Managing HR to Leading HR

Vikas S Shirodkar
VP Human Resources
1 nhrd seminar, pune

“The only thing that is constant is
change”
Heraclitus, Greek philosopher
Addendum : “ and the speed of change is
ever increasing “

“ It is not the strongest of the species
that survive, nor the most intelligent,
but the one most responsive to
change” Charles Darwin

“The Future
Ain’t What
It Used To Be !!!!

3
nhrd seminar, pune 10/6/2012

“The Future arrived when we
weren’t looking, so we’re still
dealing with issues, ideas and
programs that don’t fit the
world’s new realities.”
Peter Drucker

4

Ever changing
markets

6
nhrd seminar, pune

Ever changing
customer

7
nhrd seminar, pune

Great Opportunities and
Greater Challenges!

17 June, 2006 nhrd seminar, pune 8

Market Pressure

Ever increasing demands from the ‘Global Customer’
Customer’s will be more global, mobile, educated and increasingly
demanding of:
 More choice  Knowledgeable service staff
 Greater levels of responsiveness  Individualised attention

In the globalized world, heightened marketplace volatility will become
the norm. Matching the workforce to these demands will become
increasingly complex

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nhrd seminar, pune

To Respond, the Focus Must Be on
Improving Performance, Agility
and Productivity...
…however there is a growing mismatch between employer
and employee expectation

Increasingly, skilled workers*:
 Define loyalty as the value of their contribution to an organisation, not
longevity
 Take more control of their careers, and want rewards based on
performance
 Prioritise work/life balance factors in selecting an employer
 Are more mobile, and are prepared to travel for career development
*Source:”The Rise of the Emergent Workforce” Spherion Pacific Enterprises LLC

The development and execution of key interventions to address the
above will realise competitive advantage

10
nhrd seminar, pune

The Leadership Question

The first job is not
to make decisions,
but to make sense
-- Alan Weber, Fast Company

Source : Verna Alliee

Survey reports….
 Recent research covering top professionals
from 7 Asian countries found that the
single most important factor that makes
winning organizations:

 __ % respondents voted for “people/HR”
 __ % respondents voted for “technology”
 __ % respondents voted for “optimum
utilization of corporate resources”

12

Where does HR fit in ?

“The next ten years will be the HR decade.”
Professor David Ulrich
“Human Resource Champions”

“I am describing your human resources department, and
have a modest proposal: Why not blow it up?”
Thomas A. Stewart
“Fortune” Magazine

Which of These is True?

HRD: Holiday Recreation Dept.
Human beings
are like tea
bags - you do
not know your
own strength,
until you get
into hot water !

nhrd seminar, pune 14

People @ The Heart

PURPOSE PROCESSES

PEOPLE

PRODUCTS PARTNERS


HR is no longer a function...

 1980s a Deployer of policies

 1990s a Business Partner

 2000s an Co-Architect of business future


To truly enable the strategy HR must
Transform…..
TOMORROW

TODAY
YESTERDAY
Defining HR
HR Leadership
Strategic
Role of Competency?
HR Partner
Business Partner?
Role Procedural
Cost Centre?
of HR

Outsource the
HR On Demand
Duplicated
Optimise
Shared service HR Function?
The HR Simplify & Delivery Channels?
Administration
Function Share Process?

Payroll System &
Business Case
Enabling Personnel Database Ensure Access
Integrated HRMS The On Demand
Providing The
Technologies Realisation / ROI? with Self-Service
& Usage? Workplace
Right Tools?

17
Source : IBM nhrd seminar, pune

The Leadership Journey Requires HR
to Simultaneously Manage Divergent
Strategies

HR as an
Administrative HR as a
expert Leader

adopting a strategic focus on
on-demand key intervention areas
variable cost
structures, and as
close to zero as
possible

18
nhrd seminar, pune

Evolution of the function : Admin.
to Personnel to HR

20%
10% Strategic
Strategic
Planning Planning

60%
30%
Customer Service/ Customer Service/
Consulting Consulting

Administration
Administration 20%
60%

TODAY TOMORROW


To Achieve the Competitive Advantage
HR must Adopt a Leadership Position

Leadership

Partner to the Business

Service Provider

Compliance

Personnel Administration
nhrd seminar, pune
20

Transformation Process

 Take HR from a people business to
beyond business partnership
 Liberate HR function from burden
of transactional processes
 Refocus HR functions to support
strategic workforce management
 Provide leadership to bring in HR
best practices and business/HR
strategy alignment


 Understanding trends


Future Trends

Rising cost
of benefits,
especially
health care

Rising
Compensation
Costs

Competitive
pressure on
increasing
employee
wages


Future Trends

Managing
talent

Developing
Human
Capital

Higher
Shortage
Ethical
of Talent
Standards


HR Technology Future Trends

Use of
technology to Evolution of
communicate new
with technologies
employees
A move
toward
single
software /
ERP
platforms

Harnessing New Technology


Future Challenges
Increased
diversity in
the
workforce

Changing Managing
work
patterns – the Work-life
24/7
availability, Changing balance
etc.
Workforce

Increased
vulnerability
of intellectual
property


Continuum of People Involvement

Today : Age of Information 2020: Age of Engagement
 One way monologue  Two-way dialogue
 Telling/selling  Listening/responding

 Educating  Learning
 Presenting technical  Eliciting values,
information hopes, dreams,
 Discerning public concerns, fears
opinion  Discerning public
 People are not judgment
responsible for  People are responsible
identifying or carrying for identifying or
out decision or carrying out decision
solution or solution

SHIFTS RE-SHAPING HR ROLES

FROM TO
Local markets, operations Global markets, operations
Manufacturing, clerical work Service, knowledge work
Hierarchy Networks
Intermediaries; face-to-face Direct access,virtual relationship
Obedience to formal authority Questioning of formal authority
Stability, efficiency, control Change, creativity, flexibility,
order
Full time job
Part-time and project work
Customer service
Shareholder, stakeholder value
Work done by employees
Work done by many contributors
Fixed work location
Diverse work locations
Management prerogative
Social licence
Loyal service
Marketable knowledge, skills
White, male workforce
Diverse workforce
Financial performance
Triple bottom line
“Get a job”
“Get a life”
Dr. Peter Saul

CHANGING “HR” ROLES: Some
Generalisations
PAST FUTURE

HR ROLE WAS CLEARLY PEOPLE/LEADERSHIP ROLE IS
DIFFERENTIATED DISTRIBUTED AND DIFFUSE
– mechanistic – knowledge management
(Personnel Admin) – relationship management;
– ritualistic, legalistic (IR) teamwork
– CEO’s eyes and ears – legal compliance
with the troops – change management
– distinct professional – no distinct HR profession -
career paths new hybrid roles emerge

HR is HR’s responsibility People/Leadership is
everyone’s responsibility


HR EXECUTIVES’ VIEW OF THE FUTURE

TOP 5 BUSINESS CHALLENGES TOP 3 HR CHALLENGES

 Developing new markets  Attracting and retaining
talented people
 Improving profitability
 Market share growth  Improving organisational
capabilities
 Becoming the recognised
global market leader
 Developing leadership
 Building shareholder value skills

Source: Arthur Andersen survey of HR Executives in almost 70 Australian-based firms

Finding innovative solutions

“It’s not so much that we’re afraid
of change, or so in love with the old
ways, but it’s the place in between
that we fear… it’s like being
between trapezes. It’s Linus when
his blanket is in the dryer. There’s
nothing to hold on to.”
- M. Ferguson


“The bad and the ugly in HR”
 “Many HR people still lack business acumen”

 “We have not adequately managed high
expectations of HR”

 “There’s too much modeling of mediocrity… and
way too little real research going on”

 “We have overhyped e-learning and some other
fads”

 “We do much order-taking… and mistaking talk
for action”

Jim Moore, former Director of Workforce Development at Sun
Microsystems in his address to the SHRM Annual Conference

HR AT A CROSSROADS
Results of a forum on the "The State of the HR Profession"
held in conjunction with the 2010 Annual Conference of the
Society for Human Resource Management
 “Significant change is inevitable for HR” but
“what HR will be and do is not yet clear”
 An HR practitioner might be "a hybrid line
manager" who is "first and foremost a business
executive" but has expertise in at least one HR
function.
SHRM President and CEO, Helen Drinan
 “We have to get management to
understand that they're responsible for
people” AND “If we do our job—and
work ourselves out of a job—so be it."

Also see FT.com online forum on33
“Human Resources: A career in crisis?” pune
nhrd seminar,

More OD and Change; Less
Canteen & Toilets
 “Old days” of
– Administration
– Transactions

– Employee Champion/Advocate

– are OUT

 HR does not require a facelift
 the entire DNA needs to be
changed
 NEW Model of HR Service Delivery
needs to emerge34 nhrd seminar, pune

HR Managers of Today


HR Roles of Today

 Industrial relations
 Administrative
 Personnel
Management and
Policy Formulation
 HRD Facilitation
 Change
Management


Future of HR

 All the above will be outsourced


HR in transition...

 1/3 is automated
 1/3 is given back to line mangers
 1/3 is out-sourced

 What is left of HR in HR ???


What makes for a great day?


What makes you hit the snooze button?

WHY
Goal of GHRT


“ I WOULD RATHER HAVE SURGERY AND LIVE

THAN

AVOID PAIN AND DIE ”

42
nhrd seminar, pune

TO ACHIEVE LEADERSHIP &
GROWTH…

Greater Talent Management expertise

Clear visibility to organizational data to
LEADER facilitate business planning
NEEDS
Stronger connection to their people to engage
them and enable them to achieve their greatest
value

J&J’s Leaders need greater leadership capabilities and organizational
information to lead their businesses through the changing world of
health care


So GHRT aims at…
Developing leadership and talent is a
key business priority needed to drive
growth in our businesses.
Changes to enable this include :
•Ability to move talent globally based on
evolving business needs
CREATING •Cross-sector collaboration and sharing of resources
VALUE FOR and practices
OUR BUSINESS •Ability to anticipate and rapidly fill roles in critical
capability areas
•Remarkably consistent employee experiences

A new HR operating model that will support
the development and accountability of people
leaders
THE FUTURE
OF HR


Service Delivery Model Components

Business- Specialist Employee
Based HR Groups Service Centers

Global Technology Backbone


Integrated HR Service Delivery
Model
HR Service
Centers

HR
Leadership /
Governance
Centers of Business
Expertise Based HR

Line Leader, HR
and Employee
Behaviors and
Core Global HR Processes Accountability
including Self-
Harmonized Global HR Policies
Sufficiency
Globally Integrated Single HRMS

Enabling HR Foundation


What is the Big Transition?

Products

Solutions

Experiences

47

Strategic Roadmap Conference
Large Scale Interactive Process for
communicating with employees and get
their buy-in on the Strategic Plans. This is
a theme based motivational event.


Rewards Management: Peer Awards


Fleet Safety - A process on safe driving of two and four wheelers at work or
otherwise. ALL employees have been covered through training programs. As a part
of our social responsibility we have run this program also for Chennai Police.


Corporate Citizenship


Give them something to care…

 About the mission of the company
 About why the company exists
 About what difference they are making in
lives of customers


WORKPLACE
OF CHOICE

53

THE BUSINESS CASE: IT WORKS

 This is more than a ‘feel good’ goal. It
enables
– Strong Financial Performance
– Sustained Business Success

 Fortune Magazine publishes an annual
study of “Best Company to Work For”
and “Most Admired”

54

On both the Most
Admired and Best
Places to Work list
for the last 5 years

Microsoft profits soar

55

Top 10 Most
Admired Company
4 of the last 5 years
Best Places to
Work
3 of those years

FedEx profits surge
in third quarter
56

# 4 on both Best
Places
to Work and World’s
Most Admired
Company lists for
2010

Google Sets Record for
Quarterly Profit
57

How it works

 Employees choose to dedicate themselves
to the company’s success
 Employees have intense desire to be
a member of organization
 Current & potential employees speak
positively about organization

58

WORKPLACE OF CHOICE: HOW WE
BEGIN

Winning Business
Results
Company Provides
Employees Enable
Workplace of
Company’s Success
Choice
Attract and Retain
the Best Talent

59

7 DIMENSIONS THAT
ENABLE WORKPLACE OF CHOICE

Commitment Teamwork

Personal &
Trust Professional Growth

Recognition Fairness

Health &Well Being

60

What do employees desire?

Learning Positive
Job Work
&
Content Development Environment

Rewards Fulfillment
& Of
Recognition Life
Roles
61

3 steps

 Initiate conversation and Identify Priority
Dimensions
 Describe top priorities
 Implement your ideas

62

CHANGE MANAGEMENT STRATEGIES
:

CHANGE MANAGEMENT FRAMEWORK

Articulation of a compelling, shared
8 vision and business imperative for
Create a Compelling, change
8 Employees are enabled to Shared Vision
learn new behaviors and apply 8 Stakeholders with authority,
them to their work power and/or influence lead
Deliver Learning, and visibly support the change
Training and Build Stakeholder &
Performance Leadership
Support Alignment
HR
Transformation

8 Employees are well -
Provide Organization Deliver Communications informed about and involved
8 Aligned systems and and Resource
& Build Engagement in the change
organizational models that Planning
support the change and
reinforce the new behaviors Provide Measurement,
Evaluation
& Enable Improvement

8 Establishment of short - and long -
term measures of success
GM’s 55 day
63
Strike at Halol nhrd seminar, pune

Future Challenges

Managing the Changing Workforce
Increased diversity in the workforce

 Creating workplace that respects and includes
differences
 Recognizing unique contributions individuals
with differences can make
 Creating work environment that maximizes
potential of all employees


Work-Life Balance
 According to study by Center for Work-Life Policy,
1.7 million people consider their jobs and work hours
excessive
 50% of top corporate executives leaving current
positions
 64% of workers feel work pressures are “self-
inflicted”, and taking a toll
 In the US, 70%, and globally, 81%, say jobs are
affecting their health.
 Between 46% and 59% of workers feel stress is
affecting their interpersonal and sexual relationships.
 Males feel there is stigma associated with saying “I
can’t do this”

This will create future challenges

Conclusions
 Exciting time for HR professionals
 More emphasis on cost containment and
control
 Focus on employee responsibility and
involvement at work
 Greater use of technology in communication
with employees
 More flexible patterns of work


The HR Value Proposition

Knowing external
Business realities
( technology, economics,
Globalization,
Demographics )

Ensuring HR Serving external and
Professionalism Internal stakeholders
( HR roles, competencies, HR Value ( customers, investors,
and development ) Proposition managers and employees

Building HR resources Crafting HR practices
( HR strategy and ( people, performance,
Organization ) Information and work

Source: Dave Ulrich & Wayne Brockbank – The HR Value propositionseminar, pune
67 nhrd

From a cacophony of HR Roles
Coach Facilitator
Business
partner
HR leader Enabler Advocate

Employee Maintainer &
champion Initiative leader Monitor
Change agent

Strategist Operational
supporter Rapid deployment Internal
specialist consultant
Human capital
steward Manager of firm
infrastructure Competency
practitioner
Knowledge Policy
Manager of employee
facilitator Strategic Administrator
contribution
partner

Prog coordinator
Service provider Reactive problem
solver
Conscience Relationship builder
Architect
Admin Expert Client relationship manager

Synthesis of roles for HR
Professionals

Human Capital
developer

Employee HR Strategic
advocate
leader partner

Functional
expert

Source: Dave Ulrich - HR Champions


Take the first step in faith. You
don't have to see the whole
staircase, just take the first step.
- Martin Luther King, Jr


“Change is the law of life, and
those who look only to the
past or present are certain to
miss the future.”

-: John F. Kennedy


Brain v/s. Heart Game ??

72

New Task & Expectation for HR

From Human Resources
to
Human Forces

PHOENIX: an euphemism for “new” HR

 PHOENIX : the only
one of its kind that
after living for 5/6
centuries in the
Arabian desert, burnt
itself on a funeral pile
& rose from the ashes
with renewed youth to
live through another
cycle.


What does the “average” employee
need to know about the brave new world ?

Don’t be “average”.

I have come to accept that the life of a
forerunner is a hard one, that he will suffer
more injuries than most men and that
many of these injuries will not be
accidental.

………PELE


HR is about sharing !

I would love to share this presentation
with you. Please send me an email :
vikas.shirodkar@gm.com

Managing HR to Leading HR

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