Strategisch HRM: Dirk Buyens
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Transcript of Strategisch HRM: Dirk Buyens
HR – TransformatieHR op maat van de businessProf Dr Dirk Buyens
© Vlerick Leuven Gent Management School
Where did the strategic HR thinking bring us? “15 years of Dave Ulrich thinking”
Crucial concepts:
Back to the business
Delivering added value
Thinking in “outcome” language rather than input or
HR Techno-language
Conclusion: HR, simple & pure
© Vlerick Leuven Gent Management School
Ulrich in 1997: Multiple role model for HR
Long term
Short term
Processes People
Management
of the
administration of
the organization
Management
of employees
Management
of transformation
and change
Management
of strategic
human resources
| 08-06-2011 |3 |
© Vlerick Leuven Gent Management School
Definition for HR roles
Role/Cell Outcome Metaphor Activity
Management of Executing Strategic Aligning HR and busi-
Strategic Human strategy Partner ness strategy: “Orga-
Resources nisational diagnosis”
Management Building an Administrative Reengineering Orga-
of Firm efficient Expert nisation Processes:
Infrastructure infrastructure “Shared Services”
Management Increasing em- Employee Listening and responding
of Employee ployee commitment Champion to Employees: “Providing
Contribution and capability resources to employees
Management Creating a Change Managing transformation
of Transforma- renewed Agent and change: “Ensuring
tion and Change organisation capacity for change”
| 08-06-2011 |4 |
© Vlerick Leuven Gent Management School
Shared responsibility for HR-roles
Linemanagement
HRM
HRM
Linemanagement
Outside consultants
HRM
linemanagement
EmployeesTechnology
Outsourcing
HRM
Long term
Short term
Processes People
| 08-06-2011 |5 |
© Vlerick Leuven Gent Management School
Ulrich 15 years later: Common pitfalls (derailers to watch out for)
1. Action before rationale
2. HR in isolation
3. HR in increments
4. HR by individual fiat
5. Placing HR structure before business strategy
6. Efficiency equals transformation
| 08-06-2011 |6 |
Dave Ulrich, HR Transformation, 2009
© Vlerick Leuven Gent Management School
Model for HR Transformation
1
BUSINESS
CONTEXT
(why)
4
HR-
ACCOUNT-
ABILITY
(who)
2
OUTCOMES
(what)
3
HR
REDESIGN
(how)
| 08-06-2011 |7 |
Dave Ulrich, HR Transformation, 2009
© Vlerick Leuven Gent Management School
Road map for enhancing HR practices
ENHANCING
HR PRACTICES
PROCESS:
Ways to improve or reengineer HR practices
ALIGN INTEGRATE INNOVATE
CO
NT
EN
T:
Ca
teg
ori
es
of
HR
pra
ctic
es PEOPLE
PERFORMANCE
COMMUNICATION
WORK
| 08-06-2011 |8 |
Dave Ulrich, HR Transformation, 2009
© Vlerick Leuven Gent Management School
Evolution of HR roles
LATE 1990s LATE 2000s EVOLUTION OF THINKING
Employee
Champion
Employee Advocate (EA)
Human Capital
(HC) Developer
Employees are increasingly critical to the success of
organisations. EA focuses on today’s employee
HC developer focuses on how employees prepare for the
future.
Administrative
Expert
Functional Expert HR practices are central to HR value. Some HR practices are
delivered through administrative efficiency (such as
technology), and others through policies, menus, and
interventions, expanding the functional expert role.
Change Agent Strategic Partner Being a strategic partner has multiple dimensions: business
expert, change agent, knowledge manager, and consultant.
Being a change agent represents only part of the strategic
partner role.
Strategic Partner Strategic Partner The view has expanded to encompass the dimensions once
attributed to either the strategic partner or the change agent
roles.
Leader The sum of the first four roles equals leadership, but being
an HR leader also has implications for leading the HR
function, integrating work of other functions, ensuring
corporate governance, and monitoring the HR community.| 08-06-2011 |9 |
Dave Ulrich, HR Transformation, 2009
© Vlerick Leuven Gent Management School
Building Human Resources from the outside in
| 08-06-2011 |10 |Dave Ulrich, HR Transformation, 2009
© Vlerick Leuven Gent Management School
Architecture for Intangibles
| 08-06-2011 |11 |
Dave Ulrich, HR Transformation, 2009
© Vlerick Leuven Gent Management School
Defining Capabilities
Individual Organization
TechnicalAn individual’s
competence
An organization’s core
competencies
Social
An individual’s
leadership or
interpersonal ability
An organization’s DNA,
personality, or
capability
| 08-06-2011 |12 |Dave Ulrich, HR Transformation, 2009
© Vlerick Leuven Gent Management School
Combining growth strategy, capability, and practices
| 08-06-2011 |13 |Dave Ulrich, HR Transformation, 2009
© Vlerick Leuven Gent Management School
Talent questions HR needs to address
What do we mean by talent?
What are the top things a leader should know about
talent?
How can leaders work with their HR professionals to
build talent?
| 08-06-2011 |14 |
Dave Ulrich, HR Transformation, 2009
© Vlerick Leuven Gent Management School
What do we mean by “talent”?
CEO succession … building succession
(The crown prince effect)
High potential employees … identifying and developing early
(The happy few syndrome)
Leaders in key positions in het company … gaining support
(The holy manager pitfall)
All individuals within the company (workforce, human capital,
people, employees, etc.) … increasing productivity
(The flower power movement)
The organization capability of building talent (culture,
teamwork, process) … shaping a culture
(The one size fits all paradigm)| 08-06-2011 |15 |
© Vlerick Leuven Gent Management School | 08-06-2011 |16 |
TALENT =
COMPETENCE X COMMITMENT X
CONTRIBUTION
Dave Ulrich, HR Transformation, 2009
© Vlerick Leuven Gent Management School
What doe we mean by “talent”?
Talent is a systematic process (not an event) to
secure general and targeted individual
competencies (what people know, do, and value)
and organization capabilities (not just a person, the
process) that create sustainable value for multiple
stakeholders (employees, customers, investors)
| 08-06-2011 |17 |
Dave Ulrich, HR Transformation, 2009
© Vlerick Leuven Gent Management School
Matching behaviour versus performance
| 08-06-2011 |18 | Dave Ulrich, HR Transformation, 2009
© Vlerick Leuven Gent Management School
Matching behaviour (potential) versus performance
| 08-06-2011 |19 | Dave Ulrich, HR Transformation, 2009
© Vlerick Leuven Gent Management School
Invest in talent
Strategy Definition
Buy
Acquire new talent by recruiting individuals from outside
or from other departments or divisions within the
organization.
Build
Develop talent through training, education, formal job
training, job rotation, special assignments, and action
learning.
Borrow
Partner with consultants, vendors, clients, and suppliers
outside the organization in arrangements that transfer skill
and knowledge.
BoostMove the right people through the organization and into
higher positions.
BindRetain employees with high growth potential and valued
talent.
Bounce Remove low-performing or under-performing individuals.
B
B
B
B
B
B| 08-06-2011 |20 | Dave Ulrich, HR Transformation, 2009
© Vlerick Leuven Gent Management School
Key attributes of HR
CREDIBLE
ACTIVIST
OPERA-
TIONAL
EXECUTOR
BUSINESS
ALLY
CUTURE &
CHANGE
STEWARD
STRATEGY
ARCHI-
TECT
TALENT
MGR/ORG
DESIGNER
Organisation
capabilities
Systems & processes
Relationships
HRPROFESSIONALISM
| 08-06-2011 |21 |
Dave Ulrich, HR Transformation, 2009
© Vlerick Leuven Gent Management School | 08-06-2011 |22 |
In the end it is better to get HR
at the board table
than on the table