Changing roles of hr professional

Mar 9, 2022Download as PPT, PDF0 likes64 views

The document discusses the changing roles of HR professionals from transactional to more strategic and transformational. It outlines the "Four T's" of the HR role - transactional, translational, transitional, and transformational. It also discusses how HR can help align business strategies to make better use of human resources and capital by considering individuals' career growth, linking profits to rewards, facilitating organizational learning through training, and sensitizing people to new cultures through alliances. The goal is to move from optimum utilization of human resources to leveraging human capital.

STRATEGIC
INTERVENTIONS
TO ELICIT COMMITMENT
AND TO DEVELOP
RESOURCEFUL
HUMANS
STRETEGIC
INTERVENTIONS
DESIGNED
TO SECURE FULL
UTILIZATION OF
HUMAN RESOURCES

THE FOUR “T’s”
• TRANSACTION ROLE
• TRANSLATION ROLE
• TRANSITION ROLE
• TRANSFORMATION ROLE

BELIEFS AND ASSUMPTIONS
NURTURING
MONITORING
MGERIAL TASK
VALUES/MISS
ION
NORMS/CUSTO
MS
BEHAVIOUR
BUSINESS
NEED
PROCEDURES
MGT ACTION
IMPATIENCE
WITH RULES
IMPORTANCE
TO RULES
RULES
BEYOND
CONTRACTS
WRITTEN
CONTRACT
CONTRACT

STRATEGIC ASPECTS
PAST
SLOW
SPEED OF
DECISION
CENTRAL TO
MARGINAL TO
CORPORATE
PLAN
INTEGRATED
PIECEMEAL
INITIATIVES
CUSTOMER
LABOUR
MANAGEMENT
KEY
RELATIONS

KEY LEVERS
TEAM WORK
DEVISION OF
LABOUR
JOB DESIGN
FEW
MANY
JOB
CATEGORIES
HARMONIZAT
ION
SEPARATELY
NEGOTIATED
CONDITION
PERFORMAN
CE RELATED
JOB
EVALUATION
PAY
INTEGRATED
SEPARATE
TASK
SELECTION

KEY LEVERS
CULTURAL
STRUCTURAL
PERSONNEL
STRATEGIES
PERSONNEL
PROCEDURES
INTERVENTIO
NS
LEARNING
COMPANIES
CONTROLLED
TRAINING
MANAGE
CLIMATE AND
CULTURE
TEMP.TRUCES
CONFLICT
HANDLING

• CONSIDER ALL HUMAN ABILITIES TO BE
EITHER INNATE OR ACQUIRED. EVERY
PERSON IS BORN WITH A PARTICULAR
SET OF GENES WHICH DETERMINES HIS
INNATE ABILITY.ATTRIBUTES OF
ACQUIRED POPULATION QUALITY, WHICH
ARE VALUABLE AND CAN BE
AUGMENTED BY APPROPRIATE
INVESTMENT, WILL BE TREATED AS
HUMAN CAPITAL………
THEODORE SCHULTZ

• IMPROVING THE WELFARE OF THE
PEOPLE DID NOT DEPEND ON LAND
EQUIPMENT AND ENERGY BUT
RATHER ON KNOWLEDGE
THEODORE SCHULTZ

COMMON SET OF
OBJECTIVES
• CORPORATE GOALS MUST FACTOR
IN INDIVIDUAL CAREER GROWTH
• COMPANY PROFITS MUST BE LINKED
TO PERSONAL REWARDS
• ORGANIZATIONAL LEARNING MUST
INVOLVE EMPLOYEE TRAINING
• BUSINESS STRATEGIES MUST
CONSIDER HR ISSUES

ALIGN HR TO STRATEGY
• PRODUCT BASED COMPETITION MUST
ENCOURAGE PERSONAL INNOVATION
• PRICE DRIVEN COMPETITION MUST
FOCUS ON SELF DIRECTED COST CUTTING
• SERVICE ORIENTED COMPETITION MUST
BUILD INDIVIDUAL INITIATIVES
• ALLIANCES AND JOINT VENTURESA MUST
SENSITISE PEOPLE TO NEW CULTURES

SETTING ITS AGENDA
• ENSURING THAT THE MINDSET OF PEOPLE
IS RECEPTIVE TO CHANGE
• FACILITATING MGT INITIATIVES SUCH AS
REENGINEERING
• MANAGING CULTURAL TRANSITIONS
LIKE MERGERS AND ALLIANCES
• REPLACING TOP DOWN INTERVENTION
WITH COMPANYWIDE PARTICIPATION
• FOLLOWING PROCESSES AND PRACTICES
WHOSE SUCCESS CAN BE EVALUATED

OPTIMUM UTILISATION
OF HUMAN RESOURCES
Stage 2

Regards
SALAHUDDIN.MOHD
CRD & HRD
Mafoi Management
Consultants Ltd
hr.salahuddin@gmail.com
Proprietor

The document discusses the changing roles of HR professionals from transactional to more strategic functions. It outlines four stages of the HR role: transactional, translational, transitional, and transformational. The document also discusses aligning HR strategies with business needs, including ensuring company goals factor in employee growth and rewards. Finally, it discusses setting the HR agenda to focus on facilitating change initiatives, cultural transitions, and company-wide participation through evaluable processes and practices.

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Changing roles of hr professional

1. CHANGING ROLES OF HR PROFESSIONALS

2. STRATEGIC INTERVENTIONS TO ELICIT COMMITMENT AND TO DEVELOP RESOURCEFUL HUMANS STRETEGIC INTERVENTIONS DESIGNED TO SECURE FULL UTILIZATION OF HUMAN RESOURCES

3. THE FOUR “T’s” • TRANSACTION ROLE • TRANSLATION ROLE • TRANSITION ROLE • TRANSFORMATION ROLE

4. BELIEFS AND ASSUMPTIONS NURTURING MONITORING MGERIAL TASK VALUES/MISS ION NORMS/CUSTO MS BEHAVIOUR BUSINESS NEED PROCEDURES MGT ACTION IMPATIENCE WITH RULES IMPORTANCE TO RULES RULES BEYOND CONTRACTS WRITTEN CONTRACT CONTRACT

5. STRATEGIC ASPECTS PAST SLOW SPEED OF DECISION CENTRAL TO MARGINAL TO CORPORATE PLAN INTEGRATED PIECEMEAL INITIATIVES CUSTOMER LABOUR MANAGEMENT KEY RELATIONS

6. KEY LEVERS TEAM WORK DEVISION OF LABOUR JOB DESIGN FEW MANY JOB CATEGORIES HARMONIZAT ION SEPARATELY NEGOTIATED CONDITION PERFORMAN CE RELATED JOB EVALUATION PAY INTEGRATED SEPARATE TASK SELECTION

7. KEY LEVERS CULTURAL STRUCTURAL PERSONNEL STRATEGIES PERSONNEL PROCEDURES INTERVENTIO NS LEARNING COMPANIES CONTROLLED TRAINING MANAGE CLIMATE AND CULTURE TEMP.TRUCES CONFLICT HANDLING

8. • CONSIDER ALL HUMAN ABILITIES TO BE EITHER INNATE OR ACQUIRED. EVERY PERSON IS BORN WITH A PARTICULAR SET OF GENES WHICH DETERMINES HIS INNATE ABILITY.ATTRIBUTES OF ACQUIRED POPULATION QUALITY, WHICH ARE VALUABLE AND CAN BE AUGMENTED BY APPROPRIATE INVESTMENT, WILL BE TREATED AS HUMAN CAPITAL……… THEODORE SCHULTZ

9. • IMPROVING THE WELFARE OF THE PEOPLE DID NOT DEPEND ON LAND EQUIPMENT AND ENERGY BUT RATHER ON KNOWLEDGE THEODORE SCHULTZ

10. COMMON SET OF OBJECTIVES • CORPORATE GOALS MUST FACTOR IN INDIVIDUAL CAREER GROWTH • COMPANY PROFITS MUST BE LINKED TO PERSONAL REWARDS • ORGANIZATIONAL LEARNING MUST INVOLVE EMPLOYEE TRAINING • BUSINESS STRATEGIES MUST CONSIDER HR ISSUES

11. ALIGN HR TO STRATEGY • PRODUCT BASED COMPETITION MUST ENCOURAGE PERSONAL INNOVATION • PRICE DRIVEN COMPETITION MUST FOCUS ON SELF DIRECTED COST CUTTING • SERVICE ORIENTED COMPETITION MUST BUILD INDIVIDUAL INITIATIVES • ALLIANCES AND JOINT VENTURESA MUST SENSITISE PEOPLE TO NEW CULTURES

12. SETTING ITS AGENDA • ENSURING THAT THE MINDSET OF PEOPLE IS RECEPTIVE TO CHANGE • FACILITATING MGT INITIATIVES SUCH AS REENGINEERING • MANAGING CULTURAL TRANSITIONS LIKE MERGERS AND ALLIANCES • REPLACING TOP DOWN INTERVENTION WITH COMPANYWIDE PARTICIPATION • FOLLOWING PROCESSES AND PRACTICES WHOSE SUCCESS CAN BE EVALUATED

13. DEPLOYMENT OF LABOUR Stage 1

14. OPTIMUM UTILISATION OF HUMAN RESOURCES Stage 2

15. LEVERAGING HUMAN CAPITAL Present Stage

16. Regards SALAHUDDIN.MOHD CRD & HRD Mafoi Management Consultants Ltd hr.salahuddin@gmail.com Proprietor

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Changing roles of hr professional

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