Contemporary Case Studies in HRM Report
Sam1994
BeingAnEfectiveHRProfessional.pptxBeing an effective HR professional
Contemporary Case Studies in HRM
Learning outcomes
Critically review the changing roles of HR professionals and the factors that have/are influencing these changing roles.
Consider the implications of HR’s changing roles for others within the organization.
Reflect on own continuing professional development needs.
Changing nature of HRM function
Competing aims – ambiguous and dynamic:
Operational: Become more cost-effective – reducing costs and headcount
Relational: Improve services for line managers
Transformational: Address strategic objectives
Changing HR roles and competencies (From Conner and Ulrich 1996)
| Author (date) | Key roles identified |
| Wiley (1992) | Strategic process, legal aspects and operational aspects |
| Walker (1994) | Support, service, consulting, leadership |
| Schuler (1994) | Business person, shaper of change, consultant, strategy formulator and implementor, talent manager, asset manager and cost controller |
| Ulrich (1993) | Administrative expert, Employee champion, Change agent, Strategic partner |
How HR is changing (CIPD 2006)
Slimming down of the central HR function
New HR roles – Business Partners, technical experts
Line manager taking/expected to take more responsibility for transactional side of HR
New outsourcing arrangements
Increasing collaboration between HR and other functions
HR: the saying/doing gap (CIPD 2006)
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I don’t know if that’s the same for you..
HR Transformation – issues from research (CIPD 2009)
Overuse of the ‘Business Partner’ label – confusing picture internally and externally
Gap between different HR roles widening e.g. advisor to business partner – additional layers being put back in some cases to address this
Shortage of BPs - more acute when organisations have to go to external market
Investment in HR lagging – people not as well prepared for the HR transformation journey as they could be
Enablers to HR transformation and business partnering (CIPD 2009)
Clear business objectives and expected outcomes - joint business and HR led approach, linked to clear business strategic aims
Assessing and preparing the ground for change
“The business partner role is very much dependent on the organisation’s receptiveness to allow people to operate in this manner … so it is partly the skill-set of the HR professionals … but for me it is about having an organisation mature enough to have HR engaged and involved in things”
Clear structures and accountabilities
Efficient and effective HR administrative systems
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Reasons organizations introduce E-HRM
Research by Parry and Tyson (2010: 13) identified 6 key reasons:
Operational effectiveness and efficiency
Improve service delivery – for different customers
Management empowerment
Increase the strategic orientation of the HR function
Standardisation of HRM practice
Organizational image
Unintended outcomes of e-HRM?
‘Social dis-integration of the HR function, due to displacement of ‘soft’ HRM with ‘hard’ HRM
Impact on HR career paths
Work intensification/overloading line managers with HR responsibilities
Loss of the ‘employee champion’ role – possible effects on employee morale
Ref: Martin et al (2008); Cooke (2006)
Mini case – HR Structure and Roles in Centrica
Centrica Assets
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4-Apr-11
Killingholme Power Station generates enough electricity to make 300,000 pieces of toast every day
Lincs Offshore Wind farm generates enough electricity to power 150,000 homes
The 10 platforms off Morecambe bay produce about
500mcfg (million cubic feet of gas) per day which
is about 6% of the UK's peak gas demand,
enough to supply more than 2 million homes.
HR in Centrica Energy
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4-Apr-11
Centrica Energy
HR Director
Exploration & Production
HR Director
Country and Regional Heads of HR
Core Functions
Head of HR
Midstream
HR Director
Storage & Power
HR Director
Learning & Development Director
HR Manager
HR Managers
HR Advisors
HR Managers
HR Managers
Learning & Development Business Partners
Head of Resourcing
Resourcing Business Partners
HR Advisors
HR Advisors
Head of Change & Innovation
Head of Reward
Roles in HR
HR Director
Responsible for setting the people agenda at a company level
Overall responsibility for the delivery of HR across Centrica Energy
HR Director/Head of HR Function
Sits as part of the Senior Leadership teams of one of the CE functions
Manages a team of HR Managers and Advisors
Sets the people agenda for their own function but linking into the overall agenda
HR Managers/HR Business Partners
May be based regionally to support a physical location or an asset
Work closely with line managers on performance management, disciplinary & grievances
Leads on case issues
HR Advisors + Graduate entry
Provide first level support to managers on day to day HR issues such as absence, performance, disciplinary & grievances
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Other HR Roles
Learning & Development
Shape our Talent agenda
Provide internal and external learning opportunities
Lead on senior leadership capability
Provide 360 feedback
Design bespoke development days to address individual team issues
Reward
Responsible for all remuneration within the business
Grading and benchmarking of roles
Design of senior leader packages
Support HR Managers with pay negotiations
Manage employee benefits
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Other HR Roles
Change & Innovation
Work with innovation volunteers to look at better, safer, higher performing ways of doing things
Support major business change initiatives such as restructures
Supports creative thinking
Resourcing
Responsible for both internal and external resourcing including Graduates and Summer placements
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4-Apr-11
HR Professional’s View of what makes a ‘Great’ HR Business Partner
Doesn’t quote policy
Don’t start a sentence with “Our policy says…….”
Knows when appropriate to bend the rules or maintain them
Able to build great relationships
Able to think about what is best for the business as well as the individual
Remaining independent and be able to detach yourself from the situation
Can see beyond the immediate issue
Is commercially aware
Spends time in the business, not sat in HR
Aligned to the core HR values and priorities
Able to have difficult & provocative conversations
Sense of humour !!!
Passion for the business you work in !!!
HR Profession Map and Careers
HR Careers
HR Profession Map
What is it?
Fulfils four key purposes for HR Capability:
Communicates best practice
Ensures consistency of approach
Underpins different levels of CIPD membership; qualifications and assessment routes into membership.
Provides a reference for continuing professional development.
A capability framework
It defines the professional attributes, (behaviours), skills and knowledge,(professional areas), at all levels, which drive individual performance, professionalism and organisational capability.
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Key design principles
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Four bands of what you need to do, what you need to know and how you need to it
Breadth and depth of the HR profession
Professional competence, not jobs roles
Behaviours and technical elements
HR Specific, content may relate to line managers and academics
Professional Areas
The foundation for CIPD offerings
Membership ● Qualifications ● Professional Development ● Capability Assessments
● Job design ● Recruitment
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References
CIPD (2009) Understanding and Attracting Strategic HR Talent: A Focus on the Business Partner Role.
CIPD (2007) The Changing HR Function: Survey Report. September 2007.
CIPD (2007) Business Partnering: A New Direction for HR.
Cooke, F.L 92006) Modeling an HR-Shared Services Center: Experience of an MNC in the United Kingdom. Human Resource Management, Summer 2006,Vol 45, No. 2, pp211-227.
Parry, E. and S. Tyson (2010) Desired goals and actual outcomes of e-HRM. Human Resource Management Journal, doi: 10.1111/j
Martin, G., M. Reddington and H. Alexander (2008) Technology, Outsourcing & Transforming HR. Oxford: Butterworth-Heinemann.
Muller-Camen, M., R. Croucher and S. Leigh (2008) Human Resource Management. A Case Study Approach. London: CIPD.
64%
16%
20%
71%
60%
44%
14%
4%
17%
14%
49%
45%
47%
70%
9%
46%
Business strategy
HR programme design
Implementing HR policies
Developing HR strategy and policy
Providing specialist HR input to wider business issues
Responding to line managers
Updating your own HR knowledge
HR administration
Most importantMost time-consuming
