Human Resource Champions:
The Next Agenda for Adding
Value and Delivering Results
Presented by Ivan Chang
The changing nature of Human
Resources: a model for multiple roles
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Operational to strategic
Qualitative to quantitative
Policing to partnering
Short-term to long-term
Administrative to consultative
Functionally oriented to business oriented
Internally focused to externally & customerfocused
• Reactive to proactive
• Activity-focused to solutions-focused
A multiple-role model for HR
management
Future/strategic focus
Management of strategic
Human resources
Management of transformation
& change
process
people
Management of
Firm infrastructure
Management of employee
contribution
Day to day/operational focus
Definition of HR roles
Role/cell
Deliverable/ Metaphor
Outcome
Activity
Management of
Executing
strategic
strategy
Human resources
Strategic partner Aligning HR & business
strategy: “organizational
EX: Marriott
diagnosis” 5day workweek
Hong Kong
Management of
Firm
infrastructure
Building an
efficient
infrastructure
Administrative
expert
Reengineering org.
processes: staffing,
developing, assessing
Management of
employee
contribution
Increasing
employee
commitment
& capability
Employee
champion
Listening & responding to
employees: “providing
resources to employees”
Management of
transformation
and change
Creating a
renewed
organization
Change agent
“Ensuring
capacity for
change”
Identifying & framing
problems, building
relationships of trust
creating & fulfilling action
plans
What’s Next
• What’s So?
• So What?
• Now What?
What’s So?
• How organizations can build competitiveness?
• HR Professionals must become partners with other senior
managers by creating value and delivering results
• People will always need to be hired and trained; process
will always need to be created and upgraded; culture will
always need to be established and transformed
• HR policies and practices should create organizations that
are better able to execute strategy, operate efficiently,
engage employees, and manage change
• HR practices create organizational capabilities that lead to
competitiveness
So What?
• HR professional is the employees’ voice, catalysts and facilitators
and designers of both culture change and capacity for change
• Line managers is primarily responsible for HR practices within a firm
• Line managers bring authority, power, and sponsorship; HR
professionals bring technical expertise; Staff professionals bring
technical expertise in their functional areas; Venders offer technical
advice or perform routine standardized work
HR Community: A series of Partnerships
Line Managers
HR Professionals
Staff Professionals
Venders
(consultants, sub-contractors, outsourcing partners)
Now What?
• HR community will be propelled by seven
challenges for the future:
– HR Theory
– HR tools
– HR capacities
– HR value proposition
– HR governance
– HR careers
– HR competencies
Challenge one: HR Theory
• Resource dependence: deal with scarce resource
• Transaction cost: reduce the costs associated with
accomplishing and governing how work is done
• Contingency theory: align with business strategy to provide
a fit that leads to results
• Institutional theory: transfer knowledge and ideas from firm
to firm making the best practices of an industrial routine
• Cognitive psychology: help to create a shared mindset or
culture within the firm that reduces governance costs and increases
commitment
Challenge two: HR Tools
• Late 1970s: four core HR activities
– Staffing, development, appraisal, and rewards
• Global HR: different country’s hiring, compensation, benefits, training; global
thinking and strategy
• Leadership depth
– Individual leader will be replaced by team leader
– Interest in questions & learning will replace focus on solutions &
answers
• Knowledge transfer
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Who is hired? (those able & willing to seek and share ideas)
How development is done
How incentives are created (encourage transfer of knowledge)
How communications are established (easily access and share
information)
– How organizations are organized (less hierarchy & more information
sharing)
Challenge two: HR Tools
• Culture change
– Commit to culture change
– Define a current culture
– Define the desired culture
– Expose culture gaps
– Prepare & implement culture action plans
– Coordinate culture-change efforts
– Measure results
• Customer-focused HR
Challenge three: HR Capabilities
• Speed: How quickly is HR work be done
without sacrificing quality?
• Implementation: How well is work done?
• Innovation: How able is HR community to
think creatively?
• Integration: How well does HR work
integrate with strategic plans?
Challenge four:
HR value proposition
• Assessing the Effects of HR Practices:
– Employees: How does HR affect morale,
commitment, competence & retention?
– Customers: How does HR affect retention,
satisfaction & commitment?
– Investors: How does HR affect profitability,
cost, growth, cash flow & margin?
Challenge five: HR Governance
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How does HR organize to deliver value?
Who does HR work?
Where is accountability for HR work?
How is the structure of the firm’s HR
community established?
Challenge six: HR Careers
Site
Business
Generalist
Specialist
strategist
Generalist
integrator
Specialist
contributor
Generalist
Outside HR
Specialist
Specialist
Generalist
Corporate
Challenge seven:
HR Competencies
• Credibility: Accuracy, consistency, meeting commitment,
chemistry, integrity, thinking outside, confidentiality,
listening to and focusing on executive problems
Business Mastery
Personal Credibility
Human Resource Mastery
Change + Process Mastery