CIHRM (Chapter 13) (Student Slides)

Chapter 13 The role of human resource management in the twenty-rst century

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Opening case: a Change in HR Introduction  The new role role of human resource resource management within organisations organisations Important changes taking place within the workplace Necessity to reposition the HR function  Tactics  Tactics to reposition reposition the HR function Competencies needed by the HR professional to manage this new work environment  The new HR HR structure structure in the new new work environment

e wor p ace o century •

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Changes over the net few years! that will reshape the work environment "Robert #arner!:  The virtual organisation organisation

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 The ascendancy ascendancy of knowledge workers workers

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 The birth of a dynamic dynamic workforce workforce

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its impact on the people and the HR epartment

The !irtual organisation •

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"irtual organisation# organisational members are linked at di$erent work sites by means of electronic technology% and are communicating with each other via these systems &irtual organisations ehibit a number of characteristics% it will:  –  –  –

#e reliant on '''( #e enabled via '''( Initially eist only across '''(

rowt n ! rtua organisations ) *rowth can be attributed to:  The rapid evolution of electronic technology in the area of video% audio and tet information  The spread of computer networks over the world as a result of globalisation  The growth of home o+ces "telecommuting!

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%rinciples for e&ecti!e !irtual teamwork  •

Realign reward structures for virtual teams

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,everage anonymity when appropriate

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 Train teams to self-facilitate .mbed collaboration technology into everyday work

"irtual organisations challenges for the future •

/anagement % employee0s and HR perspective: .$ective communication and 1111111111 2orm clear agreements from the outset regarding  11111111111111111111111111111111111  /isunderstandings and interpretations as a result of 11111111111111111111111111111111111  3peed of decision-making may place great pressure on individuals

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challenges for the future 'cont()

/anagement % employee0s and HR perspective:

 1111111111 and 1111111111 will change drastically Rigid traditional 4ob description will also have to 1111111111  Companies will follow the 1111111111-based approaches 5roblems with performance appraisals and the way employees are compensated

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%redictors and criteria of the "TC*

The +ust-in-time workforce •

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*rowth in temporary workers% 4ust-in-time workers% and the outsourcing of a large number of organisational functions have resulted in companies using more 1111111111  HR professionals will have to 6nd 1111111111 to motivate them% as serious problems in performance and morale will occur Con7ict between 1111111111 and 1111111111 sta$ can easily occur

e us - n- me wor 'cont() •

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8ue to their employment contract% temporary workers cannot be motivated by the traditional methods of promotion% merit increases or even pro6t-sharing programmes  To overcome these problems% '''(

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HR professionals will have to look at orientation and training of 4ust-in-time workers

The ascendancy of knowledge workers •

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9orld is moving rapidly away from manufacturing into '''(  The emerging knowledge worker will be a uniue individual who must be nurtured to '''(

The ascendancy of knowledge workers 'cont() •

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Companies continue to become 7atter% individuals who do not add value will be  1111111111  5reviously individuals would be paid only for performing 1111111111 tasks /anagers and employees will have to make a strong commitment to 1111111111 and  1111111111 to achieve 4ob security in the new work environment ;s these new knowledge workers become more mobile% HR managers will have to continually educate and train new employees in company culture and values

Computerised coaching and electronic monitoring •

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*rowth in electronic systems over the net number of years will allow employees to become fully independent .asier control by managers over '''( .mployees will be able to learn '''(

Computerised coaching and electronic monitoring 'cont() • •

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.mployees will become less '''( 8i+cult for employees to draw a line between ''' .mployees< right to privacy '''(

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/obility of workers between countries has  11111111 Individuals with speci6c skills are sought throughout the world Companies are setting up manufacturing and assembly plants worldwide% and smaller companies are epanding into international markets

The growth of worker di!ersity 'cont() •

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9orkers who are able to operate successfully in these diverse environments will be highly valued by companies HR professionals will have to provide '''( *oldman eample

The ageing workforce •

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In the past companies were reluctant to employ older employees Older workers were often denied challenging 4obs 9ith the lack of skills in numerous areas% older workers are '''( Older workers are more '''(

The ageing workforce 'cont() •

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 >ounger managers may 6nd themselves '''( HR managers must arrange for these managers to undergo '''(

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rt o t e ynam c workforce

5rocesses and methods of performing work are no longer 1111111111? it is 1111111111  Reuires workers to adapt 1111111111  /anagerial performance will be based less on ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, and more on ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, New dynamic environment will reuire workers to 4ump uickly into new ventures and manage temporary pro4ects

The redesign of the HR role •

*regory @esler ? Re-engineering of HR processes

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will reduce waste% result in more satis6ed internal clients will not change the fundamental role that HR professionals play in the businessAvalue they add to shareholders •

HR professionals must work with top management to contract for a new or realigned role% before pursuing the re-engineering route "to be successful!

The redesign of the HR role •

 Three tactics to achieve success according to @esler: ,,,,,,,,, with management for a new role for HR ,,,,,,,,,, *dentifying HR work. and ,,,,,,, systems new HR and competencies organisati on

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Components cannot achieve change alone% need to be done in con4unction with one

Contracting new roles •

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Important to involve the internal clients who will be served 3everal stakeholders need to be approached  –

can include: 

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 Two-way dialogue in which '''( 5rocess needs to be developed by which HR priorities for the business are identi6ed through involvement of both HR and line management HR and line managers must also agree on '''(

model# dening the fundamental role of HR

merican ppliance $roup '$)

Competencies •

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#esides determining what new roles must be developed% additional competencies to support this new role "leadership% strategic planning and business know-how! must also be developed In many HR organisations these competencies will be unknown to the HR sta$ 

Redesign of the HR process and structure • •

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2inal step is the ''' Re-engineering plays a vital role "as it does in the other functional areas within the organisation! Re-engineering action redirects '''( HR structure is realigned to focus on '''(

Competencies reuired of the future HR professional • •

Competency B lrich% #rockbank% >eung and ,ake - HR professionals demonstrate competence when they add value to their business  –

8elivering ideas% '''(

the future HR professional 'cont()

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&alue of HR professionals is in their ability to ''' In developing the competencies to design and deliver practices which build organisational capability% they create and sustain uniue sources of competitive advantage

4i5 domains to become a successful HR professional

Capability builder •

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The HR professional is able to enhance indi!idual abilities into an e&ecti!e and strong organisation. through building the organisation6s capabilities  This process can take place through a consistent audit and investment in the creation of organisational capabilities HR professionals who are successful in this area will be able to# -

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Change champion •

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The HR professional makes sure that isolated and independent organisational actions are integrated and sustained through a disciplined change process  To be successful the HR professional must initiate change by building a case for the need for change and must be able to sustain change through organisational resources HR professionals who are successful in this area will be able to#  –

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4trategic positioner •

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The HR professional must act and think from the outside in 9ell versed and can translate the eternal business trends into internal decisions and actions Have a good understanding of the impact of the economic% political% social% technological and demographic trends ;ble to target and serve their customers by aligning organisation actions to these needs HR professionals who are successful in this area will be able to#  –  –  –

Technology proponent •

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The HR professional uses technology more e7ciently to deli!er HR administrati!e systems such as benets. payroll processing. and health-care costs #e in a position to be able to connect people better through technology HR professionals who are successful in this area will be able to# -

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HR inno!ator and integrator The HR professional knows the historical research on HR to enable them to inno!ate and integrate HR practices into a unied solution to sol!e future business problems ;chieve this by gaining insight into the latest trends in the di$erent HR activities ) HR professionals who are successful in this area will be able to# •

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Credible acti!ist •

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The HR professional must build their personal trust through their business acumen ;chieve this by communicating clear and consistent messages with integrity Have a clear point of view and be able to in7uence others in a positive way( HR professionals who are successful in this area will be able to#  –

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Competencies for the HR professional of the future

The structure of the future HR department of the future •

HR department to function successfully and survive tremendous changes within organisations%

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Reorganisation should better position HR

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Hilborn:  –

HR departments have been evolving away from a traditional functional design to a team based model( The traditional design includes a vice president of HR% a manager of compensation and bene6ts% a manager of HRI3 and payroll% a manager of employment etc( .merging model is more like a D-legged stool(