The roles of HR professionals are changing from transactional to more strategic. [1] HR must align their goals to the company's strategic objectives such as linking profits to rewards and considering HR issues in business strategies. [2] HR is also shifting from viewing people as labor to deploy, to optimizing human resource utilization, to now leveraging human capital. [3] This involves setting the agenda to ensure employees are receptive to change and facilitating initiatives such as cultural transformations from mergers.

1. CHANGING ROLES OF HR
PROFESSIONALS

2. STRATEGIC STRETEGIC
INTERVENTIONS INTERVENTIONS
TO ELICIT COMMITMENT DESIGNED
AND TO DEVELOP TO SECURE FULL
RESOURCEFUL UTILIZATION OF
HUMANS HUMAN RESOURCES

3. THE FOUR “T’s”
• TRANSACTION ROLE
• TRANSLATION ROLE
• TRANSITION ROLE
• TRANSFORMATION ROLE

4. BELIEFS AND ASSUMPTIONS
CONTRACT WRITTEN BEYOND
CONTRACT CONTRACTS
RULES IMPORTANCE IMPATIENCE
TO RULES WITH RULES
MGT ACTION PROCEDURES BUSINESS
NEED
BEHAVIOUR NORMS/CUSTO VALUES/MIS
MS SION
MGERIAL MONITORING NURTURING
TASK

5. STRATEGIC ASPECTS
KEY LABOUR CUSTOMER
RELATIONS MANAGEMENT
INITIATIVES PIECEMEAL INTEGRATED
CORPORATE MARGINAL TO CENTRAL TO
PLAN
SPEED OF SLOW PAST
DECISION

6. KEY LEVERS
SELECTION SEPARATE INTEGRATED
TASK
PAY JOB PERFORMANC
EVALUATION E RELATED
CONDITION SEPARATELY HARMONIZAT
NEGOTIATED ION
JOB MANY FEW
CATEGORIES
JOB DESIGN DEVISION OF TEAM WORK
LABOUR

7. KEY LEVERS
CONFLICT TEMP.TRUCES MANAGE
HANDLING CLIMATE
AND
CULTURE
TRAINING CONTROLLED LEARNING
COMPANIES
INTERVENTIO PERSONNEL CULTURAL
NS PROCEDURES STRUCTURAL
PERSONNEL
STRATEGIES

8. • CONSIDER ALL HUMAN ABILITIES TO BE
EITHER INNATE OR ACQUIRED. EVERY
PERSON IS BORN WITH A PARTICULAR SET
OF GENES WHICH DETERMINES HIS
INNATE ABILITY.ATTRIBUTES OF
ACQUIRED POPULATION QUALITY, WHICH
ARE VALUABLE AND CAN BE
AUGMENTED BY APPROPRIATE
INVESTMENT, WILL BE TREATED AS
HUMAN CAPITAL………
THEODORE SCHULTZ

9. • IMPROVING THE WELFARE OF THE
PEOPLE DID NOT DEPEND ON LAND
EQUIPMENT AND ENERGY BUT
RATHER ON KNOWLEDGE
THEODORE SCHULTZ

10. COMMON SET OF
OBJECTIVES
• CORPORATE GOALS MUST FACTOR
IN INDIVIDUAL CAREER GROWTH
• COMPANY PROFITS MUST BE LINKED
TO PERSONAL REWARDS
• ORGANIZATIONAL LEARNING MUST
INVOLVE EMPLOYEE TRAINING
• BUSINESS STRATEGIES MUST
CONSIDER HR ISSUES

11. ALIGN HR TO STRATEGY
• PRODUCT BASED COMPETITION MUST
ENCOURAGE PERSONAL INNOVATION
• PRICE DRIVEN COMPETITION MUST FOCUS
ON SELF DIRECTED COST CUTTING
• SERVICE ORIENTED COMPETITION MUST
BUILD INDIVIDUAL INITIATIVES
• ALLIANCES AND JOINT VENTURESA MUST
SENSITISE PEOPLE TO NEW CULTURES

12. SETTING ITS AGENDA
• ENSURING THAT THE MINDSET OF PEOPLE
IS RECEPTIVE TO CHANGE
• FACILITATING MGT INITIATIVES SUCH AS
REENGINEERING
• MANAGING CULTURAL TRANSITIONS
LIKE MERGERS AND ALLIANCES
• REPLACING TOP DOWN INTERVENTION
WITH COMPANYWIDE PARTICIPATION
• FOLLOWING PROCESSES AND PRACTICES
WHOSE SUCCESS CAN BE EVALUATED

13. Stage 1
DEPLOYMENT OF LABOUR

14. Stage 2
OPTIMUM UTILISATION OF
HUMAN RESOURCES

15. Present Stage
LEVERAGING HUMAN
CAPITAL

16. Proprietor
Regards
SALAHUDDIN.MOHD
CRD & HRD
Mafoi Management
Consultants Ltd
hr.salahuddin@gmail.com