Evolution of HRM

HISTORY & TRANSITION

 Brief history of HR Function
The World Wars: 1945 – 1979: 1980 – 2000:
The early days: Collective Bargain 2001 – Till date:
Personnel & Industrial
Compliance
Welfare Officer Strategic HR
Management Relations Officer

a) Paternalistic a) State / Trade a) Trade Union a) Focus on a) Strategic

role Union negotiation improving business
b) Care for partnership b) Policy efficiency & partner
injured and b) Management adherence effectiveness b) Change agent
sick of absence, c) Regulation of b) Administrator c) Employee
employees training & pay and champion
c) Protection of recruitment functional/tec d) Centre of
women & c) Productivity hnical expert excellence
children improvement c) HR generalist e) Shared
services
 The HR Journey
High
Strategic
HRM
Value  Impact/contribution to business

Human
Resources i. Strategic HR
ii. Business Partnering
Management iii.Focus on value
Personnel added activities
Management i. Administrative iv.Proactive
focus with v. Multi disciplinary
i. Administrative enlarged scope vi.Multi faceted roles
focus of activities
Labor ii. Compliance ii. Support
Manager iii.Traditional function
mindset iii.Less reactive,
Welfare iv.Limited scope more proactive
of activities
Officer v. Specialized
function
1890 – 1913 1914 – 1939 1945 – 1979 1980 – 1990 2000 – Till now

2nd Industrial
World Wars Globalization
Revolution
 The HR Journey – nature of work
Continue
High
to
Strategic evolve
HR
Value  Impact/contribution to business

Planning COE
HRBP
Survey PMS Shared
Employee Action Services
Transactional Relations Plan
Stuffing
Work Organizational
Labor Development Culture
Union Training &
Relations & Image
HRIS
Safety & Development
workers
Welfare/ compensation Benefits Compensation Transformational
Employee Work
Compliance
Care

Employee Labor Employee Personnel Human Organizational

Welfare Relations Relations Admin Resources Effectiveness
The changing role of HR
Reality check – What CEOs want from HR
The business Requires companies Requires HR to
environment to focus on change
• Globalization • Increasing value • Business savvy
• Economic • Organizational • Align with strategy
uncertainties capabilities  fast, • Strong bench
• Technology responsive, cost strength
innovation effective • Change catalyst
• Profitability • Creating climate for • Help business
through cost and action leaders to achieve
growth • Unique competitive objectives
• Intensified advantage
competition
 The role of HR – Ulrich’s Model
FUTURISTIC FOCUS
Strategic Partner – Change Agent –
Aligning HR & Business Strategy Managing Transformation &
Change
Active role in setting strategic
PROCESSES

direction Effecting transformation & P

change E
O
P
Administrative Expert – Employee Champion – L
Managing The Firm’s HR Managing Employee’s E
Infrastructure Contribution

Process optimization & Motivated & competent

efficiency personnel
DAY TO DAY / OPERATIONAL FOCUS
 The role of HR – Ulrich’s Model
(detailed)
FUTURISTIC FOCUS
Strategic Partner Change Agent
a) Develops & aligns strategies with business a) Understand the organization’s culture and what
b) Assist line managers in solving organization, is effective & ineffective
people and change related issues b) Institutionalizes change capability within the
c) Contribute to management team’s strategic organization
decision making c) Assist line managers to lead and facilitate change
PROCESSES

d) Foster system thinking, customer focus

d) Act as a consultant in organizational P
effectiveness
e) Strategically manage workforce development e) Enhance management development E
O
Administrative Expert Employee Champion P
a) creates and delivers effective and efficient a) Develops strategies & helps implement L
HR processes & services tailored to unique actions that enhance human capital E
business needs contribution
b) Manages people & HR related costs b) Helps build workforce commitment
c) Ensures internal & external customer focus c) Ensures fair, ethical & equitable people
d) Applies information technology to rapidly processes and practices
deliver quality HR products & services d) Voice of employees

DAY TO DAY / OPERATIONAL FOCUS

 The role of HR – Ulrich’s Model
(impact)
FUTURISTIC FOCUS
Strategic Partner Change Agent
a) Develops & aligns strategies with business a) Understand the organization’s culture and what
b) Assist line managers in solving organization, is effective & ineffective
b) Institutionalizes change capability within the
c)
When NOT done well… creates a lot of
people and change related issues
Contribute to management team’s strategic organization
c) Assist line managers to lead and facilitate change
decision making
issuesd)
PROCESSES

d) Foster system thinking, customer focus

Act as a consultant in organizational P
effectiveness
e) Strategically manage workforce development e) Enhance management development E
O
Administrative Expert Employee Champion P
a) creates and delivers effective and efficient a) Develops strategies & helps implement L
HR processes & services tailored to unique actions that enhance human capital E
business needs contribution
b) Manages people & HR related costs b) Helps build workforce commitment
c) Ensures internal & external customer focus c) Ensures fair, ethical & equitable people
d) Applies information technology to rapidly processes and practices
deliver quality HR products & services d) Voice of employees

DAY TO DAY / OPERATIONAL FOCUS

 The role of HR – Ulrich’s Model
(impact)
FUTURISTIC FOCUS
Strategic Partner Change Agent
a) Develops & aligns strategies with business a) Understand the organization’s culture and what
b) Assist line managers in solving organization, is effective & ineffective
people and change related issues b) Institutionalizes change capability within the
c) Contribute to management team’s strategic organization
decision making c) Assist line managers to lead and facilitate change
PROCESSES

d) Foster system thinking, customer focus

d) Act as a consultant in organizational P
effectiveness
e) Strategically manage workforce development e) Enhance management development E
O
Administrative Expert Employee Champion P
a) creates and delivers effective and efficient a) Develops strategies & helps implement L
When done well… gives the organization
HR processes & services tailored to unique actions that enhance human capital E
business needs contribution
b) a great strategic
b) advantage
Manages people & HR related costs Helps build workforce commitment
c) Ensures internal & external customer focus c) Ensures fair, ethical & equitable people
d) Applies information technology to rapidly processes and practices
deliver quality HR products & services d) Voice of employees

DAY TO DAY / OPERATIONAL FOCUS

HR as Strategic Partner
Becoming a Strategic Partner

Staying focused on issues Delivering capabilities

Knowledge requirements that matter to the that make a real
business difference
• Bring strong technical • What are the issues that • Provide organizational
expertise to the table matter? capabilities as required
and an understanding of • What’s keeping business by the business
the organization and its leaders up at night? objectives:
strategy • What’s the elephant on > People
• Develop new skills as the table regarding the > Strategy
needed. Understand the future? > Culture
data, the financials, the • What drives the bottom
market line
• Focus on business
objectives
• Focus on environment
 HR as a Change Agent
Before Change During Change Post Change
Prepare for Managing Reinforcing
Change Change Change
a) Serves as a catalyst for a) Facilitate the discussions a) Help employees to
change about the change and its break from the past
b) Helps the organization content with all and adopt a new
build a capacity for stakeholders culture
change b) Coach leaders through b) Sustain the momentum
c) Plan change process the change c) Internalization of new
c) Act as a coach mentor to
with sponsors behavior / ways
employees to help them
d) Ensure project team understand change
d) Recognize and
has necessary skills, d) Emphasize what is in it celebrate success
training for the individual and e) Build on the change
e) Coach sponsors address concerns
f) Lead by example by e) Strike a balance between
doing it first within the business and employees
HR function f) Communicate
The Change Process