“ Managing HR Talent in Turbulent Times”. David C. Forman, SPHR Senior Vice President Professional and Business Development Society for Human Resource Management. Definitions “Turbulent”(adj.): movement or agitation. “Turbulence”(noun): confusion. - PowerPoint PPT Presentation
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
““Managing HR Talent in Managing HR Talent in Turbulent Times”Turbulent Times”
David C. Forman, SPHRDavid C. Forman, SPHRSenior Vice PresidentSenior Vice PresidentProfessional and Business DevelopmentProfessional and Business DevelopmentSociety for Human Resource ManagementSociety for Human Resource Management
““The Future arrived when we The Future arrived when we weren’t looking, so we’re still weren’t looking, so we’re still dealing with issues, ideas and dealing with issues, ideas and
programs that don’t fit the programs that don’t fit the world’s new realities.”world’s new realities.”
General ElectricGeneral ElectricAnnouncement to employees of the “Human Resource Leadership Program”Announcement to employees of the “Human Resource Leadership Program”
HRLP (Human Resources Leadership Program)HRLP (Human Resources Leadership Program)HRLP will prepare you for a dynamic role in the human dimension of GE. By helping HRLP will prepare you for a dynamic role in the human dimension of GE. By helping
to develop our future leadership, your work will influence the direction of our company.to develop our future leadership, your work will influence the direction of our company.
Program SummaryProgram SummaryA 2-year entry-level program consisting of 3 challenging and in-depth 8-month A 2-year entry-level program consisting of 3 challenging and in-depth 8-month
assignmentsassignmentsBroad business skills developed via hands-on experience in two HR assignments, Broad business skills developed via hands-on experience in two HR assignments,
plus a third assignment in an area such as finance, quality or business developmentplus a third assignment in an area such as finance, quality or business developmentFormal classroom training in advanced human resources techniques and business Formal classroom training in advanced human resources techniques and business
conceptsconceptsExtensive contract with peers and senior business leaders from around the wordExtensive contract with peers and senior business leaders from around the wordExpansion of your knowledge base, critical problem-solving skills and network of Expansion of your knowledge base, critical problem-solving skills and network of
valuable contactsvaluable contacts
Candidate CriteriaCandidate CriteriaDemonstrated academic excellence, business acumen and leadership abilityDemonstrated academic excellence, business acumen and leadership abilitySelf-confidence, strong analytic problem-solving skills and exceptional Self-confidence, strong analytic problem-solving skills and exceptional
communication skillscommunication skillsMBA/MA in Business or an HR-related discipline plus several years work experience MBA/MA in Business or an HR-related discipline plus several years work experience
preferredpreferredGeographic flexibility and global mindset; able to operate across culturesGeographic flexibility and global mindset; able to operate across cultures
1. Retaining Talent 2. Attracting Talent with Critical Skills3. Improving Workplace Performance4. Gaining Control of Health Care Costs5. Using the Web Effectively for Information/Service
Delivery6. Creating “People Measures” for a Balanced Scorecard 7. Building New Workforce Skills for the Next Round of
Growth
SOURCE: Towers Perrin interview of HR Professionals
Developing a New vision and Theory of the Developing a New vision and Theory of the CaseCase
Shifting to Consulting and Client Service Shifting to Consulting and Client Service OrientationOrientation
Applying Re-Engineering and Work Re-Design Applying Re-Engineering and Work Re-Design Principles to the HR Function and Its RolesPrinciples to the HR Function and Its Roles
Producing Operational ValueProducing Operational Value
Source: SHRM FoundationSource: SHRM Foundation
HR TransitionHR TransitionFunctional Specialist to Strategic Business PartnerFunctional Specialist to Strategic Business Partner
Nature of HR programs and function
Nature of HR strategy and policy
Organization of HR function
Profile of HR professionals
ResponsiveOperationalInternal
HR department full responsibility
Employee advocateFunctional structureReporting to staff
Career in HRSpecialistLack of financial skillsCurrent focusMonolingualNational perspective
Functional SpecialistProactiveStrategicSocietal
HR and line management share responsibility
Business partnerFlexible structureReporting to line
RotationGeneralistFinancial expertiseFocus on futureMultilingualGlobal perspective
Business Partner
26
HR: Leading People, Leading Organizations
New Competencies for Strategic Human Resource Leaders
• “ Organizational Capability is a business’s ability to establish internal structures and processes that influence its members to create organization-specific competencies and thus enable the business to adapt to changing customer and strategic needs”.
D. Ulrich & D. Lake (1990). Organizational Capability”. John Wiley
1. To create programs of recruitment, development and retention of world class talent and leaders to support the growth of the organization.
2. To champion the nurturing of a culture, aligned with organizational strategy, to bring about organizational commitment to ethical practices, lifelong learning and a sense of responsibility to all stakeholders.
1. To create programs of recruitment, development and retention of world class talent and leaders to support the growth of the organization.
2. To champion the nurturing of a culture, aligned with organizational strategy, to bring about organizational commitment to ethical practices, lifelong learning and a sense of responsibility to all stakeholders.
3. To create programs that will continuously raise the competencies and capabilities of the members of the organization to assure achievement of organizational objectives.