Key issues in management of HR as a function in order to achieve corporate objectives of a reform.

1. Managing HR Issues Relating to
Reforms
Dr. Elijah Ezendu
FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM,
PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr

2. HR Responsibilities During Reform

3. A survey of some organisations prove that
during reform HR departments focus the utmost
attention on employee issues, and as a result fail
to align corporate issues besides paying little or
no attention to HR issues.

4. The primary course of action in managing HR
issues relating to reform focus on identification
and delineation of established objectives
earmarked for that reform.

5. Mapping Corporate Objectives to
Componental HR Value Propositions
Contribution
Ascertainment
Structured
Disaggregation
• Functional OfferingsReverse
Engineering
Source: Elijah Ezendu, The Business of HR

6.  What are the reform objectives?
 What are the implications of each objective?

7. HR Contribution Ascertainment
HR contribution ascertainment involves multi-
layered review of specified corporate objectives
for purpose of identifying the most fitting set of
human resources objectives that their
accomplishment would provide the required
level of HR business values for achieving those
corporate objectives.

8. Success of Reform Versus
Contributable HR Business Values
The success of a corporate reform programme
depends on the level of contributable HR
Business Values.
If Contributable HR Business Values < Requirement, the
corporate reform = failure.
If Contributable HR Business Values ≥ Requirement,
then the corporate reform would proceed successfully
on condition that additional requirement such as
finance had been fulfilled.

9. Value Chain
The value chain concept was developed by Prof.
Michael Porter for describing activities that
occur within and around an organisation and
relating them to its competitive strength.
• It differentiates primary activities from non-
core that are regarded as support activities.
• It provides for identification of key activities in
every functional silo as part of the value chain
of an organisation.

10. Value Chain Concept
Source: M.E. Porter, Competitive Advantage, Creating and Sustaining Superior Performance

11. Value Chain Snapshot
In a scenario where the value chain snapshot of
an organisation highlights some key activities in
HR function as part of the value chain, whereas
they are non-value adding activities; they would
crystallize as invalid links in the value chain, and
indicate quandary, dissonance, nonconforming
focus, miscarriage of resources, in addition to
systemic blunder.

12. Where Business Value Shows Up
Fortunately, there are only five places in a business where we can see
the value of our work. These are the same for any type of
organization, whether it’s a commercial enterprise, a government
entity, or a non-profit group (similar to how accounting practices are
essentially the same across each type).
We can identify business value by asking the following questions about
the end results of our project:
•Will it increase revenue?
•Will it decrease expenses?
•Will it bring in new customers?
•Will it bring in more money from existing customers?
•Will it increase shareholder/taxpayer value?
Depending on the nature of our business, a given project could affect
any of these value areas. It could increase revenues or decrease
expenses. In fact, sometimes a project could affect two or three
simultaneously, such as increase revenues, bring in more new
customers, and increase revenue from existing customers.
Source: Jared Spool, Identifying Business Value of What We Do

13. Business Alignment
Business Alignment is occasioned by placement
of key activities with content and direction that
are geared for achievement of organisational
goals.
Effective Business Alignment of HR Function
shall occur when every activity output from
each section of HR contributes fittingly to
organisational pool of output earmarked for
generating product or service.

14. HR Value vs. Business Goal
Contemporary HR Value had been self-centred
and somewhat disconnected from business goal
orientated perspective. That’s why such output
is not identified as ‘value adding result’ in
corporate strategic outlay.

15. HR Thrust
Effective Business Alignment of HR Function
implies every component of HR system,
structure, policy, procedures, initiatives,
objectives and strategy must be focused on
provisioning of excellent enablement for
achievement of organisational goals. This should
be the HR Thrust.

16. Best Practices – How to Bridge the Business Divide
•Evaluate current opportunity with the business
# Bringing insight to investment decisions
# Building future value through today’s forums
# Bridging the people visibility gap
# Removing barriers and optimize performance
•Develop platforms for strategic conversation
•Transform HR Business Partners into strategic advisors
•Report Links
Source: Amy Wilson, Wilson Insight

17. The Top 10 Best Practices of
High Impact HR Organisations
1. Structured governance and business case development
2. Developing advanced workforce planning capabilities
3. Implementing the “right” HR philosophies
4. Reducing administrative work for HR Business Partners
5. Implementing flexible HR organisation design
6. Improving employee-facing HR systems
7. Measuring both HR operational and business metrics
8. Developing internal HR skills
9. Improving line manager capabilities
10. Outsourcing HR services strategically
Source: John Hollon, TLNT- The Business of HR

18. Current Changes in Nature of Work
• Content
• Structure
• Process
• System
• Flow Dynamics
• Applicable Technology

19. Major Drivers for Changing Nature of Work
• Customer Values
• Competition
• Transitory Technology
• Organizational Agility
• Innovation
• Expansive Career Thrust
• Financial Leverage
• Operational Mobility
• Global Labour Convergence
• Advancement in Capacity Management
• Advancement in Lean Enterprise
• Advancement in Process Based Management

20. Impact of Changing Nature of Work on Organisation
• Flatter Structures
• Increase in Project Groups
• More Emphasis on Cross-Functional Teams
• Rise of Kaizen Philosophy that Quickens Reform
• More Complex Reporting Relationships
• Increase in Interactive Bonds Between Top and
Bottom thereby boosting holistic performance
initiative
• Indistinct Boundaries

21. The corporate reform implementation will not
meet a static work environment but a fleeting
pattern in the nature of work. All the dynamic
components of work must be aligned for optimal
achievement of stated reform objectives.

22. Competency Framework can be applied in
ensuring that every position in the organisation
shall be effectively manned by a worker who
possesses the fitting competence, thus
guaranteeing required performance.
Implications:
•Up-skilling
•Right-sourcing

23. What is Competency?
“Observable performance dimensions, including
individual knowledge, skills, attitudes, and
behaviours, as well as collective team, process,
and organizational capabilities, that are linked
to high performance, and provide the
organization with sustainable competitive
advantage”
(Arvy & Orth).

24. Competence vs. Competency
In the past, HR professionals have tended to draw a clear
distinction between 'competences' and 'competencies'. The
term ‘competence’ (competences) was used to describe what
people need to do to perform a job and was concerned with
effect and output rather than effort and input. ‘Competency’
(competencies) described the behaviour that lies behind
competent performance, such as critical thinking or analytical
skills, and described what people bring to the job. However, in
recent years, there has been growing awareness that job
performance requires a mix of behaviour, attitude and action
and hence the two terms are now more often used
interchangeably.
Source: CIPD

25. Competency Framework
A ‘competency framework’ is a structure that
sets out and defines each individual competency
(such as problem-solving or people
management) required by individuals working in
an organisation or part of an organisation.
Source: CIPD

26. Components of a Competency Framework
A competency framework consists of Behavioural indicators, Competencies and Competency clusters.
Behavioural Indicators:
These are examples of behaviours that would be observed when someone demonstrates competence. They
are the building blocks of the competency framework. For example behavioural indicators for the competency
“Teamwork Work and Collaboration” are:
Identifies when team members need support and provide it.
Shares knowledge and information willingly with others.
Collaborates effectively in meetings and informal interactions.
A Competency:
This is a set of behaviours, which demonstrates that a person has the abilities, knowledge, skills and personal
attributes to do the job competently.
The best way to describe competencies is to use behavioural language that describes the actions needed to
achieve the organisation’s goals. For example the competency “Teamwork” is described as “Works with others
to cooperatively accomplish objectives”.
Competency Clusters:
These are individual competencies that are grouped into competency clusters. For example the competency
“Teamwork” forms part of the competency cluster “Working With Others”. Other competencies that would
form part of this cluster are, “Influencing and Persuading”, “Building Relationships”, “Managing Others”, etc.
Source: AssessSystems

27. Progression in Competency
Progression in competency depends on the
following:
•Scope
•Context
•Autonomy

28. Competency Mastery Levels

29. Configuration of Mastery Levels
Size of Mastery Levels depends on the following:
•Organisational Structure
•Hierarchical Layer Variance
•Organisational Dynamics Philosophy
Progress from one Mastery Level to another is
characterised by calibrated increase in
proficiency which synchronises with
performance requirement at that level for
effective contribution to business goals.

30. Causal Mode of Organisational Performance & Change
External
Environment
Individual and
Organisational
Performance
Mission & Strategy
Motivation
Work Unit Climate
Management
Practices
Organisational
Culture
Leadership
Task and Ind. Skills
Structure
Individual Needs
and Values
Systems (Policies &
Procedures)
Adapted from Burke and Litwin

31. Performance in Change
In accordance with Burke-Litwin Model, change
occurs in response to external environment and
affects transformational factors that in turn
impact transactional factors thereby influencing
motivation and finally determines performance.

32. Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise
in Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround
Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e-
Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business
Equity; Chairman of Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova
Group; CEO, Rubiini (UAE); Special Advisor, RTEAN; Director, MMNA Investments; Chair, Int’l Board of
GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training),
Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management
Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead
Consultant/ Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited;
Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles),
Fortuna, Gambia & Malta; Chief Advisor/ Partner, D & E; Vice Chairman of Board, Refined Shipping;
Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria;
Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic
Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria;
Country Manager (Nigeria) & Adjunct Faculty (MBA Programme), Regent Business School, South Africa;
Adjunct Faculty (MBA Programme), Ladoke Akintola University of Technology; Editor-in-Chief, Cost
Management Journal; Council Member, Institute of Internal Auditors of Nigeria; Member, Board of
Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business
Administration and Fellow of Professional Institutes in North America, UK & Nigeria. He is Innovator of
Corporate Investment Structure Based on Financials and Intangibles, for valuation highlighting
intangible contributions of host communities and ecological environment: A model celebrated globally
as remedy for unmitigated depreciation of ecological capital and developmental deprivation of host
communities. He had served as Examiner to Professional Institutes and Universities. He had been a
member of Guild of Soundtrack Producers of Nigeria. He's an author and extensively featured speaker.

33. Thank You