𝐓𝐡𝐞 𝐏𝐫𝐢𝐦𝐞𝐫
HR Function is an Organisation that is charges with obtaining and maintaining qualified employees to meet the organisation’s need to fulfill that mission, human resources is accountable for a number key results areas and management competencies. However, the function originally was considerably less significant to an organisation.
As organisations changed, so did the needs of their employees. People who formerly had been independent and personally responsible for their income, working conditions, and hours now depended on their employer for these things. This change led to a demand for safer working conditions shorter hours and better pay. To meet these demands, organisations required someone with the appropriate “People skills”.
𝐂𝐚𝐭𝐞𝐠𝐨𝐫𝐢𝐞𝐬
Human resource strategic Management
Workforce planning and selection
Training and organisational development
Total Rewards
Employee and Labour Relations
Safety and Security
Human resources Information System and Metrics
Diversity and Equal employment Opportunity
Operational Dimensions
Human Resources facilities and Equipment
Human Resources Organisation
Human Resources Stuff
We are living in a time when a new economic paradigm-characterized by speed, innovation, short cycle times, quality, and customer satisfaction-is high lighting the importance of intangible assets, such as bring reorganization, knowledge, Innovation, and particularly human Capital the most potent action. HR mangers can take to ensure their strategic contribution is to develop measurement system that convincingly showcases HR’s impact on business performance. To design such a measurement system, HR managers must adopt a dramatically different perspective, one that focuses on how human resources can play a central role in implementing the firms’ strategy. With a properly developed strategic HR architecture, managers throughout the firm can understand exactly how people create value and how to measure the Value-Creation Process.
Learning to serve as strategic partners isn’t just a way for HR practitioners to justify their existence or defend their Turf, with the right mind-set and measurement tools, the HR Architecture can mean the difference between a company that’s just keeping pace with the competition and one that is surging ahead.
𝐈𝐧𝐭𝐚𝐧𝐠𝐢𝐛𝐥𝐞 𝐀𝐬𝐬𝐞𝐭𝐬 - 𝐓𝐚𝐧𝐠𝐢𝐛𝐥𝐞 𝐁𝐞𝐧𝐞𝐟𝐢𝐭𝐬
The increasing importance of organisational capabilities is much more than academic speculation. Developed Countries equity markets also reflects this shift specifically these markets have shown a consistent widening in the ratio of the market value of the Firm [shareholder’s assessment of the firm’s value] to its book Value [The shareholder’s initial investment]. This ratio has more than double in the last ten years alone. This phenomenon is widespread, but it’s particularly noteworthy in companies that rely heavily on intellectual capitals as their source of competitive advantage. Some of these firms have invented entirely new business models based largely on intangible assets. These results are striking for several reasons. Many financial analysts are now including intangibles in their valuations models. These findings are the ability to execute strategy may be more important than the strategy itself.
𝐇𝐑 𝐚𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐮𝐫𝐞 - 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐀𝐬𝐬𝐞𝐭
If the focus of the corporate strategy is to create sustained competitive advantage, the focus of HR strategy is equally straightforward. It is to maximize the contribution of HR towards that same goal, thereby creating values for shareholders
𝐇𝐑 𝐅𝐮𝐧𝐜𝐭𝐢𝐨𝐧𝐬-𝐇𝐑 𝐩𝐫𝐨𝐟𝐞𝐬𝐬𝐢𝐨𝐧𝐚𝐥𝐬-𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐂𝐨𝐦𝐩𝐞𝐭𝐞𝐧𝐜𝐢𝐞𝐬
The foundation of strategic HR roles is the three dimensions of the “Value chain” represented by the firm’s HR architecture: The function, the system, and the employee Behaviors. Thinking about HR’s influence on firm performance requires a focus on multiple levels of analysis. We use the term “HR architecture” to broadly describe the continuum from the HR professional within the HR-related policies and practices, through the competencies, motivations, and associated behaviors of the firm’s employees.
𝐇𝐑 𝐒𝐲𝐬𝐭𝐞𝐦
The HR system is the lynchpin of HR’s strategic influence. The model of this system advocated in this book is what we call a high-performance work system [HPWS]. In an HPWS, each element of the HR system is designed to maximize the overall quality of human capital throughout the organisation. To build and maintain a stock of talented human capital, an HPWS does
Link its selection and promotion decision to validate competency models,
Develops strategies that provide timely and effective support for the skills demanded by the firm’s strategy implementation and
Enacts compensation and performance management policies that attract, retain, and motivate high-performance employees
The Laws of system thinking systematically is a foundational competency for several steps, because certain step requires understanding what happens when multiple systems intersect.
Today’s Problems come from the Yesterday’s Solutions
The Early Way out Usually Leads Back In
Cause and Effects Are Not Closely Related In Time and Space
The Highest Leverage Points Are Often the Least Obvious
Cutting an Elephant in Half Doesn’t Get You Two Smaller Elephants; It Gets You A Mess
𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐄𝐦𝐩𝐥𝐨𝐲𝐞𝐞 𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐮𝐫𝐬
Ultimately any discussion of the strategic role of Human Resources or Human Capital will implicitly focus on the productive behaviors of the people in the organisation. In one sense this almost tautological since it is only through behaviors that human beings can influence their environment. We are interested, however, in certain types of employee behaviors and not others. Importance of aligning organisational process and support systems so that they encourage and motivate an understanding of the “Big Picture” similarly, we define strategic behaviors as the subset of productive behaviors that directly serve to implement the firm’s strategy. These strategic behaviors will fall into two general categories. The first would be core behavior that flow directly from behavioral core competencies defined by the firm. The behaviors that are considered fundamental to the success of the firm, across all business units and levels. The second are situation-specific behaviors that are essential at key points in the firm’s or business units value chain.
The model recognizes the importance of both intangible and tangible assets and of financial and non-financial measures. It also acknowledges the complex, value-generating connections among the complex, value-generating connections among the firm’s customers, operations, employees, and technology, and integrates HR’s role in unprecedented way.
~ Hope is like a Road in the Country; there was never a road but when People walk on it, the Road Comes into Existence ~
Appreciating your reading Skills!
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