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Em-power-ment or power play? Erik Luts 8 June 2011
Em-power-ment or power play? Future – strategic focus STRATEGIC PARTNER CHANGE AGENT Management of strategic Management of transformation human resources and change Processes People ADMINISTRATIVE EXPERT EMPLOYEE CHAMPION Management of organisations Management of employee infrastructure contributionDoes HR really empowermanagement ? Day by day operations focus What managers What managers expect What really excites expected yesterday today managers Support Add value Empowerment Payroll, administration, headcount,cost Talent management, competitive Speak their language, transfer know control, social relations, legal, rewarding, training and development, how, think together, solve needs, recruitment ... knowledge management, change ... support (strategic) plans ... HR as empowerment means: “think, work, act ...” together.
HR empowering management requires a mind shift. Key question: How much do we really contribute to our colleagues’ plans, needs, burdens … ???HR is a service provider Business is in the driving seat• focus on output - quality • trust their decision making capabilities !• ease of use – face validity • align with the kind of business (markets …). Allow• use business concepts different approaches. • avoid rules – use benchmarks, frameworks …
How to sell PM, if we are not convinced ourselves ?What managers expect from their staff What HR offers to enhance performanceSkilled and professional Hiring, training, change, recognition, salaryMotivated systems, teambuilding, appraisal systems,Result driven talent management, culture programs,Team oriented leadership, firing, social relations, legal,Aligned with strategy benefits, management information ...Open and responsive
PM is an ongoing process. Career decisions: HR provides relevant information Fit to job requirements Contributes to goals (assessments, benchmarks …). Fits to culture Management decides about job level and growth. BASE SALARY Company wide Business goals andcompetence model values Market as a reference:, HR provides relevant building blocks (expert, commercial results, team, …). VARIABLE SALARYCareer decisions Salary decisions Evaluation, reward & Self-assessment and Performance review Salary Career promotion proposals decisions decisions Talent review third party feedback interviews and calibration 1/12 15/12 31/01 31/03 09/04 07/05Development decisions:What is expected (knowledge, skills, attitude …) ? OutputDo people match / gap ?How can we support ? Solid performers training Low performers Key figures coaching Growing change program HR-MIS recruit / move Potential
Does the HR business partner model work. … value is defined by the recievers of HR work When others receive value from HR work, HR will be credible, respected and influential! (Ulrich)
HR as the spider in the web? Communicate!Align with your customer• listen – understand• use business language• promote, entertain• explain – convince• find common points of interest How does this contribute to• adapt to needs and ambitions performance management ?• be open and transparent • understand better, advice better ...• engage • build up credibility• trust • receive useful feedback• ... • are able to explain • connect – receive supportBy doing so we get refreshing ideas:• being more responsive (e.g. company cars)• being more creative (e.g. recognition program)• integrating in business as usual (e.g. financial framework)• contributing to bottom line (e.g. cost saving plan)• ...
Gaining credibility ... How to build our HR force ? Do you think we can convince management to: • review > 200 functions ? • train 800 branch managers in HR skills ? • evaluate and reallocate 6000 people ? YES WE CAN ! • invest 50.000 days in training effort ? • review appraisal and salary systems ?Planned and agreedactivity on• developing and training Align with strategic plans• recruiting • not “one size fits all”• reward strategy • seek sponsorship• knowledge management HR - calendar • align to objectives• change and transformation • deliver – time to market In practice • learn to say “yes” • HR-business plans • develop consultancy skills • HR-business partners • don’t preach, don’t teach • Delivery centres • ...HR-actions embedded in business strategy, will be highly effective ... and welcome!
Did we focus too much on the system ... ?HR is an enabler – not a disabler• HR systems must contribute to business success• Systems must not be a burden – ease of use• Support decision making – avoid rules• Train, take time for change• Take customers perspective Biggest challenge: trust and creativity • Management can decide – large degrees of freedom • Models adapted to markets and specialisations • Management is / acts responsible for HR development • HR advises, provides solutions • HR systems as competitive advantageIf HR managers would consequently “eat their own dog food” …
Empowering management without loosing consistency.• HR must balance between stakeholders. Giving degrees of freedom to management always bounces on limitations.• Managers are not HR –experts. What about best practices?• What about cost control? How do other “internal service providers” deal with this? • Provide “frameworks” and policies. • Use peer discussions and benchmarks. • Learn from other departments (e.g. audit, ...). • Integrate with other company processes (finance ...). • Learn from other delivery models (consultants ...). • Do not neglect “basic sanity” tasks. • Engage yourself.HR is a catalyst, not a key ingredient ... but essential to enhance the chemistry.