- Many attempts at HR effectiveness start without defining value
E.g. some companies invest in e-HR services such as portals and online employee services and believe that they have transformed HR, but they have not. - While e-HR may be part of an overall transformation, it is merely a way to deliver HR administrative services.
- HR transformation must change the way to think about HR’s roles in delivering value to customers, shareholders, managers, and employees and not just about HR how services are delivered and administered.
- Moving toward service centers, centers of expertise, or outsourcing does not mean that HR has been transformed.
- HR transformation changes both behavior and outputs. The changes must improve life for key stakeholders in ways that they are willing to pay for.
- Changing any single HR practice (staffing, training, appraisal, teamwork, upward communication) does not create a transformation. Unless the entire array of HR practices collectively adds value for key stakeholders, transformation has not occurred
- Transformation requires integrating the various HR practices and focusing them jointly on value-added agendas such as:
- Intangibles
- Customer connection
- Organization capabilities and
- Individual abilities - Questions to ask when developing HR strategy
- Our goal is to be a……
- We will do this by leveraging…..
- And we will ensure that we anticipate…..
- And we will invest in…..
- And we will be known for…..
- And we will work with unyielding…. - Transformation requires whole new agendas, thoughts, and processes across the entire department, not just on the part of a few individuals.
Cheers.
AMT
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