 Re: HR Core Competencies
Dear Mangesh,
Here is a note on Hr Value Proposition that may be of some help to you.
The HR Value Proposition
Dave Ulrich and Wayne Brockbank, professors at the University of Michigan School of Business, say their book offers action rather than theory. The tips and tools between its covers include an HR professional development program, ways to build a specific HR strategy, and a short course on becoming investor- and customer-literate.
The HR Value Proposition draws on an 18-year study of more than 29,000 HR professionals and line managers worldwide. The authors have come up with value-focused criteria for HR and the actions HR must take to achieve them, from monitoring external business realities to creating a clear connection between HR actions and value for stakeholders.
The book notes that simply delivering the same old HR services in some new way, for instance via an online HR portal, isn't a true refocusing of HR. The emphasis for HR should be on deliverables, not processes, and on contributing value.
For HR "to create value, you have to know what value is," and that includes understanding the external business realities of technology, economic and regulatory issues, and workforce demographics that affect your organization. The book breaks down each of these areas, reviews major trends and gives readers succinct guides to sources of more information, from web sites to books to government resources.
HR needs to know its external stakeholders--customers and investors--and what they value. Tips outline how to develop "investor literacy" by learning basics about investors and earnings. The book discusses "intangibles" on which investors place value but that aren't part of a company's tangible assets. Readers get exercises to make intangibles--such as keeping promises and collaborating effectively--come alive. HR can get better aligned with investors by engaging "target investors in hiring and promotion decisions" and by offering employee training that focuses on real business issues.
Learning what customers want, thinking like a customer (and a competitor) and developing constant customer feedback help nail down what customers value. The book suggests ways to give target customers voices in staffing, training, and appraisals and awards.
HR can help internal stakeholders such as line managers build the organization's capability, but first they must learn how to talk with managers to eliminate misconceptions about HR, build trust and focus on deliverables. HR can help employees build their personal abilities. Readers get ideas for how to represent employees' interests, too, from moving quickly on difficult decisions (such as closing a plant) to using surveys, ombudsmen, online chat rooms and other tools to hear from, and communicate with, employees.
The authors examine how HR practices add value. HR handles:
* The flow of people and the ways people enter, move up through and leave the organization.
* The flow of performance management, the standards and rewards that reflect stakeholders' interests.
* The flow of information, or how people know what is happening.
* The flow of work, including processes and accountability.
For each of these four areas, the authors explore its value, the menu of choices HR has in each case and action plans for delivering those practices.
The chapter on HR strategy provides specific tools for constructing a strategy that emphasizes organizational culture. The tools include a detailed outline for running a strategy workshop, with processes for learning about the economy, your own customers, suppliers and competition; worksheets on topics such as business environmental trends and competitive advantage; and ideas for getting participants to brainstorm.
A section on HR organization looks at how HR carries out its transaction work--its administrative duties--and its transformation work, adding value for all stakeholders. The authors provide tips on how to create different types of HR organizations, such as those embedded in business units and those that provide the entire organization with shared services. They also examine pros and cons of technology, service centers and outsourcing.
The authors look at HR professionals' roles as human capital developers, employee advocates, strategic partners, functional experts and HR leaders. Competencies that maximize HR's value include making strategic contributions, having personal credibility and delivering HR programs well. These chapters discuss how to build these roles and competencies for yourself.
In a chapter on developing HR professionals, Ulrich and Brockbank say development must be based in business realities and focused on application rather than theory. They offer a complete HR development program that readers can trailor to their own circumstances.
Cheers
Prof.Lakshman  | 
Linear Mode
