Jussi leponiemi on hrm
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Transcript of Jussi leponiemi on hrm
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The “New” HRD• Employees as org. assets• Driving business strategy• Spanning organizational functions• HRD Deliverables:
– Performance– Capacity Building– Problem solving/consulting– Org. change and development
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The “New” HRD• Employees as org. assets• Driving business strategy• Spanning organizational functions• HRD Deliverables:
– Performance– Capacity Building– Problem solving/consulting– Org. change and development
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Strategic HRD
• Integration of HRD with strategy formulation and implementation
• Long-term view of HR policy• Horizontal integration among HR functions• Vertical integration with corporate strategy• SHR as core competitive advantage
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Firm Capitals• Human Capital
– Knowledge, skills, abilities of individuals• Social Capital
– Relationships in social networks• Structural, cognitive, relational dimensions
• Intellectual capital– Knowledge and knowing capability of social collectivities
• Procedural/declarative; tacit/explicit; individual/social
• Value and Uniqueness of capitals
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Multiple Roles for HR (Ulrich, 1997)
Future/Strategic Focus
Day-to-day/Operational Focus
Processes People
Mgmt of SHR Mgmt of Trans-Formation/Change
Mgmt of FirmInfrastructure
Mgmt of EmployeeContributions
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Definition of HR Roles
Role/Cell Deliverable/Outcome
Metaphor Core Activity
Mgmt of SHR Executing corp. strategy
Strategic Partner Aligning HR and bus. Strategy
Mgmt of Firm Infrastructure
Building an efficient infrastructure
Administrative Expert
Reengineering org. Processes
Mgmt of Employee Contributions
Increasing employee commitment and capability
Employee Champion
Providing resources to employees
Mgmt of Transformation/Change
Organizational renewal
Change Agent Managing transformation and change,
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Universal/Best Practice Models
• TQM– Corporate culture, communications, voice/involvement, job design,
training, performance measurement/evaluation, rewards, health/safety, selection/promotion, career development
• Peters and Waterman “In search of excellence”– Org. culture, leadership, customer focus, core competency
• High involvement management (Lawler)– Developing skills and knowledge, pay for performance, investment in HR,
flexible operations, self-designing work systems, autonomous work-teams
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Universal HR Models• Pfeffer (1998)
– Employment security– Selective hiring– Self-managed teams/decentralization of decision-making– Comparatively high pay linked to firm performance– Extensive training – Reduction of status differentials– Shared information
• Quality Awards (M. Baldrige, State Awards, etc.)– HR Focus (work systems, education/training, well-being and
satisfaction)
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Human Capital Architecture
Uniqueness of HC: High
Uniqueness of HC: Low
HC
Val
ue: L
ow
HC
Val
ue: H
igh
Quadrant 1:Empl’t Mode: Internal developmentEmpl’t Rel.: Organization focusedHR Configuration: Commitment
Quadrant 2:Empl’t Mode: AcquisitionEmpl’t Rel.: SymbioticHR Configuration: Market-based
Quadrant 3:Empl’t Mode: ContractingEmpl’t Rel.: TransactionalHR Configuration: Compliance
Quadrant 4:Empl’t Mode: AllianceEmpl’t Rel.: PartnershipHR Configuration: Collaborative
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Architecture of Intellectual Capital
Uniqueness of IC: High
Uniqueness of IC: Low
IC V
alue
: Low
IC V
alue
: Hig
h
Core Knowledge
Compulsory KnowledgeAncillary Knowledge
Idiosyncratic Knowledge
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Strategic HRD Roles
• Swanson/Toracco (1995):
• Helping implement strategy• Helping determine strategy• Setting strategy
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HR Capitals• Human Capital
– Individual level store of knowledge, skills, abilities (e.g., Becker)
• Social Capital– Group level, network characteristics, density, centrality,
marginality (e.g., Adler and Kwon, 2002)• Intellectual Capital
– Firm-level, formal (e.g., patents), informal (e.g., process knowledge (e.g., Nahapiet & Ghoshal, 1999)
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Johnson Diversey CaseCurrent vs. Future State of HR
Strategic Partner Change Agent
Administrative Expert Employee Advocate
35
20
2540
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Current vs. Future State of HR
Strategic Partner Change Agent
Administrative Expert Employee Advocate
35
20
2540
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Organization Development Roles & Responsibilities
• The OD CEO has a dual responsibilityo Global implementation of strategic interventions
Cultural assessment and alignment Performance Management Succession Planning Leadership Bench strength
o Support to HRs on regional and client interventions Process improvement tools Intervention design Knowledge transfer of OD skills
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Global OD Model
HR Business Partners
Leadership Team
HR/OD
Business Strategy
Solutions Emerging Needs/
Feedback
MeasuresOf
Effectiveness
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Global OD Services• Program Management of global initiatives -
– Core Employee Development– ES&D– Performance Management– Leadership Development – Consultation with senior leaders regarding - – Customized interventions– Assessment tools
• Services contracted with HRs (based on the capacity of the OD COE) - – Regional OD intervention design
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HRD Definitions
HRD is…“the integrated use of training and
development, organization development, and career development to improve individual, group, and organizational effectiveness.” (McLagan, 1989)
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HRD Definitions
HRD is…“a process of developing and/or unleashing
human expertise through organization development and personnel training and development for the purpose of improving performance.” (Swanson, 1995)
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Example: Multinational Corporation
• Abbott Laboratories• 60,000+ employees in 120 countries• Five divisions• Corporate and division level HRD• Director of Training and Organizational Development, Ph.D. HRD• Staff of 15 (instructional designers, trainers, OD consultants)• Performance Management, Leadership Development, Quality
Management, Expatriate Training, New employee orientation, regulatory/mandated training
• Diversity Initiatives• Clients: Everybody!• Divisional and corporate roles (committees, councils, strategic planning)
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Trends in Professional HRD Work
• Higher Visibility• Higher Accountability• Greater Cross-Functional Involvement• Higher Performance Demands• Multiple Projects• Greater need for comprehensive business knowledge• Need for solid research and theory know-how
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Definition of HRD
• A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands.
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Line versus Staff Authority
• Line Authority – given to managers directly responsible for the production of goods and services (direct function)
• Staff Authority – given to units that advise and consult line units
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Limits of Authority
• HRM & HRD units have staff authority (Overhead function)
• Line authority takes precedence• Scope of authority – how far (how much) can
you authorize?
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Critical HRD Issues
• Strategic management and HRD• The supervisor’s role in HRD• Organizational structure of HRD
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Strategic Management & HRD
• Strategic management aims to ensure organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years
• HRD aims to get managers and workers ready for new products, procedures, and materials
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Supervisor’s Role in HRD
• Implements HRD programs and procedures• On-the-job training (OJT)• Coaching/mentoring/counseling• Career and employee development• A “front-line participant” in HRD
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Organizational Structure of HRD Departments
• Depends on company size, industry and maturity
• No single structure used• Depends in large part on how well the HRD
manager becomes an institutional part of the company – i.e., a revenue contributor, not just a revenue user
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HRD Organization in a Large Company
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HR Manager Role
• Integrates HRD with organizational goals and strategies
• Promotes HRD as a profit enhancer• Tailors HRD to corporate needs and budget• Institutionalizes performance enhancement
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HR Strategic Advisor Role
• Consults with corporate strategic thinkers• Helps to articulate goals and strategies• Develops HR plans• Develops strategic planning education and
training programs
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HR Systems Designer/Developer
• Assists HR manager in the design and development of HR systems
• Designs HR programs• Develops intervention strategies• Plans HR implementation actions
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Organization Change Agent
• Develops more efficient work teams• Improves quality management• Implements intervention strategies• Develops change reports
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Organization Design Consultant
• Designs work systems• Develops effective alternative work designs• Implements changed systems
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Learning Program Specialist
• Identifies needs of learners• Develops and designs learning programs• Prepares learning materials and learning aids• Develops program objectives, lesson plans,
and strategies
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Instructor/Facilitator
• Presents learning materials• Leads and facilitates structured learning
experiences• Selects appropriate instructional methods and
techniques• Delivers instruction
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Individual Development and Career Counselor
• Assists individuals in career planning• Develops individual assessments• Facilitates career workshops• Provides career guidance
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Performance Consultant (Coach)
• Advises line management on appropriate interventions to improve individual and group performance
• Provides intervention strategies• Develops and provides coaching designs• Implements coaching activities
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Researcher
• Assesses HRD practices and programs• Determines HRD program effectiveness • Develops requirements for changing HRD
programs to address current and future problems
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Challenges for HRD
• Changing workforce demographics• Competing in global economy• Eliminating the skills gap• Need for lifelong learning• Need for organizational learning
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Changing Demographics in the U.S. Workplace
By 2020, it is predicted that:• African-Americans will remain at 11%• Hispanics will increase from 9% to 14%• Asians will increase from 4% to 6%• Whites will decrease from 76% to 68%• Women will increase from 46% to 50%• Older workers (>55) will increase to 25%
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Competing in the Global Economy
• New technologies• Need for more skilled and educated workers• Cultural sensitivity required• Team involvement• Problem solving• Better communications skills
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Eliminating the Skills Gap
• US example: In South Carolina, 47% of entering high school freshmen don’t graduate.– Best state is Vermont, with 81% graduating
• Employees need to be taught basic skills:– Math– Reading– Applied subjects
• Need to improve U.S. schools??
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Need for Lifelong Learning
• Organizations change• Technologies change• Products change• Processes change• Should people change too?
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Need for Organizational Learning
• Organizations must be able to learn, adapt, and change
• Principles:– Systems thinking– Personal mastery– Mental models– Shared visions– Team learning
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A Framework for the HRD Process
HRD efforts should use the following four phases (or stages):
• Needs assessment• Design• Implementation• Evaluation
(“A DImE”)
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Training & HRD Process Model
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Needs Assessment Phase
• Establishing HRD priorities• Defining specific training and objectives• Establishing evaluation criteria
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Design Phase
• Selecting who delivers program• Selecting and developing program content• Scheduling the training program
Implementation phase• Implementing or delivering the program
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Evaluation Phase
Determining program effectiveness – e.g.,• Keep or change providers?• Offer it again?• What are the true costs?• Can we do it another way?
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Summary on HRD
• HRD is too important to be left to amateurs• HRD should be a revenue producer, not a
revenue user• HRD should be a central part of company• You need to be able to talk MONEY
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Some Characteristics of a good Human Resources Strategy
Three key elements:• Diagnostic – a comprehensive and systematic evaluation of current
practice and performance to identify both where improvement is required and where policies and institutions are working well
• Aspirational – a vision of effective HR practices which produce specific outcomes that contribute to achieving the institution’s strategy, underpinned by clear values and principles
• Developmental – a plan for achieving progress and building greater capacity to bring about change in the future (bearing in mind that effective human resource management depends as much on good quality line management as it does on skilled human resorce professionals)
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Clear Targets
SMART targets – specific, measurable, agreed, realistic, time-limited
Input targets eg appointing a new member of staffProcess targets eg developing new policies or procedures, or
undertaking a review of practiceOutput targets eg producing a report introducing a new payments or
job evaluation schemeOutcome targets eg increasing the number of women in management
positions or the proportion of people with disabilities
Performance measures
Project management – subprojects, milestones
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Resource Allocation
• MUST be a clear link between human resource plans and resource allocation
• Clarity of approach: actions-responsibilities-outcomes-timescale-cost
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Monitoring
• Assessment of progress against input. Process and output targets• Summative evaluation – what works and what doesn’t work.
Formative process• Problems of identifying cause and effect• Importance of good feedback
Implementation is assisted by:• Adequate levels of involvement• Feedback on performance• Focus on what is achievable• Clear allocation of responsibilities• Effective training and support• Incentives and rewards
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Key Issues: Recruitment and Retention
• Data collection• Comparative analysis• Identification of problems – particular disciplines (eg computing,
management, economics), particular categories of staff (eg electronics technicians, cleaners), particular regions (eg big cities)
• Some possible actions – improving the recruitment process, startup packages, pay and rewards, market supplements, job evaluation, career routes, fast-track promotion, training and development
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Key Issues: Staff Development and Training
• Necessary to enhance the institution’s skills and knowledge base• Important to identify needs at ALL levels• All categories of staff should be involved• Programmes require regular evaluation – problems of relevance
Different forms of staff development:• Induction programmes• Programmes for new academic staff (often linked with probation)• Skills programmes – particular activities, new technology, updating• Management development programmes – leadership and
management
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Key Issues: Equal Opportunities -> Diversity management
• Data collection• Staff development• Possible actions – awareness raising, flexible working,
improvements to recruitment processes and literature, targeted skills development, progression
• Job evaluation – equal pay for equal work, promotions based on work-related issues
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Key Issues: Staff Profiles
• Data collection• Audit of existing staff – current staff numbers, distribution by
grade/level of responsibility, skills profiles, age profiles (succession planning, “new blood”), patterns of leavers and joiners (high and low turnover), which posts are difficult to fill, staffing costs, gender profiles, pay distribution
• External environment – national and local labour markets, comparative analysis
• Link with institutional strategies – where will more/less staff be needed
• Possible actions – training/retraining, redeployment, severance
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Key Issues: Performance
• Performance review – vital in improving staff effort• Must be regular• All staff are entitled to feedback• Formative process• Rewarding good performance – monetary and non-monetary• Tackling poor performance – clear agreed targets, opportunities for
training, monitoring, training for managers, clear disciplinary procedures (including appeals)
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Staff Development for Professional Services
• Career development – recruitment, training and enhancement, performance and rewards, retention
• Training programmes for new staff in professional services (wide range of backgrounds)
• Specialist training and career development – professional qualifications
• Training programmes for senior staff in professional services• Formal programmes; Continuing Professional Development• Some particular themes – broadening and deepening, sharing
expertise and experience, formative and process benchmarking, leadership and management