create innovative insights, and change todays HR practices in positive ways. Whats So In many cases, HR issues are the next venue for corporations seeking value & deliver results. The elements of competitive organization can be accomplished through HR policies and practices. However, this process requires HR champions who can create value and deliver results. The answer to Whats So? is easy: HR matters, because HR practices create organizational capabilities lead to competitiveness. HR champions master, align, and leverage HR practices so employees, customers, and investors receive value. So What?
If HR matters more competitiveness than before, then both
line managers and HR professionals must become HR champions.
The Emerging Human Resource Community
HR is no longer the sole responsibility of HR department, but involves a firms broader HR community. The membership of HR can be vary, from HR professionals, operating managers, to consultant. These varied roles constitute a viable HR community that can create value and deliver results. Implications for HR professionals as HR Champions As HR champions, HR professionals should: Focus on and guarantee deliverables of HR practices that can create value for the organizations, developing organizational architectures and using them to translate strategy into actions. Reengineer HR work through use of technology, process reengineering teams, and quality improvements. HR concepts subsume various roles; some act as generalists; some act as specialists. Implications for Line Managers as HR Champions As HR champions, line managers should: Understand organizational capability as a critical source of competitiveness. Ensure that every business plan has an organization actions plan for implementation. Ensure that strategic promises to consumers, employees, and investors are kept. Align the internal culture to achieve the desired market identity Implications of the Partnership Between Line Manager and HR Professionals Line managers and HR professionals cannot act in isolation, they must form a partnership. With both parties bring unique competencies to their joint task, their combined skills are more than sum of their parts. Now What? Challenge 2: HR Tools HR history Global HR By the late 1970s, 4 core HR Two implications of global HR: activities are staffing, development, appraisal, and 1. HR professionals need to rewards. articulate HR ramifications of a Then, by the late 1980s, HR global business strategy. standard coupled these skills with organizational design & 2. HR professionals should be communication. aware and sensitive to unique Now, in developing HR country conditions. practices needed for the future, improvement must continue in many of HR core technologies. Challenge 2: HR Tools (contd) Leadership Depth Knowledge Transfer Future leader is different from Creating the infrastructure for todays leader. Ways in which knowledge transfer requires future leader will differ from HR professionals work with todays leader: information-systems - Charismatic leadership will professionals to create be less important computer networks that share - Individual leadership will be information. replaced by team leadership Effective knowledge transfer - The new leader will be more will have implications for: likely to ask questions than - Who is hired give answers - How development is done - Global thinking and - How incentives are created demeanor will replace an - How organizations are exclusively domestic focus organized Challenge 2 : HR Tools (contd) Culture Change Customer-focused HR To accomplish culture HR professional will spend change, HR professionals time more with external must learn to engage the customers, by involving organizations in a series of them in training sessions, actions, including: staffing decisions, - Commit to culture change compensation, and other HR - Define a current culture practices. - Define the desired culture In a customer-focused HR, both employees and - Expose culture gasps customers win. - Prepare and implement culture-action plans - Coordinate culture change efforts - Measure results Challenge 6: HR Careers Hesti: tabel pertama, HR strategy bisa contoh nggak dari tabelnya dan kalo dari implementasi yang sekarang gimana cara bedainnya? Amel: kodak sekarang udah nggak dianggep lg, anggapannya strategy planningnya berjalan dgn baik apa ngga? Nadira: Di bagian step 3, kan ada competence. Terus competence ada pilihan, terus pilihan yang paling baik apa, terus dalam situasi tertentu seperti apa yang terbaik? Jessica: challenge 2 yg HR tools, kan ada culture change. Sejauh mana sih HR boleh merubah culture gitu? Kalo terlalu banyak merubah berarti merubah jati diri perusahaan? Rahmawati: ada knowledge transfer gimana buat perusahaan itu aja soalnya banyak karyawan yang nggak keluar? Ruth: dalam perusahaan multinasional ada perbedaan gaji antara pekerja lokal dan ekspaktriat. Posisi sama tapi kok kalau bule beda? Disitu kan harusnya ada peran HRgimana peran HR? Tri endah: dari challenge 2 ada banyak TOOLSnya, mana sih yang paling relevan sama indonesia?