Changing Role Of The Human Resource Function
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The document discusses the evolving role of human resource (HR) functions, emphasizing the need for HR to transition from administrative to strategic partners in organizations. It highlights the importance of competencies in workforce planning and performance management, linking employee value to business growth and the creation of value. Additionally, it presents various models and factors related to performance, motivation, and the assessment of HR effectiveness, ultimately advocating for a focus on talent as a key driver of organizational success.
Changing Role Of The Human Resource Function
- 1. 8 De-Bangler Street Gboko, Benue State www.agapecon.4t.com 0703-430-2486/0808-080-2046
- 2. Changing Role of the Human Resource Function: Toward a Precise HR By Peter Anyebe
- 3. Trace the path to a precise HR Flash the light on the enormity of the responsibility that HR practitioners have to humanity Link the global labour unrest to the current limitations of HR, that has stagnated as administrative partners; and is yet to make a clear shift to strategic partners, and subsequently precise executives Present the value creation model as an objective conceptual basis for the shift 3
- 4. Precise Executive Strategic Partner Administrative Associated With: Partner Skills Competencies Maintenance 4
- 5. Competencies are a critical tool in workforce and succession planning. At a minimum, they are a means to: Identify capabilities, attitudes, and attributes needed to meet current and future staffing needs as organizational priorities and strategies shift, and Focus employee development efforts to eliminate the gap between capabilities needed and those available. 5
- 6. A list of competencies, often organized into five or more groupings or clusters, attributable to satisfactory or exceptional employee performance for an occupation (e.g. managers, auditors, etc.) or group of titles. Basis for Appraisal Forms: Competencies + 6
- 7. Competencies Ratings: EX - Exceeds Expectations Leadership M - Meets Expectations M- - Meets Expectations (-) Accountability ND - Needs Improvement - Developing Decisiveness NP - Needs Improvement Change Management - Performance Issue U - Unacceptable. Innovative Thinking Encouraging Customer Focus Productivity Managing Employee Performance Ethics and Business Conduct 7
- 8. Competencies Member Focus Committed to Organization Integrity / Trust Action-Oriented / Empowered Highly Efficient / Resourceful Communication Skills Ratings: Technical Skills Far Exceeds Performance Standards Exceeds Performance Standards Employee Strengths Meets Performance Standards Needs Improvement and Accomplishments 8
- 9. Leadership Functional Core Competencies are at the heart of strategic HR 9
- 10. The capacity to Perform at Task by the Standard Procedure The standard procedure is the kernel of the value creation model 10
- 11. Performance Management is about: The right work force, C In the right environment, EB Delivering profitable business growth, ROI Ralph Christensen Equivalently, Value Creation concerns: People Value, C Value of the Business Environment, EB Organisational Value, ROI Agape Consultants 11
- 12. People are valuable to the extent that: The Link between they turn what they People Value, C & Organisational know 1 Value, ROI C ROI into what they do 1.02 100 C = 1.04 50 1.07 30 1 – 1/X, 1.11 20 1.22 10 ROI = 2X – 1 2.0 3 Organisations 3.0 2 C = Character of Consistency 5.0 1.5 are valuable to ROI = Return on Investment the extent that: they turn the Given the factor-C, Factor-C into ROI would be determined automatically; ROI subject to the Business Environment, EB 12
- 13. MI = √(PfI x EB), Pf = 1 / (1 – 1/FP), PfI = 1 – 1/Pf, Fp = (FA x FC) EB = Rw/2, FC = √n / √n’, MI = Maturation Index FC > 1 PfI = Performance Index EB = Value Business Environment FC = 1/ FC + 1, Rw = Reward Index FC < 1 Nu = Number of Essentials Identifiable f0 = The Personal Order FA = 1/(RES x RGT), Po = Power Index 1 ≤ FA ≤ 2 RES = Response Ability RGT = Appropriateness of Response FA = 1/ FA + 2, FA < 1 13
- 14. The Business Rgt = (%Nd/100)/S Environment Res = (1 – S)/(%Wk/100) %Wk = 100(CWk/C’) Res = Rgt, %Nd = 100(CNd/C’) Po → 1 CNd = LogC/Log(1/S) CWk = 1 – 1/3 S C/C’: r = 0.99 Res = Responses to Stimuli, Performance? Rgt = Quality (appropriateness) of Responses CWk = Energy Expended on the Reconstruction of the Standard Procedure CNd = Energy Expended on Overcoming Obstacles, EB? C’ = Motive Strength (C’ = CWk + CNd) S = Index of Soul 14
- 15. Rw = √(Nu2/Nu’), Rw ≤ 2.00 Nu’ = f1, Derived on the PMM f0 = Po Po = RES / RGT f0 = 4(1 – 1/√Z). z = ½ (4 – 1/√f1) f1 = Perception Index, N = 5 f0 = Sensation Index N = 1 The Perception Model of Mind, PMM 15
- 16. NI = 2(ϕx – 0.5), x = Nu, ϕx = 1 – Qt(C1t + C2t + C3t + C4t + C5t) t = 1 / (1 + Px) (-(X2/2)) 0.2316419 C = ϕt = 1 / √(2π) x e P= 1 0.31938153 C2 = 0.356563782 e = 2.7183 C3 = 1.78147837 π = 3.141 C4 = -1.821255978 Hastings’ Approximation of the C5 = 1.330274429 Normal Distribution Function 16
- 17. Given Pc, Rn, Vc, and √n therefore; The factors S, F, and C are determined, for L = 1/C F2 ; S = 1/√L Which form the basis for deriving the other factors. Pc, Rn, Vc, and √n are measured on their various kits CWk and CNd are derived from the factors C and S; They define the expenditure of motive strength or commitment, C’ Nu, Po, and Ps are derived from the factor-F 17
- 18. RES and RGT quantify the consistency of the performance at task MI and NI are correlated at r = 0.9962; They establish the factors CWk, CNd, RES, RGT and PfI in fact Then ROI, Rw, Nu, Po, and Ps are also established The calibration of the Pc, Rn, Vc, and √n kits is based on the standard procedure 18
- 19. 1. Reward Systems 2. Training Systems 3. Work Processes 4. Talent Systems Talent is the engine behind the creation of all value Leverage on talent to win in the market place Talent can be Talent is when tasks are performed by the learned standard procedure Recall the 10,000hr Rule by Malcolm Gladwell 19
- 20. Only about 1% of people responsibility It is the of HR to create attain thisthe growthof this %age in capacity wealth creators 20
- 21. T-AID Retention: Performance Planning Employment Appraisal and Review Appraisal Skill Gap Feedback Reward Reward Succession Planning Improvement Plans Capacity Appraisal of Potential Assessment 21
- 22. Business performance objectives for individuals and teams Personal performance Salary and compensation review Employee development 22
- 23. Keep track of (growth) improved performance on the 80 – 20 continuum Recall the Pareto Principle 23
- 24. Integration, Nu ≥ 4.00 Adjustment, 2.00 < Nu < 4.00 Adaptation, Nu ≥ 2.00 f0 = 4(1 – 1/√Z). z = ½ (4 – 1/√f1), Nu = f1 f1 = Perception Index, N = 5 f0 = Sensation Index N = 1 The Perception Model of Mind, PMM 24
- 25. The Character Model Stimulus F, f0 Attitude F1 F2 Motivation Rn Pc Ability Pc Rn √n Personality, F C1 C2 Response C, ROI √n Links Sensation, f0 to the creation of Value, ROI for economic Decisions and Actions 25
- 26. The Model of Learning Will: Motive Strength, C’ (A) Emotion (Heart?): Purpose (Desire?) Process (L) Desire and Process are both stored in Heart Memory, Intellect: Process, f0 L = F2 (Émile Coué) Thought, (F) Learning is rooted in Desire Leadership (Fulfilment): The strength available for accomplishment is determined when desire registers in the will Vision Motive strength is expended by the intellect, Drive/Commitment in process derivation Skill 26
- 27. Character of Consistency, C Vagaries of the Environment, EB Standard Procedure, MI Process, f0 10. Vision Labour Purpose, F 9. Skill 12. Management 8. Commitment 11. Entrepreneur 1. Standard Procedure Leadership 2. Process 6. Performance 3. Purpose 5. Character of Consistency 4. Vagaries of Environment 27
- 28. The HR Hierarchy Path of growth: Entrepreneur, Rn Management, Pc Leadership, Vc Labour, √n 28
- 29. Performance would be optimum when the following are clarified: What, Purpose Definition Vagaries of the Environment, EB How, Process Maturation Character of Consistency, C Standard Procedure, MI ≥ 0.99.96 This is achieved when the following analysis are The following hierarchy done objectively and on the same scale of also needs be installed: measurement: Entrepreneur, Rn Employment, C Management, Pc Appraisal, PfI Leadership, Vc Skill Gap, f0 Labour, √n Reward, Rw In the end, the following would be aligned: Succession Planning, MI Talent Profession Capacity Assessment, Org-K Job 29