Reinvent Hr

8/13/2019 Reinvent Hr

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www.centranum.comwww.performancegroup.co.nz

Much has been said

Some progress made

Where to from here?
http://www.performancegroup.co.nz/http://www.centranum.com/


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Strategic HRenabling strategic goals

! Sustainable competitive advantage

! Increasing market share

! Increasing revenues

! Improved profit

! Better productivity

! Better quality

! Decreasing time to market

! Cost leadership

! Shareholder value


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Perspectives

Strategic! Organisational and

external focus

! Enabling strategies

! About Business issues! Time = Future

Management/Operational! Internal focus and departmental

support

! Implementing programmes

! About HR issues! Time = Now and past


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Progresstop current HR issues are more strategic

SHRM survey

! Talent management, baby boomer retirement

! Culture transformation " performance

! Managing change

! Leadership development, ethics! HR technology

! Work-life programs

! Diversity

! Health care management

! Globalization


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Extent of Strategic HR involvementsurvey data

low high

! Strategy formulation 42 94

! Long-range planning 39 82! Revising HR systems 28 78

! Developing HR systems 44 91


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Perceived Role of HR Departments

0

10

20

30

40

50

60

7080

Strategic Operational Combination

Primary role

%HR

Other

SHRM survey 2006


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Perceptionssurvey 2006 - 1000 managers

Roffey Park consultants


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What is Value?

Operational Management

! Better delivery of basic HR services.

Employee Perspective

!Communication! Information on new initiatives, organisational

performance, grievance procedures and bullying.

! Staffing levels: work-life balance

! Fair reward and recognition


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Recommended HR Competencies

! HR delivery basic practices for staffing, information,performance, rewards

! Utilisation of HR technology

! Business knowledge

! Personal credibility

! Strategic contribution

! Strategic HR performance measurementBrockbank, Ulrich, and James (1997)

Becker et al 2001


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The Key Question

Do HR practices positivelyimpact organisational

performance?

Contingency Approach

or

Universal Best Practices


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The Research

Mostly

In manufacturing businesses

Executive and HR perceptions

Surveys of presence of HR practices

Correlations with firm performance data.

No control for quality of actual implementation


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Link Between HRM & Performance

HR practices

Firm performance

Black box

Jumble of theoriespulled from many

disciplines

Compare, Correlate


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! Training and Development

! Contingent pay and reward schemes,

! Performance management (including appraisal)

! Careful recruitment and selection

Boselie et al.s (date)

Top 4 HR PracticesChosen By Researchers


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Inconclusive Findings

large, significantpositive relationships(up to r =.45explaining 18-19%of variance inproductivity & profit)

no or small,insignificantrelationships

Correlation is not cause and effectStudy data very high level, not comparable


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Weak Correlationsemployee engagement

Paul Barrett 2005


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Associated with BusinessPerformance

combined studies

+ve correlation! Proven recruitment

practices

! Job training! Pay for performance! Collegial workplace! Effective

Communications! HR technology

-ve correlation! 360 feedback! Career training &

development! Use of HR technology to

change culture! H & S programmes

(costly)


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Strategic HRthe missing link

Poor or missing alignmentof organisationalperformance measureswith individual staff

performance management.

Risk: measuring the wrongfactors and rewarding thewrong behaviors


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Evidence Based Practice

Coherent theoretical base

! Defined and linkedconcepts

! Basis for testable

hypotheses

Research-informed HRD is the conscientious and explicit use of research

findings and the research process to inform, shape, measure and evaluateprofessional practice Robert Hamlin 2007


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Business modelsuccess depends on individual outcome achievement


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Learnings from I/O Psychology

! Personal pre-requisites for job performance

! Environmental requirements for performance

! The law that governs behaviour

! Measurement of human factors! Research quality

! How to demonstrate cause and effect


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Link of HRM and Performance

Black box


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Strategic HR Competencies

! Communication

! precision in use ofterminology, concepts,descriptors

! Systems perspective

! Business knowledge

! Job analysis

! Measurement

! Research evaluation

! Leadership

! Demonstrating ROI


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Systems Perspective

ProcessInput Output

Feedback or control system

Environment


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Business Knowledgethe portable MBA

Firm structure & division of work

Operations, Sales & Marketing, Service

Support functions Finance, IT, HR

Value chain and competitive analysis

Strategy formulation and implementation

Organisational behaviour

Programme based analysis

Measuring ROI


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Job Analysiswhat is involved? what capabilities needed? job sizing

! Inputs! Sources of information, perceptual needs

! Processes and complexity! Information handling

! Communication & interpersonal

! Planning

! Judgments and decisions

! Use of equipment

! Outputs and importance

! Environmental factors


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Opinions,Capability & Performance Measurement

accuracy, relevance

! Defining outcome basedexpectations

! Frequency and means of

observation! Rating scale options

! Designing stakeholdersurveys

! Understanding and

minimising sources of bias


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Research Evaluation

! Read relevant journals! Review sample sizes, types of

organisation, industry.

! What was measured, how?

! How was it defined?

! What was the finding?

! How big an effect?

! Cause and effect relationship orundefined association?

!

Has the study been repeatedwith same result?


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0

1

2

3

4

5

6

78

jan feb mar apr may jun jul aug sep oct nov dec

Group1

Group2

Group3

Group4

Demonstrate ROI


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Reinventing the Image of HR

becoming a strategic partner

Leanne Markus M.A. Hons, M.B.ARegistered Psychologist, Managing Director

Centranum Singapore Pte. Ltd

Reinvent Hr

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