Data documentation. 4. Coordination of activities and services that enhance employee commitment and loyalty.
  18. Final Thoughts “Hire for attitude and train for skill.” ”اختار معتبرا السلوك و درب لإعطاء المهارة.“