Roles of People Management Today
Sharing at
The Council of Hong Kong Professional Associations
18 June 2011
KT Lai F.I.H.R.M. (HK), M.H.K.I.o.D
My HR career
• Previous full time job
– HR professional and practitioner
• Current assignments
– Facilitator in HR management consulting and lecturing
• Voluntary engagements
– Serving at HR management institutes and HR Committee of
some social service organizations
• Public appointments
– WKCDA / QMAS / LRC / ED
2
Roles of people management today
Business challenges we are facing
• Changing business focus and objectives
• Managing uncertainty
• Exceeding stakeholders’ expectations
• Optimizing the workforce, and
• Controlling cost
Factors affecting people management
• External
– industry nature
– competition
• Internal
– governance contest - Board and management expectations
– cultural context – management style and approach
– organizational context - structure
• Stakeholders
– employees
– customers and service users
– business partners
– community
We need a sustainable business strategy
We need to have line of sight
What do we want to be?
What benefits will we bring to our stakeholders?
How will we achieve this?
What guides the pursuit of our strategy?
What must we do to uphold our values?
What must we do to meet our commitments?
Vision
Mission
Strategy
Values
Commitments
Policies & Codes
6
Vision, Mission & Values
• Vision
- Why organization / function exists?
- What is the expected outcome / results?
• Mission
- What can people in the organization do to add value,?
- What are the deliverables?
• Values
- What are the principles on which the organization / function is
built on, e.g. integrity, line of sight
Vision, Mission & Values
• Initiatives
- What services the line functions could offer ?
• Priorities
- What are the top four priorities line functions will contribute
to organizational priorities?
• Actions
- What is the action plan to deliver the priorities?
• Measures
- What measures line function will use to indicate its success
or benchmarks?
Linking people management strategic
map with the VMV
•
Have the right WORKFORCE
•
ALIGNMENT of people’s efforts and
contribution in achieving business
strategy
•
Use Workforce MEASURES
•
Employ TOOLS and TECHNOLOGY
to enable the above
BUSINESS
STRATEGY
PEOPLE
COMPETENCIES
ENTERPRISE
PERFORMANCE
MANAGEMENT
TECHNOLOGY
ENABLERS
Effective people management
- driver of organization success
Business Strategies
and Goals
Assets
Strategic People Management
Line Management
Process
System
Support
Human Resources Team
10
Increasingly complex of roles in people
management
• Challenges of more complex and diversified organizational
operations
• Alignment of people management strategies with changing
organization priorities
• Constant realignment of the people capacities and capabilities
• Constant demands for more and better resources – flexibility
and adaptability
• Increasing needs of participation and involvement in achieving
organization objectives
Increasingly complex of roles in people
management
•
…. some issues will never go away:
• better utilization of capital and operating expenses
• acquiring, identifying and developing talent
• orchestrating people to perform
• delivering people value in the equation
• developing enterprise knowledge ……
• and more …
Strategic people management process
Organization
Goals
•
•
•
•
Vision
Mission
Strategies
Value
HR
Planning /
Mapping
• Structure
• Design
Job
Relativity
•
•
•
•
Job Analysis
Job Description
Job Specification
Job Evaluation
• External
Benchmarking
• Measures and Goals
• Competency
employee engagement, HRIS
Performance
Management
• Future
Capability
Potential/
Competency
Database
Succession
Planning
culture, change, diversity management
• Functional Skills
/ Competency
Enhancement
Functional
Skill
Learning
Management
Skill
Development
ethics, governance and audit
• Actual Performance
Reward &
Recognition
Learning &
Development
Plans
Remuneration
Management
• Build / Buy
Sourcing &
Staffing
• Direct Intake
• Outsourcing
• Labour Supply
Achievement of organization goals
13
Transformation of people management
Partnership
Organisation
Changing
Organisation
Transaction
Organisation
Stages
contributor
performer
worker
Orchestrating People Capital
Performance Management
Performing Management
Key Focus
Competencies
What HR leaders need to know today
• HR knowledge
– Understanding of tactical and strategic HR functions and
processes
• Business knowledge
– Understanding of the operations and processes of how
business is conducted
• Organizational knowledge
– Understanding the business issues that are specific to the
organization and having empathy for and an awareness of the
impact of human capital issues on the organization as a
system
Competencies
What HR leaders need to know today
• Strategic thinking
– Seeing the big picture, having along-term line of sight and
understanding the interconnectedness of decisions and
activities within the various lines of the business
• Leading change
– Charting the course for organizations’ stakeholders to
navigate a shift in business processes, priorities and
expectations
• Shaping organization culture
– Creating the values by which an organization operates
Competencies
What HR leaders need to know today
• Cross-cultural intelligence
– Knowledge of and sensitivity to differences among
cultures
• Critical/analytical thinking
– Seeking information and using that information to make
informed decisions and resolve problems
• Results oriented/driven
– Ability to link processes and practices to positive
outcomes and to demonstrate the value brought to the
organization
Competencies
What HR leaders need to know today
• Flexibility/ adaptability
– Ability to adjust the approach as required by shifts within the
organization and in the external business environment
• Communication for impact
– Being able to verbally or in writing convey messages in terms
that make sense, and also to actively listen to others’
interpersonal communications
• Technological savvy
– Knowledge of the unique solutions and challenges that new
technology will bring to the organization and understanding of
how talent management will be affected by a technologically
enhanced business environment
Competencies
What HR leaders need to know today
• Ethical behavior
– Perception of the moral appropriateness of individual and / or
group conduct or behavior
• Integrity
– Honesty and doing the right thing
• Credibility
– Being perceived by others as having the knowledge and
experience to back up one’s authority
• Coaching/developing others
– Helping others to reach their potential
HR Value Delivery Model today
HR Competency Model today
Source : “The HR Value Proposition” David Ulrich (2005), Michigan Ross School of Business, USA
What line management needs today
• Organization perspective
– Understanding of business objectives
– Cascading the business objectives and facilitate performance
measures and goals setting
– Strategic alignment of functional activities with organization
vision, mission and culture
– Organization structure design and operation practice reform
– Strategic job profiling and competence modeling
– Talent acquisition and capability development
– Building flexible and adaptable teams
– Motivating and enhancing people to create, drive and add value
to business success
What line management needs today
• Individual perspective
• Be ethical
• Continue professional development
• Equip with effective people management skills
• Listen with passion and communicate with impact
• Provide and invite feedback from people
• Build and manage psychological relationships with people
Integrated roles in people management
Organization
Structure
People
Competencies
Right People
Right Position
Right Time
Right Place
Right Cost
Talent
Management
Reward &
Recognition
Delivery
Results
Integrated roles of people management
• Whatever organization and culture
• Whatever difficulties and challenges
• Whatever roles you are playing
–
You are CREATING VALUE!
–
You are part of the TRANSFORMATION!
–
You have to be on the top of the CHANGE!
Thank You