Human Resource Human Resource ProfessionProfession

HR Philosophy, Policies, HR Philosophy, Policies, procedures and practices procedures and practices

HR Philosophy

HR Policies

HR Procedures

HR Practices

HR Philosophy HR Philosophy

•• The fundamental beliefs, and attitudes of The fundamental beliefs, and attitudes of the organization towards its employees the organization towards its employees

Evolution of HR Philosophy Evolution of HR Philosophy

•• Mechanical ApproachMechanical Approach–– Closed system (No external controls)Closed system (No external controls) :: Personnel are Personnel are

controllable, predictable and interchangeablecontrollable, predictable and interchangeable–– Management philosophyManagement philosophy: : TaylorTaylor’’s Scientific s Scientific

Management Management -- Economic Man ModelEconomic Man Model–– Problems: Technological Unemployment, Insecurity, Problems: Technological Unemployment, Insecurity,

Decreased pride of work , Origin of trade unionsDecreased pride of work , Origin of trade unions•• Paternalism: Paternalism:

–– Closed system with human considerationClosed system with human consideration–– Management PhilosophyManagement Philosophy: : Human relationsHuman relations–– Problem:Problem: Employee motivation Employee motivation

Evolution of HR PhilosophyEvolution of HR Philosophy……

•• Social Systems ApproachSocial Systems Approach–– Open systemOpen system–– Management philosophyManagement philosophy: : ContingencyContingency

•• Human Resource ApproachHuman Resource Approach–– SStrengthstrengths–– WWeaknesseseaknesses–– OOpportunitiespportunities–– NNeedseeds

Dave Ulrich on HR Dave Ulrich on HR Profession Profession

HR Profession HR Profession –– Old Myths & Old Myths & New RealitiesNew Realities

•• Old mythOld myth–– People go to HR because they like peoplePeople go to HR because they like people

•• New Realities New Realities –– HR depts. are not designed to provide healthHR depts. are not designed to provide health--

andand--happiness retreatshappiness retreats–– HR professionals must create the practices HR professionals must create the practices

that make employees more competitive and that make employees more competitive and committedcommitted

HR Profession HR Profession –– Old Myths & Old Myths & New Realities ( Contd.)New Realities ( Contd.)

•• Old myth Old myth –– Any one can do HRAny one can do HR

•• New RealitiesNew Realities–– HR activities are based on theory and HR activities are based on theory and

researchresearch–– HR professionals must master the bothHR professionals must master the both

HR Profession HR Profession –– Old Myths & Old Myths & New Realities ( Contd.)New Realities ( Contd.)

•• Old myth Old myth –– HR deals with soft side of business and HR deals with soft side of business and

therefore not accountabletherefore not accountable•• New reality New reality

–– The impact of HR practices can be measuredThe impact of HR practices can be measured

HR Profession HR Profession –– Old Myths & Old Myths & New Realities ( Contd.)New Realities ( Contd.)

•• Old myth Old myth –– HR job is to be policy policeHR job is to be policy police

•• New reality New reality –– HR function does not own compliance HR function does not own compliance ––

Managers do itManagers do it

HR Profession HR Profession –– Old Myths & Old Myths & New Realities ( Contd.)New Realities ( Contd.)

•• Old myth Old myth –– HR is full of fadsHR is full of fads

•• New RealitiesNew Realities–– HR practices are evolved over a period of HR practices are evolved over a period of

time time –– HR professionals must see their current work HR professionals must see their current work

as a part of evolutionary chainas a part of evolutionary chain

HR Profession HR Profession –– Old Myths & Old Myths & New Realities ( Contd.)New Realities ( Contd.)

•• Old myth Old myth –– HR is HR jobHR is HR job

•• New realities New realities –– HR work is every managerHR work is every manager’’s works work–– HR professionals must join with them in HR professionals must join with them in

championing HR issueschampioning HR issues

HR RolesHR Roles

HR Role Framework (Ulrich, HR Role Framework (Ulrich, 1993) 1993)

OperationalFocus

AdministrativeExpert

Change Agent

Strategic Partner

People

Process

EmployeeChampion

Strategic Focus

HR Roles (Ulrich, 1993) HR Roles (Ulrich, 1993)

•• Strategic PartnerStrategic Partner–– Aligning HR & business strategy (Aligning HR & business strategy (orgnlorgnl. .

Diagnosis)Diagnosis)–– Results in executing strategyResults in executing strategy

•• Administrative ExpertAdministrative Expert–– Reengineering organizational processesReengineering organizational processes–– Results in building efficient infrastructureResults in building efficient infrastructure

HR Roles (Ulrich, 1993)HR Roles (Ulrich, 1993)

•• Employee ChampionEmployee Champion–– Listening and responding to employees Listening and responding to employees

( providing resources to employees) ( providing resources to employees) –– Results: Increased employee commitment & Results: Increased employee commitment &

competence competence •• Change Agent Change Agent

–– Managing transformation and change Managing transformation and change (ensuring capacity for change) (ensuring capacity for change)

–– Results: Creating a renewed organizationResults: Creating a renewed organization

Changing Nature of HR Changing Nature of HR Roles in India: An Empirical Roles in India: An Empirical

StudyStudy

From Administrative Expert to From Administrative Expert to Strategic PartnerStrategic Partner

The StudyThe Study

•• The objectives The objectives –– To find out the current and future quality of To find out the current and future quality of

delivery of HR services in Indiadelivery of HR services in India–– To identify the present and future HR roles To identify the present and future HR roles

•• The ToolThe Tool–– Dave Ulrich and Jill ConnerDave Ulrich and Jill Conner’’s Survey s Survey

instrumentinstrument

•• The population and sample The population and sample –– 101 HR professionals and 192 Line managers 101 HR professionals and 192 Line managers

across India across India

Findings Findings

Overall Quality of HR Services Overall Quality of HR Services

PRESENTPRESENT FUTUREFUTURE

SectoSector r HRHR LineLine

AverAveragage e HRHR LineLine

AverAveragagee

MFG.MFG. 139.17139.17 126.62126.62132.9132.9

00 161.28161.28 166.05166.05163.6163.6

77

ITIT 134.19134.19 125.55125.55129.8129.8

77 162.32162.32 160.71160.71161.5161.5

22

SERV.SERV. 135.88135.88 129.64129.64132.7132.7

66 164.12164.12 164.32164.32164.2164.2

22

OveralOveralll 136.41136.41 127.27127.27

131.8131.844 162.57162.57 163.69163.69

163.1163.133

Present Roles Present Roles

RolesRoles HRHRNonNon--HRHR

DiffereDifferencence

AverAverageage

Strategic Strategic PartnerPartner 32.5532.55 29.4129.41 3.143.14 30.9830.98AdministrativAdministrative Experte Expert 37.3737.37 34.8234.82 2.552.55 36.1036.10Employee Employee ChampionChampion 33.6733.67 32.1432.14 1.531.53 32.9132.91Change AgentChange Agent 32.9732.97 30.5330.53 2.442.44 31.7531.75

Future Roles Future Roles

RolesRoles HRHRNonNon--HRHR

DifferDifferenceence

AverAverageage

Strategic Strategic PartnerPartner 42.5242.52 42.2742.27 0.250.25

42.442.400

AdministrativAdministrative Experte Expert 39.7539.75 39.5939.59 0.160.16

39.639.677

Employee Employee ChampionChampion 38.0538.05 39.1139.11 1.061.06

38.538.588

Change Change AgentAgent 42.2342.23 42.1942.19 0.040.04

42.242.211

Overall Pattern of HR RolesOverall Pattern of HR Roles

•• Present Present –– Administrative Administrative

ExpertExpert–– Employee Employee

ChampionChampion–– Change AgentChange Agent–– Strategic partnerStrategic partner

•• After a DecadeAfter a Decade–– Strategic partnerStrategic partner–– Change AgentChange Agent–– Administrative Administrative

expertexpert–– Employee Employee

championchampion

HR Competencies HR Competencies Dave Ulrich Dave Ulrich

HRCS Model, 1992HRCS Model, 1992

Business Knowledge

Personal Credibility

Change ProcessMastery

HR Delivery

Personal CredibilityPersonal Credibility•• Accuracy:Accuracy: Being accurate in all HR workBeing accurate in all HR work•• ConsistencyConsistency: being predictable : being predictable •• Meeting commitmentsMeeting commitments: doing on time what you say: doing on time what you say•• Chemistry:Chemistry: being personally comfortable with othersbeing personally comfortable with others•• Confronting appropriatelyConfronting appropriately; being willing to disagree and ; being willing to disagree and

challenge at the appropriate time, appropriate setting challenge at the appropriate time, appropriate setting and appropriate manner and appropriate manner

•• Integrity;Integrity; being honestbeing honest•• Thinking outside the boxThinking outside the box; offering alternative ; offering alternative

perspectives that might not otherwise be voiced perspectives that might not otherwise be voiced •• Confidentiality Confidentiality •• Listening to and focusing on executive problemsListening to and focusing on executive problems; ;

understanding HR actions in the light of the needs of understanding HR actions in the light of the needs of executives and business executives and business