1. Human ResourceHuman Resource
Champions : The NextChampions : The Next
Agenda for Adding Value andAgenda for Adding Value and
Delivering ResultsDelivering Results

2. The changing nature of HumanThe changing nature of Human
Resources: a model for multiple rolesResources: a model for multiple roles
• Operational to strategic
• Qualitative to quantitative
• Policing to partnering
• Short-term to long-term
• Administrative to consultative
• Functionally oriented to business oriented
• Internally focused to externally & customer-
focused
• Reactive to proactive
• Activity-focused to solutions-focused

3. A multiple-role model for HRA multiple-role model for HR
managementmanagement
Future/strategic focus
Day to day/operational focus
process people
Management of strategic
Human resources
Management of transformation
& change
Management of
Firm infrastructure
Management of employee
contribution

4. Definition of HR rolesDefinition of HR roles
Role/cell Deliverable/
Outcome
Metaphor Activity
Management of
strategic
Human resources
Executing
strategy
Strategic partner
EX: Marriott
Hong Kong
Aligning HR & business
strategy: “organizational
diagnosis” 5day workweek
Management of
Firm
infrastructure
Building an
efficient
infrastructure
Administrative
expert
Reengineering org.
processes: staffing,
developing, assessing
Management of
employee
contribution
Increasing
employee
commitment
& capability
Employee
champion
Listening & responding to
employees: “providing
resources to employees”
Management of
transformation
and change
Creating a
renewed
organization
Change agent
“Ensuring
capacity for
change”
Identifying & framing
problems, building
relationships of trust
creating & fulfilling action
plans

5. What’s NextWhat’s Next
• What’s So?
• So What?
• Now What?

6. What’s So?What’s So?
• How organizations can build competitiveness?
• HR Professionals must become partners with other senior
managers by creating value and delivering results
• People will always need to be hired and trained; process
will always need to be created and upgraded; culture will
always need to be established and transformed
• HR policies and practices should create organizations that
are better able to execute strategy, operate efficiently,
engage employees, and manage change
• HR practices create organizational capabilities that lead to
competitiveness

7. So What?So What?
• HR professional is the employees’ voice, catalysts and facilitators
and designers of both culture change and capacity for change
• Line managers is primarily responsible for HR practices within a firm
• Line managers bring authority, power, and sponsorship; HR
professionals bring technical expertise; Staff professionals bring
technical expertise in their functional areas; Venders offer technical
advice or perform routine standardized work
HR Professionals
Line Managers
Staff Professionals
Venders
(consultants, sub-contractors, outsourcing partners)
HR Community: A series of Partnerships

8. Now What?Now What?
• HR community will be propelled by seven
challenges for the future:
– HR Theory
– HR tools
– HR capacities
– HR value proposition
– HR governance
– HR careers
– HR competencies

9. Challenge one: HR TheoryChallenge one: HR Theory
• Resource dependence: deal with scarce resource
• Transaction cost: reduce the costs associated with
accomplishing and governing how work is done
• Contingency theory: align with business strategy to provide
a fit that leads to results
• Institutional theory: transfer knowledge and ideas from firm
to firm making the best practices of an industrial routine
• Cognitive psychology: help to create a shared mindset or
culture within the firm that reduces governance costs and increases
commitment

10. • Late 1970s: four core HR activities
– Staffing, development, appraisal, and rewards
• Global HR: different country’s hiring, compensation, benefits, training; global
thinking and strategy
• Leadership depth
– Individual leader will be replaced by team leader
– Interest in questions & learning will replace focus on solutions &
answers
• Knowledge transfer
– Who is hired? (those able & willing to seek and share ideas)
– How development is done
– How incentives are created (encourage transfer of knowledge)
– How communications are established (easily access and share
information)
– How organizations are organized (less hierarchy & more information
sharing)
Challenge two: HR ToolsChallenge two: HR Tools

11. • Culture change
– Commit to culture change
– Define a current culture
– Define the desired culture
– Expose culture gaps
– Prepare & implement culture action plans
– Coordinate culture-change efforts
– Measure results
• Customer-focused HR
Challenge two: HR ToolsChallenge two: HR Tools

12. • Speed: How quickly is HR work be done
without sacrificing quality?
• Implementation: How well is work done?
• Innovation: How able is HR community to
think creatively?
• Integration: How well does HR work
integrate with strategic plans?
Challenge three: HR CapabilitiesChallenge three: HR Capabilities

13. • Assessing the Effects of HR Practices:
– Employees: How does HR affect morale,
commitment, competence & retention?
– Customers: How does HR affect retention,
satisfaction & commitment?
– Investors: How does HR affect profitability,
cost, growth, cash flow & margin?
Challenge four:Challenge four:
HR value propositionHR value proposition

14. • How does HR organize to deliver value?
• Who does HR work?
• Where is accountability for HR work?
• How is the structure of the firm’s HR
community established?
Challenge five: HR GovernanceChallenge five: HR Governance

15. contributor
Challenge six: HR CareersChallenge six: HR Careers
Site
Outside HR
Business
Corporate
Generalist
Generalist
Generalist
Generalist
Specialist
Specialist
Specialist
Specialist
strategist
integrator

16. • Credibility: Accuracy, consistency, meeting commitment,
chemistry, integrity, thinking outside, confidentiality,
listening to and focusing on executive problems
Challenge seven:
HR Competencies
Business Mastery
Personal Credibility
Human Resource Mastery Change + Process Mastery

17. For Details and Appointment contact:-
Parveen Kumar Chadha… THINK TANK
(Founder and C.E.O of Saxbee Consultants & Other-Mother
marketingandcommunicationconsultants.com)
Email :-saxbeeconsultants@gmail.com
Mobile No. +91-9818308353
Address:-First Floor G-20(A), Kirti Nagar, New Delhi India Postal Code-110015