...(Re)Designing the HR Organization Amy Kates, Downey Kates Associates M 22 any HR functions have gone through the process of transformation over the past decade. This redefinition of the work of HR is intended to allow a more strategic focus on talent management and organizational capability while systematizing HUMAN RESOURCE PLANNING 29.2 and controlling the cost of transactional work. Little formal consideration has been given, however, to how these new complex HR organizations should be configured to best achieve these goals. This article highlights the operational challenges created by the most common organization design used by HR departments—the business partner model—and presents an emerging model— the solutions center—that is intended to address these flaws. Each model is described and discussed and a set of considerations for the HR leader is offered in order to maximize the effectiveness of the chosen organization design. Over the last decade there has been a profound shift in the work of the HR function. The publication in 1997 of David Ulrich’s Human Resource Champions spurred HR leaders across various industries to realign their organizations in order to undertake “strategic business partner” work. At the same time, a focus on cost-cutting and efficiency aimed at staff functions in general—and at HR in particular—has pushed much HR transactional work into shared services or to outsourced vendors. For many HR departments, this process of “transformation...
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...Center for Effective Organizations WHAT MAKES HR A STRATEGIC PARTNER? CEO PUBLICATION G 09-01 (555) EDWARD E. LAWLER III Center for Effective Organizations Marshall School of Business University of Southern California JOHN W. BOUDREAU Center for Effective Organizations Marshall School of Business University of Southern California Center for Effective Organizations - Marshall School of Business U n i v e r s i t y o f S o u t h e r n C a l i f o r n i a - L o s A n g e l e s, C A 9 0 0 8 9 – 0 8 7 1 (2 1 3) 7 4 0 - 9 8 1 4 FAX (213) 740-4354 http://ceo-marshall.usc.edu What Makes HR a Strategic Partner? Edward E. Lawler III Center for Effective Organizations University of Southern California 3415 S. Figueroa Street., #200 Los Angeles, CA 90089-0871 Tel: 213-740-9814 Email: elawler@marshall.usc.edu John W. Boudreau Center for Effective Organizations University of Southern California 1 What Makes HR a Strategic Partner? Edward E. Lawler III and John W. Boudreau Executive Summary For several decades, the HR function in corporations has been encouraged to become a strategic partner. Data from a longitudinal study of large corporations suggest that HR is not now a strategic partner and that little or no movement toward it becoming one has occurred. An analysis of what HR can do to become a strategic partner shows some clear actions that HR can take. These include talent development in HR, creating corporate centers of excellence, developing the right...
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... Analysis of the Riordan HR system My report will be regarding the main information collecting strategies that we will use for this project, depending on "Analyzing HR System.” A few main aspects will be recognized that is linked to the accomplishment of what is called the information collecting procedure. The scope and feasibility will be defined to assist us in accepting the significance of this project. This report will provide awareness for the project and may be able to recognize a range of options for the information to move forward Information Gathering procedures The data or information that is collected is an important step in any part of the plan. It ought to be conceded out in an organized way for procuring the targets of the development and accumulating the correct data. Data should be combined from options that express dependable data and provide the intention of the project. The collection of data collecting resources should be completed in compliance to the necessities of the development. For accumulating the data, two main options will be used, first and second options. Both of these will be supportive in collecting applicable and helpful information. “The first resource, questionnaire or meeting strategies can be used to collect information. Interviews can be taken of representatives that work with Human Resource Development Organizations. Questionnaires can be sent to staff working in the HR department of a number of preferred...
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...Center for Effective Organizations HR AS A STRATEGIC PARTNER: WHAT DOES IT TAKE TO MAKE IT HAPPEN? CEO PUBLICATION G 03-2 (430) EDWARD E. LAWLER III SUSAN A. MOHRMAN Center for Effective Organizations Marshall School of Business University of Southern California January 2003 Center for Effective Organizations - Marshall School of Business U n i v e r s i t y o f S o u t h e r n C a l i f o r n i a - L o s A n g e l e s, C A 9 0 0 8 9 – 0 8 0 6 (2 1 3) 7 4 0 - 9 8 1 4 FAX (213) 740-4354 http://www.marshall.usc.edu/ceo HR as a Strategic Partner: What Does It Take to Make It Happen? by Edward E. Lawler III & Susan Albers Mohrman A number of articles, books and studies have argued that HR needs to become a strategic partner (Ulrich, 1997; Brockbank, 1999; Lawler & Mohrman, 2000a). But is HR becoming a strategic partner? What does becoming a strategic partner entail? And is the HR function more effective when it is a strategic partner? The answers to these questions are critical to the future development and direction of the human resource function in organizations. A number of forces have converged to support the idea of HR being more of a strategic partner. Corporations are undergoing dramatic changes with significant implications for how human resources are managed. Perhaps the most important of these changes is the rapid deployment of information technology and the increasing amount of knowledge work that organizations do. Also important are the rapidly changing...
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...economic it has become very common that HR Manager should handle the group of working people in such a way that they should be engaged in their work and are motivated to improve their performance. Now a day’s organization have looked at Human Resource Management as a denote to contribute to profitability, quality, maximum utilization of resources and other organization goals (Noe, Hollenbeck, Grehart, & Wright, 1994). There are many ways by which employee can be low morale or disengaged with their work like no job security, downsizing in the organization, not satisfied with their work etc. HR Manager should take major steps to increase morale and should always try to motivate employee. Disengaged and demotivated worked directly affect to the goals and success of an organization. This essay aims on motivating performance and engaging worker in his work through job design, recruitment, selection, diversity, etc and the ways by which HR manager can reduces disincentives of an employee from their work. This essay focuses on the morale, motivation and enthusiasm of workers in organisations will be a much bigger challenge in the future so what human resource strategies a company can adopt to meet these challenges. Firstly the essay will identify the reason of low morale and disengagement of worker. Then how they will affect the goals of an organization and reduces the quality of the product. Finally the essay will aim on the different steps that an HR Manager can take to reduce low morale...
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...Chapter 1 Summaries: L01 (Define HRM and roles and responsibilities) • HRM consists of the “people practices” at an organization. The policies, practices and systems that influence employees' behaviour, attitudes, and performance. • HRM process steps: (1) Analyze and design jobs, (2) recruit and select employees, (3) Training and development (prepares employee to carry out their jobs), (4) Performance management to ensure employee output matches organizations goals. • HR departments plan and administer pay and benefits. They perform activities in support of employee and labour relations (communication programs and collective bargaining). This requires establishment of HR policies. • Management relies on HR professionals for compliance with legislation, and support for company strategies (ie; workforce planning and change management. • HRM contributes to company performance. Influencing who is employed and how they work. If well managed, HR can be a competitive advantage by adding to “productivity, profits, and customer satisfaction”. L02 (HRM can support organizational strategies) • HR Professionals (HR P's) should know, and may contribute to development, of company strategy. • HR practices vary depending on type of strategy. Productivity improvements require HR leadership with effective feedback and rewards. When hiring for international operations abroad, they need to consider the differences in business practices. Even small businesses...
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...Application Architecture, Process design Gary S Seward II University of Phoenix BSA/ 375 June 26, 2012 Application architecture and design planning Application architecture is the structure of automatic services that bring and perform such functional needs that have the interfaces through which structure apply the functional needs of the organization. For efficient operating, there should be only one structure of application architecture and development design, but in different organizations, different application architectures are employed. There are mostly three views which are used in application architecture, these are as follow: Conceptual views: This view of application architecture is utilized to explain the necessities of business and the business users' examination of the application to produce a business model. Strategies of conceptual modeling, like action diagrams, case analysis, business body modeling and process design, assist to make an clarification of the goals of business and requirements, and are free of execution know-how. This idea is followed by the organization in HR information system (Platt, 2002). Logical views: The architects create the request designs that engage reasonable views of the business pattern as they illustrate the way through which the business goals and necessities are fulfilled. The request designs portray the reasonable observation of the submission architecture. The architects here are pertained with the on the entire application...
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...Table of Contents 1. HR Consultancy Firm 6 2. Overview of HRM In Bangladesh 7 3. HRM Becomes Significant for Business Organization 8 4. Eduext Ltd. Profile 9 4.1 Values of Eduext Ltd. 9 4.2 Vision of Eduext Ltd. 9 4.3 Mission of Eduext Ltd. 9 5. Organogram of Eduext Ltd. 10 6. Eduext Ltd. Activities 10 6.1 Non-technical Business Skills 11 6.2 Education 11 6.3 Training and Development Services 11 6.4 Eduext Ltd. Training Programmes 12 6.5 Compensation Survey & Design 12 6.6 Eduext Head Hunting Services 13 6.7 Eduext Ltd. HR Consulting 13 7. Eduext Ltd. Core Strategies 13 8. Outsourcing Recruitment Process by Eduext Ltd. 14 8.1 Eduext Strengths: 14 9. HR Consultancy Services By Eduext Ltd. 15 10. Eduext Ltd. Customers 16 11. Conclusion 17 12. Reference 18 1. HR Consultancy Firm HR consultancy firm a firm of experts providing professional advice to an organization for specific amount fee. Organization top level manager are constantly making decisions to improve the productivity and performance of their firm. Often, that discussion leads to goals for the future. That’s where and when we come in. A human resource consulting firm that provides one-stop HR solutions to its clients specialize in delivering innovative and value added services that promote revenue growth and cost containment. With the increase in competition, locally or globally, organizations must become more adaptable, resilient, agile, and customer-focused...
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...revolutionary - Reshaping organization's design elements • Change demands a new organizing paradigm (gamma change) • Change is driven by senior executives and line management (envisioning, energizing, and enabling) • Change involves significant learning - Must learn how to enact the new behaviors Intergrated Strategic Change - Extends traditional OD process into content oriented discipline of strategic management • Key Features: - Strategic Orientation - Stratic change capability - Individual and organizations are integrated into the process • Applications Stages (Strategic analysis, strategic choice, and design and implement the strategic change plan) Organization Design - Configures the organizations structure, work design, HR practice, and management to guide members' behavior • Conceptual Framework ( Strategy, Structure, Work Design, HR Practices, and Management / Information Systems) • Application Stages (Clarify design focus, designing the organization, and implementing the design Culture Change • Concept of Organization Culture (artifacts, norms, values, basic assumptions) • Organization culture and organization effectiveness - Culture affects performance through its influence on the organization's ability to implement change • Diagnosing Organization Culture - Requires uncovering and understanding what characterize an organizations culture • The Behavioral Approach - Emphasizes surface level of organization cultures (Pattern of behaviors that...
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...Human Resource Management Week 1: Case Study By Week 1: Case Study Strategy is defined as: a way of doing something, or a game plan or plan of action. As a HR manager you must possess the ability to look at things from a strategic approach (Anthony, Kacmar, & Perrewe', 2010). Over the years the whole approach to HR has changed drastically and continues to change. This approach requires an employer to see human beings as a resource to the organization. The development of people is now the most important asset of improving the performance of an organization; this is accomplished through improving designs and methods of Human Resource Management. Organizing means to structure, or put together in an orderly form. Organization design is the process of aligning an organizations structure with a mission. This process requires you to look at the complex relationships between tasks, workflow, responsibility and authority, and to make sure these all support the objectives of that business, agency or company (Organizational Design). Generally a company would have an HR Director or Manager to lead and manage the department. This person would be in charge of developing a relationship with senior management in order to align the HR goals for the organization. Next, you would need an Organization Development Specialist who would be a facilitator of organizational change. A company would also need an Employment Staffing Specialist which conducts interviews and reviews...
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...------------------------------------------------- Home Appliance Industry ------------------------------------------------- Designing an HR system for a changing industry Gwendolyn Hill, Cheolhyun Park, and Kexin Xu May 7, 2012 Professor Lepak, HR IV Table of Contents I. Industry Trend & Major Business Implications 3 II. Clear explanation of the impact on managing people 4 1. Employee Competencies 5 2. Motivation/Effort 8 3. Opportunities to Contribute (Work Design) 9 III. Ideal HR System 10 1. Work Design & Workforce Planning 10 2. Managing Employee Competencies 12 3. Managing Employee Attitudes & Behaviors 14 IV. Major Hurdles & Strategies to Overcome Them 17 Bibliography 19 I. Industry Trend & Major Business Implications Home appliance industry includes manufactures of household cooking appliances, laundry machine, refrigerator, dishwasher, water heater, and other household appliances. Like other retail industry, household appliance manufacturing business had hard time with recent recession. Especially fallen housing market directly affects the industry because people generally purchase new appliances for new homes. Moreover, cost of raw material and labor as well as government regulations for energy efficiency product raised price of product. Consequently, industry revenue and employment growth rate were below zero in past five years. According to IBIS industry report, in US market, Whirlpool has 43.8% market...
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...Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise. Recession presents a very difficult time for any existing organization in today’s corporate world and no company is exempted from this truth. The biggest challenge for companies and especially Human Resource in this economy downturn is to survive and to remain competitive, companies reorganized and reengineered to reduce waste. Recession poses unique challenges to the HR department. Human resources professionals often struggle to obtain the resources they need to effectively manage people in the workplace, and the difficulties that they face are augmented when economic conditions worsen. It is essential for every company to know how to implement the right metric set for this very trying period. I. Introduction In today's arena the most common word we come across is recession. Recession is a general slowdown in economic activity over a long period of time. A recession normally takes place when consumers lose confidence in the growth of the economy and spend less. This leads to a decreased demand for goods and services, which in turn leads to a decrease in production, lay-offs and rise in unemployment. Investors also show less interest which affects the capital and financial flows, import - export and overall Gross Domestic Product...
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... * Developing personnel/HR strategies and policies. * Employee Resourcing: * Incorporates HR planning, recruitment and selection, deployment and termination of employment, redundancy management. * Employee Development: * Includes training and development * Management development * Career development * Performance management. * Reward Management: * Incorporates the selection of reward strategies * Administration of payment and benefit systems. * Employee Relations: * Includes IR * Employee involvement and participation * Communication * Health, Safety and Welfare * Employee Services. * Employment and Personnel/HR Administration: * Incorporates administration of employees’ records * Employment policies and practices * Working conditions * Personnel/HR information systems * Data protection. Impact of Scale * Larger Organisations: * Broader range of HRM activities and more complex HR administration * Greater formality and sophistication in HR policies and procedures * Basic objectives and activities remain the same * Usually employ either a specialist HR department or an extensive HR department with a large amount of task specialisation * Specialist HR function normally operates in a staff capacity. Hr processes The modern Human Resources Organization and the effective HR Management is based on strong...
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...The main theme of HR SHARE 2014 is “HR Change and Transformation” It has several sub-themes too. The conference is designed around themes and topics which are aligned to the various complexities that surround business. Main Theme: HR CHANGE AND TRANSFORMATION To accelerate organizational growth and be able to compete on a regional scale and beyond, human resources managers cannot simply follow the traditional paths they used to get the organization where it is today; instead, they need to transform themselves. In other words, HR practitioners need to expand their perspective and explore the world beyond the general HR attributes -- the overall business landscape, the clients as well as the competition. The various challenges facing hr are: Workforce diversity, mobility of talent, problems related to emerging world, strategic talent management etc. The transformation also poses a new challenge to the various HR practitioners that is to develop and demonstrate a new set of competencies to fulfill their changing roles and responsibilities. The implication for HR leaders is clear: HR must be capable of responding to the company's evolving human capital-related needs through the delivery of HR programs and services. What are the steps that should be taken to design intervention for this transformation? How can HR processes are being re-thought, and organizational designs are being re-drawn? The Sub themes for the conference are as follows: PRESENTATION: SUPPLY CHAIN MANAGEMENT...
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...organizational goals and maintain performance. HRM models can be termed as Harvard model, Michigan model and more recently introduced Guest comparative model respectively. Hard human resource management Here Workers are considered a resource that needs to be controlled in order to achieve the best possible profit and competitive advantage. The Michigan model. This focuses on hard HRM, because it outlines the importance of treating employees simply as means to achieve organizations strategy or as a ‘pure’ resource. Thus characteristics of hard HRM is seen in this Michigan model. Here it follows task focused employee approach which has highly defined and narrow job design and usually employees are strictly guided. Jobs are usually repetitive, shows a hierarchical culture no defined career progression offered. It defines that people should be obtained cheaply, used sparingly and developed to be exploited fully. It says that internal human resource policies should have a tight fit to the external business strategy of the organization, and thus known as ‘matching model’. The Michigan model states the different business strategies found and relates them to contrasting styles of HRM in activities such as selection, appraisal, rewards, and developmentSoft human resource management This is a system in which workers are considered an important resource for a company's growth, they are looked after, and their skills are developed. The Harvard model. This model focuses on soft HRM. Because it...
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