HR's Strategic Role
Human Resources Series
HR Development & Training
Human Resources Series
1. HR's Strategic Role
2. Effective Recruitment & Selection
Techniques
3. Benefits
4. Labor & Employee Relations
5. Compensation Fundamentals
6. Health, Wellness, & Disability
Management
7. HR Development
Agenda - HR's Strategic Role
1. HR's Evolving Role
2. Strategic Planning & the Change
Management Process
3. HRIS
4. Organization Design
5. Measuring Organization Performance
6. Measuring Human Performance
7. Ethics
HR's Role
Roles are evolving from administrative (personnel function) to strategic partner.
Consultative Role: Coach managers to manage their resources within the laws &
ensure maximum potential.
Change Management Role, systems design.
Administrative Role, e.g. records maintenance.
HR's Role in New Economy
Focus on Business Objectives
Structure activities around key business objectives
Focus on the Environment
Scenario planning on workforce issues to anticipate changes in the environment.
Focus on Core Values
Ensure that core values are embedded in key HR elements, e.g. hiring, job
requirements, rewards.
Role of Human Resources: General
Emerging Roles Examples of Strategic
Partnering
Effectively managing & utilizing people
Tying performance appraisal & compensation to competencies.
Developing competencies that enhance individual & organizational performance
Increasing the innovation, creativity & flexibility necessary to enhance competitiveness.
Applying new approaches to work process design, succession planning, career development & interorganizational mobility.
Managing the implementation & integration of technology through improved staffing,
training & communication with employees.
Change Management
Change Management is a Critical HR Professional Skill
Change Defined:
The adoption of a new idea or behavior by an organization.
HR's role in the change process is to help forecast future changes, develop systems and policies for managing human capital before, during & after the change.
HR Management's Role in Strategic Organizational Change comes in 2
phases:
Planning
Implementation
Change Management Planning
Horizon scan & strategic planning process:
Identify potential change drivers through SWOT analysis: (Strengths, Weaknesses, Opportunities, Threats)
Economic
International
Technological
Social
Employment
Demographics
Political
Use SWOT (Strengths, Weaknesses, Opportunities, Threats) to identify organizational changes or human resource needs for the future.
Identify business strategies for Dealing With
Each, (High Level Directions/Initiatives)
ID Key Actions for each strategy
Identify Targets
Create Communications/Management Strategy
Change Management Implementation
Lewin's Three-Step Procedure of Change:
Unfreeze present level of behavior
Movement from present to new
Refreezing process
Kotter's Change Management Model
Unfreeze
Establish Sense of Urgency
Form Powerful Guiding Coalition
Create the Vision
Communicate the Vision
Movement
Empower Others to Act
Plan for Short Term Wins
Consolidate Improvements
Re-Freeze
Institutionalize
Change Management People
4 Phases of Transition:
Denial diagnosis: common to observe withdrawal; focusing
on the past; increased activity with reduced productivity.
Management: confront with information; reinforce reality of
change; explain what they can do; give them time.
Resistance diagnosis: anger, blame, depression,
resentment, continued lack of productivity. Management:
listen, acknowledge feelings, be empathetic; help people to say
good by to the old; sometimes ritual is important. Offer rewards
for change, be optimistic.
Exploration diagnosis: confusion, chaos; energy; new ideas;
lack of focus. Management: facilitate brainstorming, planning,
help people to see opportunity, create focus through short term
wins.
Commitment diagnosis: enthusiasm & cooperation; people
identify with organization; look for new challenges.
Management set long term goals; reward those who have
changed.
Human Resources Information Systems
Role of HRIS
Strategic Management:
Environmental scanning results, quality & productivity improvement monitoring.
Workforce planning & employment:
Tracks promotion, transfers, hiring, and termination rates for each employee by job group.
Records the number and percentage of protected categories of employees.
EEOC data
Applicant info & utilization reports to help monitor affirmative action programs.
Human Resource Development:
ID career paths
Records for education, skills, & completed training
Course registration/administration.
Evaluate Performance.
Comp & Benefits:
Track salary survey results
Facilitate benefit administration
Track tuition reimbursement
Track retirement planning
Track COBRA & HIPAA documentation.
Employee & Labor Relations:
EE discipline records
Labor distribution data
Union service data
Attitude survey results
Occupational health, safety & security
Accident & illness trends
Insurance & workers' comp claims
Illness & injury medical exam & follow-up
procedures.
ID's high risk conditions
Monitors accidents & their costs by type and
location.
Organizational Design
Indicators of Organizational Design
Define Work activities core functions
Reporting Relationships who reports to whom
Departmental Grouping 5 Options
Option 1: Functional
Administration & Research
Weaknesses:
Slow response time to change
Slow decision making, hierarchy overload
Poor horizontal coordination among departments
Less innovation
Restricted view of organizational goals.
Strengths:
Allows economies of scale within functional departments
Enables in depth skill development
Enables organization to accomplish functional goals
Works best in small to medium sized organizations
Works best with 1 or a few products.
Option 2: Divisional
Strengths:
Good for fast change in unstable environment
High client satisfaction due to product responsibility & contact points are clear
High coordination across functions
Units can adapt to differences in products, regions, clients
Best in large organizations with several products
Decentralizes decision making
Weaknesses:
Eliminates economies of scale
Leads to poor coordination across product lines
Eliminates in-depth competence & technical specialization
Makes integration & standardization across product lines difficult.
Option 3: Geographic
Strengths & Weaknesses similar to divisional
Option 4: Hybrid
Strengths
Adaptability & coordination in product divisions & efficiency in
centralized functional departments
Better alignment between corporate and division level goals
Achieves coordination within & between product lines
Weaknesses
Potential for excessive administrative overhead
Leads to conflict between division & corporate departments.
Option 5: Matrix
Strengths:
Achieves coordination to meet dual demands from environment
Flexible sharing of human resources across products
Works for complex decisions & frequent changes in unstable
environment
Provides opportunity for functional and product skill development
Best in medium organizations with multiple products.
Weaknesses:
Dual authority, can be frustrating & confusing.
All need good interpersonal skills & extensive
training
Time consuming, involves frequent meetings &
conflict resolution
Requires collegial rather than vertical type
relationships
Requires dual pressure from environment to
maintain power balance.
Measuring Organizational Performance: Balanced Scorecard
Balanced scorecard helps individual business function measures with organizational strategies.
4 Major categories for the balanced scorecard:
Innovation & Learning
Measures skill and motivation of employees.
Example measure employee engagement.
Value proposition link to organization productivity.
Internal Processes
Core processes are identified along with key measures.
Example measure employee productivity.
Financial
Profit or budget performance against goals.
Customer
Quality, effectiveness of delivery, and overall customer satisfaction.
Measuring the Performance of Human Capital
HR Audit Example Areas to Investigate
Organization of HR Department
Organization Development (Staffing Forecasts)
Recruitment & Selection
Compensation
Employee Benefits
Employee Relations & Communications
Personnel Policies/Workplace Rules
EEO/Regulatory Compliance
Training & Development
Labor Relations
Safety, Health & Wellness
Human Capital Metrics
Absence rate
[# days absent] / [Avg # employees x # workdays]
Cost per Hire
Total cost of hiring process / # employees hired
Health Care costs per employee
Health care costs / # Employees
HR expense factor
HR expense / Total Operating Expense
Human Capital ROI
[Revenue Operating Expense (Compensation Cost + Benefits
Cost)] / [Compensation cost + Benefits Cost]
Human Capital Value Added
Revenue [Operating Expense (Compensation cost + Benefit Cost)]
Turnover Rate
[# Separations during month / average # of employees] x 100
Code of Conduct
Trustworthy Conduct including dependability, loyalty, & honesty in communications and actions.
Respectful behavior treating everyone with civility, courtesy, tolerance & acceptance, and recognizing the worth, dignity and unique characteristics of each individual.
Accountability taking personal responsibility for one's actions & decisions.
Fair & just actions utilizing equitable processes in decision making.
Compassion caring for others, both within & apart from the UCSF community, & providing the highest quality service to patients & humanity.
Good citizenship striving to make the UCSF community function well now & in the future.
Responsible management including prudent use of University resources in a fiscally responsible manner.
Human Resource Values
The core values and beliefs that support our vision should be/are:
Ethics and Integrity: Committing to the highest
standards of behavior demonstrated by being open, fair, honest and consistent in dealing with the campus community and the public;
Supportive Work Environment: Developing a work environment that enables productivity and develops human potential;
Diversity: Respecting individual differences and ways of thinking, and celebrating individual differences;
Customer Service: Providing high-quality services that are measured by satisfaction from those we serve;
Innovation and Quality: Recognizing and rewarding creativity and "out of the box thinking that results in positive change and creates a new standard of performance;
Teamwork and Collaboration: Working together collectively to achieve goals and purposes common to the organization's strategic directions, and where the
result is greater than the sum of its parts;
Champions of Change: Taking risks that encourage new methods and tolerate honest mistakes when peak performance and limited resources are combined for a
positive outcome;
Effective Communications: Listening and speaking in a manner that is timely, honest, thorough, open, and sensitive within our organization as well as between
individuals;
High Performance/Maximum Accountability: Providing the ability to make choices and take responsibility for them so that individuals can be measured by the goals they set and their commitment and ability to achieve them.
Fun: Enjoying the work, relationships and time we share together as colleagues focused on a common mission.
Source:-Unknown
Human Resources Series
HR Development & Training
Human Resources Series
1. HR's Strategic Role
2. Effective Recruitment & Selection
Techniques
3. Benefits
4. Labor & Employee Relations
5. Compensation Fundamentals
6. Health, Wellness, & Disability
Management
7. HR Development
Agenda - HR's Strategic Role
1. HR's Evolving Role
2. Strategic Planning & the Change
Management Process
3. HRIS
4. Organization Design
5. Measuring Organization Performance
6. Measuring Human Performance
7. Ethics
HR's Role
Roles are evolving from administrative (personnel function) to strategic partner.
Consultative Role: Coach managers to manage their resources within the laws &
ensure maximum potential.
Change Management Role, systems design.
Administrative Role, e.g. records maintenance.
HR's Role in New Economy
Focus on Business Objectives
Structure activities around key business objectives
Focus on the Environment
Scenario planning on workforce issues to anticipate changes in the environment.
Focus on Core Values
Ensure that core values are embedded in key HR elements, e.g. hiring, job
requirements, rewards.
Role of Human Resources: General
Emerging Roles Examples of Strategic
Partnering
Effectively managing & utilizing people
Tying performance appraisal & compensation to competencies.
Developing competencies that enhance individual & organizational performance
Increasing the innovation, creativity & flexibility necessary to enhance competitiveness.
Applying new approaches to work process design, succession planning, career development & interorganizational mobility.
Managing the implementation & integration of technology through improved staffing,
training & communication with employees.
Change Management
Change Management is a Critical HR Professional Skill
Change Defined:
The adoption of a new idea or behavior by an organization.
HR's role in the change process is to help forecast future changes, develop systems and policies for managing human capital before, during & after the change.
HR Management's Role in Strategic Organizational Change comes in 2
phases:
Planning
Implementation
Change Management Planning
Horizon scan & strategic planning process:
Identify potential change drivers through SWOT analysis: (Strengths, Weaknesses, Opportunities, Threats)
Economic
International
Technological
Social
Employment
Demographics
Political
Use SWOT (Strengths, Weaknesses, Opportunities, Threats) to identify organizational changes or human resource needs for the future.
Identify business strategies for Dealing With
Each, (High Level Directions/Initiatives)
ID Key Actions for each strategy
Identify Targets
Create Communications/Management Strategy
Change Management Implementation
Lewin's Three-Step Procedure of Change:
Unfreeze present level of behavior
Movement from present to new
Refreezing process
Kotter's Change Management Model
Unfreeze
Establish Sense of Urgency
Form Powerful Guiding Coalition
Create the Vision
Communicate the Vision
Movement
Empower Others to Act
Plan for Short Term Wins
Consolidate Improvements
Re-Freeze
Institutionalize
Change Management People
4 Phases of Transition:
Denial diagnosis: common to observe withdrawal; focusing
on the past; increased activity with reduced productivity.
Management: confront with information; reinforce reality of
change; explain what they can do; give them time.
Resistance diagnosis: anger, blame, depression,
resentment, continued lack of productivity. Management:
listen, acknowledge feelings, be empathetic; help people to say
good by to the old; sometimes ritual is important. Offer rewards
for change, be optimistic.
Exploration diagnosis: confusion, chaos; energy; new ideas;
lack of focus. Management: facilitate brainstorming, planning,
help people to see opportunity, create focus through short term
wins.
Commitment diagnosis: enthusiasm & cooperation; people
identify with organization; look for new challenges.
Management set long term goals; reward those who have
changed.
Human Resources Information Systems
Role of HRIS
Strategic Management:
Environmental scanning results, quality & productivity improvement monitoring.
Workforce planning & employment:
Tracks promotion, transfers, hiring, and termination rates for each employee by job group.
Records the number and percentage of protected categories of employees.
EEOC data
Applicant info & utilization reports to help monitor affirmative action programs.
Human Resource Development:
ID career paths
Records for education, skills, & completed training
Course registration/administration.
Evaluate Performance.
Comp & Benefits:
Track salary survey results
Facilitate benefit administration
Track tuition reimbursement
Track retirement planning
Track COBRA & HIPAA documentation.
Employee & Labor Relations:
EE discipline records
Labor distribution data
Union service data
Attitude survey results
Occupational health, safety & security
Accident & illness trends
Insurance & workers' comp claims
Illness & injury medical exam & follow-up
procedures.
ID's high risk conditions
Monitors accidents & their costs by type and
location.
Organizational Design
Indicators of Organizational Design
Define Work activities core functions
Reporting Relationships who reports to whom
Departmental Grouping 5 Options
Option 1: Functional
Administration & Research
Weaknesses:
Slow response time to change
Slow decision making, hierarchy overload
Poor horizontal coordination among departments
Less innovation
Restricted view of organizational goals.
Strengths:
Allows economies of scale within functional departments
Enables in depth skill development
Enables organization to accomplish functional goals
Works best in small to medium sized organizations
Works best with 1 or a few products.
Option 2: Divisional
Strengths:
Good for fast change in unstable environment
High client satisfaction due to product responsibility & contact points are clear
High coordination across functions
Units can adapt to differences in products, regions, clients
Best in large organizations with several products
Decentralizes decision making
Weaknesses:
Eliminates economies of scale
Leads to poor coordination across product lines
Eliminates in-depth competence & technical specialization
Makes integration & standardization across product lines difficult.
Option 3: Geographic
Strengths & Weaknesses similar to divisional
Option 4: Hybrid
Strengths
Adaptability & coordination in product divisions & efficiency in
centralized functional departments
Better alignment between corporate and division level goals
Achieves coordination within & between product lines
Weaknesses
Potential for excessive administrative overhead
Leads to conflict between division & corporate departments.
Option 5: Matrix
Strengths:
Achieves coordination to meet dual demands from environment
Flexible sharing of human resources across products
Works for complex decisions & frequent changes in unstable
environment
Provides opportunity for functional and product skill development
Best in medium organizations with multiple products.
Weaknesses:
Dual authority, can be frustrating & confusing.
All need good interpersonal skills & extensive
training
Time consuming, involves frequent meetings &
conflict resolution
Requires collegial rather than vertical type
relationships
Requires dual pressure from environment to
maintain power balance.
Measuring Organizational Performance: Balanced Scorecard
Balanced scorecard helps individual business function measures with organizational strategies.
4 Major categories for the balanced scorecard:
Innovation & Learning
Measures skill and motivation of employees.
Example measure employee engagement.
Value proposition link to organization productivity.
Internal Processes
Core processes are identified along with key measures.
Example measure employee productivity.
Financial
Profit or budget performance against goals.
Customer
Quality, effectiveness of delivery, and overall customer satisfaction.
Measuring the Performance of Human Capital
HR Audit Example Areas to Investigate
Organization of HR Department
Organization Development (Staffing Forecasts)
Recruitment & Selection
Compensation
Employee Benefits
Employee Relations & Communications
Personnel Policies/Workplace Rules
EEO/Regulatory Compliance
Training & Development
Labor Relations
Safety, Health & Wellness
Human Capital Metrics
Absence rate
[# days absent] / [Avg # employees x # workdays]
Cost per Hire
Total cost of hiring process / # employees hired
Health Care costs per employee
Health care costs / # Employees
HR expense factor
HR expense / Total Operating Expense
Human Capital ROI
[Revenue Operating Expense (Compensation Cost + Benefits
Cost)] / [Compensation cost + Benefits Cost]
Human Capital Value Added
Revenue [Operating Expense (Compensation cost + Benefit Cost)]
Turnover Rate
[# Separations during month / average # of employees] x 100
Code of Conduct
Trustworthy Conduct including dependability, loyalty, & honesty in communications and actions.
Respectful behavior treating everyone with civility, courtesy, tolerance & acceptance, and recognizing the worth, dignity and unique characteristics of each individual.
Accountability taking personal responsibility for one's actions & decisions.
Fair & just actions utilizing equitable processes in decision making.
Compassion caring for others, both within & apart from the UCSF community, & providing the highest quality service to patients & humanity.
Good citizenship striving to make the UCSF community function well now & in the future.
Responsible management including prudent use of University resources in a fiscally responsible manner.
Human Resource Values
The core values and beliefs that support our vision should be/are:
Ethics and Integrity: Committing to the highest
standards of behavior demonstrated by being open, fair, honest and consistent in dealing with the campus community and the public;
Supportive Work Environment: Developing a work environment that enables productivity and develops human potential;
Diversity: Respecting individual differences and ways of thinking, and celebrating individual differences;
Customer Service: Providing high-quality services that are measured by satisfaction from those we serve;
Innovation and Quality: Recognizing and rewarding creativity and "out of the box thinking that results in positive change and creates a new standard of performance;
Teamwork and Collaboration: Working together collectively to achieve goals and purposes common to the organization's strategic directions, and where the
result is greater than the sum of its parts;
Champions of Change: Taking risks that encourage new methods and tolerate honest mistakes when peak performance and limited resources are combined for a
positive outcome;
Effective Communications: Listening and speaking in a manner that is timely, honest, thorough, open, and sensitive within our organization as well as between
individuals;
High Performance/Maximum Accountability: Providing the ability to make choices and take responsibility for them so that individuals can be measured by the goals they set and their commitment and ability to achieve them.
Fun: Enjoying the work, relationships and time we share together as colleagues focused on a common mission.
Source:-Unknown