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THE NEW ROLES OF
HUMAN RESOURCES
Chapter 3: The new roles of human resources
•Cross functional assignments
- enhance HR professionals’ knowledge of
Marketing, Finance, Production, and Engineering and other
functions and thus, can qualify them to become future
CEOs.
Why are there some notable exceptions?
• It is the culture of the company that gives Human
Resource function importance,
• It is the incumbent’s track record that persuades top
management that he is a strategic partner in business.
MISPERCEPTIONS REGARDING HR
FUNCTION
• HR:
• A department whose employees spend 80% of their time on routine
administrative tasks.
• Leaders are unable to describe their contribution to value-added
• The department frequently dispenses to others advice on how to
eliminate work that does not add value
MAKING A CORRECTIVE ACTION
HR Department
- its purpose is to serve the needs of the company,
the managers and the employees – his constituency – and
to balance these needs, to help them get the work done.
- not a profit center but it can make a company make
things or sell things or services by assisting other
departments
• Good HR
 Recognize that while
they have to initiate and
implement rules and
regulations, they don’t
dictate and go absolutely
by the book, but,
balance the needs of the
managers and
employees.
 Makes a balancing act,
does a supporting or
mediating function rather
than being an autocratic
actor.
• Bad HR
 They forget that if they
don’t help others get
their job, they won’t get
cooperation from these
departments.
 Dictates the policy or the
process whether you like
it or not.
THE BALANCING ACT OF HUMAN
RESOURCE PROFESSIONALS
1. Serving both management and employees
2. As employee advocate and chief social worker
3. “Owning” the people issues
4. A rubber stamp of other managers rather than a partner
HOW TO GETA SEATAT THE
EXECUTIVE TABLE
• Understand Your Organization’s Business
• Share Responsibility for Business Goals and Plans
• Run Your Department Like a Business
THE FUNCTIONS OF HUMAN
RESOURCES DEPARTMENT
The objective of resource management is to
maximize the return on investment from the organization’s
human capital and minimize financial risk.
Human resource management serves these key functions:
1. Recruitment, selection and placement
2. Training and development
3. Performance evaluation and management
4. Promotions
5. Redundancy
6. Industrial and Employee Relations
7. Record Keeping of all personal data
8. Compensation, retirement, incentive programs
9. Confidential advice to internal ‘customers’ in relation to
problems at work
10. Career development
DEVELOPING A PUBLIC STATEMENT
OF THE HR PHILOSOPHY
 The consultative function of human resources is that it
provides overall guidance and direction on workforce
matters.
Human Resource Principle Specific Practice
Build and implement an
HRM strategy
Develop a shared philosophy for managing
people
Build systems and practices to implement the
philosophy
Hire the right people Know what you want
Be selective
Keep them Reward well
Protect jobs
Promote from within
Share the wealth
Invest in them
Empower them
Invest in learning
Provide information and support
Encourage autonomy and participation
Redesign work
Foster self-managing teams
Promote egalitarianism
Promote diversity Be explicit and consistent about the
organization's diversity philosophy
Hold manager’s accountable
THE NEW ROLE OF THE HUMAN
RESOURCE PROFESSIONAL
• A Strategic Partner
• Employee Advocate
• Change Champion
• Harness the Benefits Technology
CONTINUE TO UPGRADE YOUR
PROFESSIONAL SKILLS AND
COMPETENCIES
1. Seek out more experienced mentor.
2. Be active in professional organizations.
3. Attend executive leadership and management
conferences.
4. Spend significant hours of training and education every
year.
Thank You!

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Chapter 3: The new roles of human resources

  • 1. THE NEW ROLES OF HUMAN RESOURCES
  • 3. •Cross functional assignments - enhance HR professionals’ knowledge of Marketing, Finance, Production, and Engineering and other functions and thus, can qualify them to become future CEOs.
  • 4. Why are there some notable exceptions? • It is the culture of the company that gives Human Resource function importance, • It is the incumbent’s track record that persuades top management that he is a strategic partner in business.
  • 5. MISPERCEPTIONS REGARDING HR FUNCTION • HR: • A department whose employees spend 80% of their time on routine administrative tasks. • Leaders are unable to describe their contribution to value-added • The department frequently dispenses to others advice on how to eliminate work that does not add value
  • 6. MAKING A CORRECTIVE ACTION HR Department - its purpose is to serve the needs of the company, the managers and the employees – his constituency – and to balance these needs, to help them get the work done. - not a profit center but it can make a company make things or sell things or services by assisting other departments
  • 7. • Good HR  Recognize that while they have to initiate and implement rules and regulations, they don’t dictate and go absolutely by the book, but, balance the needs of the managers and employees.  Makes a balancing act, does a supporting or mediating function rather than being an autocratic actor. • Bad HR  They forget that if they don’t help others get their job, they won’t get cooperation from these departments.  Dictates the policy or the process whether you like it or not.
  • 8. THE BALANCING ACT OF HUMAN RESOURCE PROFESSIONALS 1. Serving both management and employees 2. As employee advocate and chief social worker 3. “Owning” the people issues 4. A rubber stamp of other managers rather than a partner
  • 9. HOW TO GETA SEATAT THE EXECUTIVE TABLE • Understand Your Organization’s Business • Share Responsibility for Business Goals and Plans • Run Your Department Like a Business
  • 10. THE FUNCTIONS OF HUMAN RESOURCES DEPARTMENT The objective of resource management is to maximize the return on investment from the organization’s human capital and minimize financial risk.
  • 11. Human resource management serves these key functions: 1. Recruitment, selection and placement 2. Training and development 3. Performance evaluation and management 4. Promotions 5. Redundancy 6. Industrial and Employee Relations 7. Record Keeping of all personal data 8. Compensation, retirement, incentive programs 9. Confidential advice to internal ‘customers’ in relation to problems at work 10. Career development
  • 12. DEVELOPING A PUBLIC STATEMENT OF THE HR PHILOSOPHY  The consultative function of human resources is that it provides overall guidance and direction on workforce matters.
  • 13. Human Resource Principle Specific Practice Build and implement an HRM strategy Develop a shared philosophy for managing people Build systems and practices to implement the philosophy Hire the right people Know what you want Be selective Keep them Reward well Protect jobs Promote from within Share the wealth Invest in them Empower them Invest in learning Provide information and support Encourage autonomy and participation Redesign work Foster self-managing teams Promote egalitarianism Promote diversity Be explicit and consistent about the organization's diversity philosophy Hold manager’s accountable
  • 14. THE NEW ROLE OF THE HUMAN RESOURCE PROFESSIONAL • A Strategic Partner • Employee Advocate • Change Champion • Harness the Benefits Technology
  • 15. CONTINUE TO UPGRADE YOUR PROFESSIONAL SKILLS AND COMPETENCIES 1. Seek out more experienced mentor. 2. Be active in professional organizations. 3. Attend executive leadership and management conferences. 4. Spend significant hours of training and education every year.