Human Resource Profession

HR Philosophy, Policies, procedures and practices

HR Philosophy

HR Policies

HR Procedures

HR Practices

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

Evolution of HR Philosophy
Mechanical Approach
Closed system (No external controls) : Personnel are controllable, predictable and interchangeable Management philosophy: Taylors Scientific Management - Economic Man Model Problems: Technological Unemployment, Insecurity, Decreased pride of work , Origin of trade unions

Paternalism:
Closed system with human consideration Management Philosophy: Human relations Problem: Employee motivation

Evolution of HR Philosophy
Social Systems Approach
Open system Management philosophy: Contingency

Human Resource Approach

Strengths Weaknesses Opportunities Needs

Dave Ulrich on HR Profession

HR Profession Old Myths & New Realities

Old myth
People go to HR because they like people

New Realities
HR depts. are not designed to provide healthand-happiness retreats HR professionals must create the practices that make employees more competitive and committed

HR Profession Old Myths & New Realities ( Contd.)

Old myth
Any one can do HR

New Realities
HR activities are based on theory and research HR professionals must master the both

HR Profession Old Myths & New Realities ( Contd.)

Old myth
HR deals with soft side of business and therefore not accountable

New reality
The impact of HR practices can be measured

HR Profession Old Myths & New Realities ( Contd.)

Old myth
HR job is to be policy police

New reality
HR function does not own compliance Managers do it

HR Profession Old Myths & New Realities ( Contd.)

Old myth
HR is full of fads

New Realities
HR practices are evolved over a period of time HR professionals must see their current work as a part of evolutionary chain

HR Profession Old Myths & New Realities ( Contd.)

Old myth
HR is HR job

New realities
HR work is every managers work HR professionals must join with them in championing HR issues

HR Roles

HR Role Framework (Ulrich, 1993)

People Change Agent Strategic Focus Administrative Expert Strategic Partner Process

Employee Champion Operational Focus

HR Roles (Ulrich, 1993)

Strategic Partner
Aligning HR & business strategy (orgnl. Diagnosis) Results in executing strategy

Administrative Expert
Reengineering organizational processes Results in building efficient infrastructure

HR Roles (Ulrich, 1993)

Employee Champion
Listening and responding to employees ( providing resources to employees) Results: Increased employee commitment & competence

Change Agent
Managing transformation and change (ensuring capacity for change) Results: Creating a renewed organization

Changing Nature of HR Roles in India: An Empirical Study

From Administrative Expert to Strategic Partner

The Study
The objectives
To find out the current and future quality of delivery of HR services in India To identify the present and future HR roles

The Tool
Dave Ulrich and Jill Conners Survey instrument

The population and sample

101 HR professionals and 192 Line managers across India

Findings

Overall Quality of HR Services

PRESENT
Secto r HR MFG. IT 139.17 134.19

FUTURE
Aver ag e HR Aver ag e 163.6 7 161.5 2 164.2 2 163.1 3

Line 126.62 125.55 129.64 127.27

Line

132.9 0 161.28 166.05 129.8 7 162.32 160.71 132.7 6 164.12 164.32 131.8 4 162.57 163.69

SERV. 135.88 Overal l 136.41

Present Roles
Roles Strategic Partner Administrativ e Expert Employee Champion HR 32.55 37.37 33.67 NonHR 29.41 34.82 32.14 30.53 Differe Aver nce age 3.14 2.55 1.53 2.44 30.98 36.10 32.91 31.75

Change Agent 32.97

Future Roles
Roles Strategic Partner HR 42.52 NonHR 42.27 39.59 39.11 42.19 Differ ence 0.25 0.16 1.06 0.04 Aver age 42.4 0 39.6 7 38.5 8 42.2 1

Administrativ e Expert 39.75 Employee Champion Change Agent 38.05 42.23

Overall Pattern of HR Roles

Present
Administrative Expert Employee Champion Change Agent Strategic partner

After a Decade
Strategic partner Change Agent Administrative expert Employee champion

HR Competencies
Dave Ulrich

HRCS Model, 1992

Business Knowledge Personal Credibility HR Delivery Change Process Mastery

Personal Credibility
Accuracy: Being accurate in all HR work Consistency: being predictable Meeting commitments: doing on time what you say Chemistry: being personally comfortable with others Confronting appropriately; being willing to disagree and challenge at the appropriate time, appropriate setting and appropriate manner Integrity; being honest Thinking outside the box; offering alternative perspectives that might not otherwise be voiced Confidentiality Listening to and focusing on executive problems; understanding HR actions in the light of the needs of executives and business