Proceedings of Global Business Research Conference
7-8 November 2013, Hotel Himalaya, Kathmandu, Nepal, ISBN: 978-1-922069-35-1
Perceptions on Strategic Orientation of Human Resource
Professionals in South Asia
Ajantha S Dharmasiri*
Senior managers’ perspectives on the strategic orientation of the HR
professionals in the South Asian corporate sector were the focus of this
study. The objectives of the study were to investigate the relationship
between the perception of senior managers and the HR professionals on the
strategic orientation of HR professionals and to identify the patterns and
trends emerging in relation to such perceptions, using a multiple
constituency framework (Tsui, 1984). In-depth interviews were conducted
based on an open-ended questionnaire with 12 chief Executive Officers and
12 Chief Finance Officers in addition to their corresponding 12 Heads of
Human Resources. The modified grounded theory approach by Strauss and
Corbin (1990), was selected as the appropriate way to understand the
patterns emerging from a relatively small sample such as the one selected.
Justification of the selection of a predominantly qualitative approach was
also done. Key strengths of HR professionals and main challenges they face
were also discussed. Tacit knowledge, conceptual skills, business
awareness and societal contribution appeared as core personal factors
contributing to the strategic orientation of HR professionals. Leader’s
recognition of HR, conducive organizational environment and performance
orientation emerged as core organizational factors. Academic and practical
significance of the study was also discussed.
Key Words: HR Managers, Strategic Orientation, Competency Deficit, Opportunity
Deficit
Field of Research: Human Resource Management
Background
Much has been written about the increasing role of Human Resource (HR) Managers
in adding value and improving the competitive advantage of organizations (Baruch,
1998; Hendry and Pettigrew, 1986; Legge, 1989; Ferris et al., 1990; Dessler, 2004;
Ulrich and Brockbank, 2005; Armstrong, 2006; Chanda and Shen, 2007). What is
unclear however is whether HR Managers possess the strategic orientation that is
needed to create value and if so to what extent does the existing evidence support the
presence of this orientation is worth investigating.
Roles of HR Professionals
The importance of the role of HR managers in organizations has at best been
ambivalent. When measures such as relative occupational pay levels and seats on the
board of directors are considered, HR mangers seem to be weak on these aspects in
_____________
*Senior Lecturer, Postgraduate Institute of Management, Colombo, Sri Lanka. Email: ajantha@pim.lk
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Proceedings of Global Business Research Conference
7-8 November 2013, Hotel Himalaya, Kathmandu, Nepal, ISBN: 978-1-922069-35-1
organizations (Strauss, 2001; Milward et al., 2000). A study done in the Philippines,
involving 200 companies revealed that 42% of private and 57% of public organizations
still treat HR as a subset of administration.
Othman and Teh (2003) state that in many countries in Southeast and East Asia, the
value of HR as a source of competitive advantage has yet to be recognized. The
challenge to HR practitioners is to move beyond a silo mentality in which solutions can
only be found within HRD and to embrace a perspective that organizational problems
are systemic and require systemic solutions (Bing et al., 2003).
“Since 1987, our research has identified the skills that determine effective HR
professionals” says Ulrich (2012). According to his research, there is a strong
empirical foundation with rigorous statistical analyses, a global sample, a
measurement approached focused on personal and business performance.
Ranasinghe & Dharmasiri (2013) also highlight the
key challenges facing HR
professionals.
HRM in South Asia
South Asia, comprising of Bangladesh, Pakistan, India and Sri Lanka is a context
where paradoxically, the best brains and worst poverty are both present (Bhushan,
2000). Considering the state of HRM in India, Budhwar (2001) comments that the
pressures created by overseas operators on local operators have created a strong
need for Indian HR Managers to seriously emphasize issues related to performance.
If Indian organizations want to compete with their foreign counterparts, the
challenges faced by HR need serious consideration (Singh, 2003; Srinivasan et
al.,1996; ).
In the case of Pakistan, a similar emphasis on HR is evident. According to Khilji
(2001), the function of HR holds promise for employees in Pakistan and it is the way
forward. Siddiquee (2003) endorses a similar viewpoint, in the context of
Bangladesh. According to him, despite the prevalence of a broad consensus on the
strategic importance of the human resource factor, the paradigm shift is yet to take
place in the public bureaucracies of developing countries, including Bangladesh.
Regarding Sri Lanka, Nanayakkara (2003), referring to a study involving 47
companies in the services and manufacturing sectors in Sri Lanka, revealed that the
overall HRM performance was below expectation levels. Furthermore, the HR
strategy - business strategy link was found to be the weakest link. These findings
were further supported by a pilot survey conducted, involving a sample of 30 HR
Managers drawn from the executive MBA – HRM programme at the Postgraduate
Institute of Management (PIM), Colombo, Sri Lanka, where a clear operational bias
with minimal strategic orientation was evident.
Comparatively, few studies on the strategic aspects of HRM have been done in South
Asia, mainly owing to the “infancy stage of HRM” (Budhwar, 2004). As Chanda and
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Proceedings of Global Business Research Conference
7-8 November 2013, Hotel Himalaya, Kathmandu, Nepal, ISBN: 978-1-922069-35-1
Shen (2007) observe, the literature available on HRM practices is largely conceptual
and they conclude that HRM practices can help to create sustained competitive
advantage, especially when they are aligned with a firm’s competitive strategy. There
is a need for more empirical studies in the Asia-Pacific context. This research
attempts to fulfill gaps both in the content and methodology of research in HRM in
South Asia.
The study focuses on understanding the strategic orientation of HR Managers in South
Asia using a multiple constituency framework (Tsui, 1984). The two key research
questions that the study intended to address were:
i.
ii.
How do HR Professionals and their internal customers (namely the CFO
and CEO) view the strategic orientation of the HR Professionals? What are
the personal factors and the organizational factors that contribute to the
strategic orientation of HR Professionals?
What are the constraints and challenges that enable or inhibit them to play
the role of strategic contributor?
Methodology
Since the focus of the study was on understanding the why and how of the
phenomena, the grounded theory approach proposed by Glaser and Strauss (1967),
and subsequently modified by Strauss and Corbin (1990), was selected as the
appropriate way to understand the emerging patterns. In addition to the qualitative
data gathered through in-depth interviews, a questionnaire to assess the strategic
orientation of HR Managers and the strategic integration of HR function in the
organization was also obtained. The Strategic Orientation Questionnaire (SOQ) as
well as the Strategic Integration Questionnaire (SIQ) were the instruments used for
this purpose. The data collected was analyzed in accordance with the research
objectives.
In a purposive sample of 12 organizations across the four countries namely India, Sri
Lanka, Bangladesh and Pakistan, in-depth interviews were conducted based on an
open-ended questionnaire with the head of HR as the key HR Manager in focus. The
CEO of the organization was interviewed to obtain his perspective of the strategic
orientation of the HR Manager. The head of finance (CFO) was also interviewed in
order to discern the financial perspective and also his views as a key contributing
member in the strategic planning process. The organizations were in the following
sectors – Banking, Telecom and a domestic conglomerate.
The organizations were identified based on their documented evidence of the
recognition of the people factor and the availability of a strategic planning process.
Such documented evidence is sought through the initial collection of secondary data
such as website information, latest annual corporate plans, recent statements made
by the Chief Executive Officer in this respect, etc. Availability of a document
containing the strategic plan for the next 3 -5 years was considered as a pre-requisite
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Proceedings of Global Business Research Conference
7-8 November 2013, Hotel Himalaya, Kathmandu, Nepal, ISBN: 978-1-922069-35-1
to justify the selection. The rationale for such a selection is to represent the
dimensions of growth and stability, market leadership as well as rapid growth and
dynamism. The inclusion particularly of a conglomerate was done with a view to
exploring the strategic HR orientation in the context of a central (Corporate HR) group
linking strategic business units operating in diverse industries.
Assessing the expectations of HR by various stakeholders including the CEO and the
CFO by measuring their perception using appropriate instruments has been
addressed in HRM research (Skiner, 1997; Gibb, 2000; Wright et al., 2001; Buyens
and Vos, 2001; Dharmasiri, 2007). Hence, the inclusion of the CEO and the CFO in
addition to the HR professional can be further justified.
Design
The following constructs were explored during the interviews.
Needed Competencies for Strategic HR Managers
1. Tacit knowledge (PF1)
Knowledge gathered through experience in, and exposure to, the strategic
decision making process. (Adapted from Nonaka and Takeuchi, 1995)
2. Conceptual skills (PF2)
Envisioning and analytical skills needed for strategic decision making. (Adapted
from Katz, 1974)
3. Business Awareness (PF3)
The understanding of the nature of business one’s organization is engaged in.
(Adapted from Ulrich and Brockbank, 2005)
4. Passion for results (PF4)
The drive exerted by the HR Manager with the required attitude to
achievement. (Adapted from Bruch and Goshal, 2002)
5. Synergy with the top team (PF5)
The constructive corporativeness extended by the HR Manager in dealing with
the key players in the top team. (Adapted from Covey, 2004)
HR Enabling Leadership
1. Leader’s recognition of HR (OF1)
The understanding of the CEO on the importance of HR. (Adapted from Avolio
et al., 1991 and Pareek, 1997).
2. Leader’s nurturing of HR (OF2)
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Proceedings of Global Business Research Conference
7-8 November 2013, Hotel Himalaya, Kathmandu, Nepal, ISBN: 978-1-922069-35-1
Emphasis paid by the head of the organization in developing the HR
Manager. (Adapted from Avolio et al., 1991 and Pareek, 1997).
3. Conducive organizational environment (OF3)
The organizational climate which is influential for the HR Manager to be
strategically oriented, with openness in sharing information and encouragement
for innovation. (Adapted from Rao, 1990 and Pareek, 1997)
4. Performance orientation (OF4)
The amount of thrust and emphasis from the organization toward the
achievement of set objectives. (Adapted from Kaplan and Norton, 2001)
5. Cultural impact on key decisions (OF5)
The influence of national culture on the management decisions of the
organization. (Adapted from Hofstede, 1991)
Strategic Orientation of HR
1. Contribution to strategy formulation (CF1)
The involvement of the HR Manager in formulating organizational strategies.
(Adapted from Wheelen and Hunger, 1988)
2. Contribution to strategy implementation (CF2)
The involvement of the HR Manager in implementing organizational strategies.
(Adapted from Wheelen and Hunger, 1988)
The number of respondents from each organization was limited to three and the total
number of interviews that were conducted is as given in Table 1.
Country
Table 1: Interview Details
A Leading
A Leading
A Leading
Bank
Mobile
Conglomerate
Communicator
1
1
1
1
1
1
1
1
1
1
1
1
Bangladesh
India
Pakistan
Sri Lanka
Total
No. of respondents from each company: 3
Total no. of interviews: 3 x 3 x 4 = 36
Total
3
3
3
3
12
Data Analysis
Data analysis was done using the grounded theory procedures by Strauss & Corbin
(1996). The coding process resulted in the identification of themes and categories.
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Proceedings of Global Business Research Conference
7-8 November 2013, Hotel Himalaya, Kathmandu, Nepal, ISBN: 978-1-922069-35-1
The respondents included 12 HR Managers, 12 Chief Executive Officers and 12 Chief
Financial Officers, selected from three sectors in four countries of South Asia. The
details are broadly covered under the categories of gender, educational qualifications
and experience.
Since the emphasis was on high-performing organizations that occupy market
leadership positions in their respective industries, the gender specificity in relation to
the respondents was not investigated prior to the sample selection. On the other
hand, the sample points to the relatively low representation of women in senior
managerial positions in South Asia. This is in line with the findings of several global
surveys such as Grant Thornton International Business Report (2007), where it states
that four in ten businesses worldwide have no women in senior management.
Considering the education level of the respondents, except for one, all have graduate
qualifications or above. The fact that the majority have postgraduate qualifications is
an indication of the presence of knowledge and skills at senior managerial positions of
high-performing organizations in South Asia. It also confirms the role of education in
the competency development of managers.
A significant majority having work experience above 25 years is an indication of
maturity at work with sufficient acquisition of tacit knowledge. Even the minority having
at least 15 years of experience denotes sufficient exposure to business, leading to a
higher understanding of challenges and complexities associated with their respective
industries.
A majority of the respondents have work experience outside their own country. There
were respondents from Pakistan, Bangladesh and Sri Lanka who had work experience
in India. Global meant having work experience in at least one country outside the
South Asian Region. These countries include the USA, the UK, Australia and the
Middle East.
Key Findings
What contributes to the strategic orientation of HR professionals? Attempt was made
to capture salient details as shown in table 2.
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Proceedings of Global Business Research Conference
7-8 November 2013, Hotel Himalaya, Kathmandu, Nepal, ISBN: 978-1-922069-35-1
Table 2: Most Noteworthy Achievements of HR Professionals
Achievement
Pertaining
to
Revamping the performance management system
Introduction of performance related pay
Establishing a compensation system
Creating a performance oriented culture
Introduction of Balanced Score Card as a strategy execution
system
The largest implementation of SAP software with the HR module in
the Asia-Pacific region
Establishing HR systems for effective organizational performance
Attracting, developing and retaining talent to cater for massive
business expansion
Setting up HR systems starting from zero.
Introduction of an innovative pension buy back scheme
Understanding business complexities to ensure the required HR
responses
Bringing HR from a “black hole” to the limelight, with much greater
recognition from Senior management
Source: Survey Data
BdBank
BdCell
BdGroup
InBank
InCell
InGroup
PkBank
PkCell
PkGroup
LkBank
LkCell
LkGroup
In moving further, the biggest challenge as identified by the HR professionals were
also captured. Table 3 contains the details.
As in the earlier case, it is evident that business awareness (PF3) is essential for
facing the above challenges. It needs a conducive organizational environment (OF3)
among many other personal and organizational factors. As the HR professional of
PkCell remarked:
“We are in a rapidly moving business. The more we attract talent and
develop them, the more the risk of losing them to our competitors. Mind
you, we have 5 more aggressive competitors. In order to retain high
performers, we need to motivate them. I believe this can be only possible
through ensuring employee dignity. I mean treating them professionally with
respect. We created an empowered culture. People feel like having power
to take needed decisions within given guidelines. Then they own the
actions and results. They also do their very best. This in fact is a sure
recipe for success.” (Extracted from the transcription related to HRP,
PkCell, 17/04/07)
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Proceedings of Global Business Research Conference
7-8 November 2013, Hotel Himalaya, Kathmandu, Nepal, ISBN: 978-1-922069-35-1
Table 3: The Biggest Challenge As Identified by the HR Professionals
Challenge
Pertaining
to
Transforming employee mindsets towards higher performance and
better ownership of results
BdBank
“Benefit selling” of HR initiatives to obtain employee commitment
Increasingly heavy HR support demanded by SBU’s
Fulfilling the accelerating demand for better talent with rapid
business expansion
Attracting and retaining best talent in the face of growing
competition
Developing systems for career development to retain high
performers
Ensuring the best contribution of HR for business expansion
Grooming high performers for higher responsibilities
Making the HR function system-driven with consistency
Linking individual performance with organizational results
Attracting, developing and retaining best talent
BdCell
BdGroup
InBank
Fulfilling a severe dearth of talent in the face of rapid business
expansion
Source: Survey Data
LkGroup
InCell
InGroup
PkBank
PkCell
PkGroup
LkBank
LkCell
Key Strengths, Issues and Achievements of HR professionals as Identified by
CEOs were also captured. Table 4 contains the details.
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Proceedings of Global Business Research Conference
7-8 November 2013, Hotel Himalaya, Kathmandu, Nepal, ISBN: 978-1-922069-35-1
Table 4: Key Strengths, Issues and Achievements of HR Professionals as
Identified by Ceos
Key Strengths
Key Issues
Key Achievements
Refers
to
Experience in Bangladesh
as well as Asia Pacific
Adoptability from a
multinational mindset
to a local bank
Need to strengthen the
second line defense of
HR
Revamping the
performance
management system
Creating a
performance oriented
culture
BdBank
Need to improve the
execution of HR plans
Improving the
compensation system
BdGroup
Need to develop the
entire HR team
Development of
robust HR systems
InBank
Implementation of
Balanced Score Card
InCell
Maturity in handling HR for
a long period
Low emphasis on
attitudinal change of
people
Need to develop the
entire HR team
InGroup
Exceptional dedication and
commitment
Need to significantly
improve the HR team
Producer of business
results
Need for greater speed
and flexibility
Mature and well connected
Need to be involved
more in business
activities
Need to understand the
complexities of the
industry
Need to pay more
attention to detail
HR Systems
development using IT
software
Introducing a
performance
management system
Creating a
performance oriented
culture
Building a competent
HR team
Revamping the
performance
management system
Creating a quantum
change in the HR
Department
Ensuring the proper
HR systems are in
place
LkBank
Knowledge on global best
practices and firmly rooted
in local culture
Multinational exposure for
a long period resulting in
thoroughness with HR
tools and techniques
Well balanced, having the
right mix of strategic
thinking and dedicated
execution
Vast experience local and
overseas
Possession of required
competencies
Excellent service as well
as business orientation
Adequately conversant
with business needs owing
to long association
Need to come to grips
with the actual
implementation of
practices
BdCell
PkBank
PkCell
PkGroup
LkCell
LkGroup
Source: Survey Data
Moving further, how CFOs viewed HR professionals with respect to above aspects
were also captured. Table 5 contains the details.
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Proceedings of Global Business Research Conference
7-8 November 2013, Hotel Himalaya, Kathmandu, Nepal, ISBN: 978-1-922069-35-1
Table 5: Key Strengths, Issues and Achievements of HRMs as Identified by
CFOs
Key Strengths
Key Issues
Key Achievements
Refers to
Systematic approach
with specialized
knowledge of HR
Less emphasis on
educating functional
managers on HR
Changing the performance
management system
incorporating individual and
team targets
BdBank
Very high interpersonal
relationships
Professional recognition of
other senior managers,
who may lack multinational
exposure
Bring the performance
orientation to the forefront
BdCell
Approachability and
caring for people
Development of the entire
HR department
Making the compensation and
reward schemes more
attractive
BdGroup
Has the ability to drive
multiple initiatives
Low level of interdepartmental relationships
of the HR team
HR Systems development
InBank
Expert on the industry
Low business awareness
of the HR team
InCell
Very high interpersonal
relations
HR team not fully geared to
face business challenges
Awareness creation and
collective implementation of
Balanced Score Card
Development of HR Systems
Highly qualified in the
field of HR
Less business awareness
in the HR team
Establishing a performance
management system
PkBank
Proactive in approach,
especially in satisfying
HR needs
Regular upgrading of
business awareness
Strengthening the
performance orientation at all
levels
PkCell
Wealth of exposure
Need to understand the
complexity of the business
Making the HR team more
professional
PkGroup
Very competent in
handling HR
Need to tackle complex
issues promptly and
professionally
Improving the performance
management system
LkBank
Very professional in
approach
Need for the entire HR
team to be more business
oriented
Making the HR team more
business oriented
LkCell
Knowing the big picture
Low emphasis on making
people internalize HR
practices
Establishing HR systems
LkGroup
InGroup
Source: Survey Data
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Proceedings of Global Business Research Conference
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As an overall comment, it can be seen that despite the socio-cultural differences in the
four selected countries, commonalities prevail in the way HR professionals
strategically orient themselves and thereby add value to the business.
In relation to the responses obtained using the Strategic Integration Questionnaire
(SIQ), the scenario is as depicted in Figure 1.
Figure 1: Status of Strategic Integration of HR in the Four Countries
Bd
4.5
4.0
3.5
Lk
3.0
In
Pk
Strategy Formulation
Strategy Implementation
Source: Survey Data
Considering the HR professionals involvement in strategy formulation, the three Sri
Lankan organizations in the sample indicated a relatively high level. This can be
attributed to factors such as the HR professional’s active contribution as a Board
Member and the leader’s recognition of HR. Even though the rating was relatively low
with respect to the three Indian organizations, it was the mobile communication
provider whose lower rating had contributed to the lowering of the average. Upon
investigation, the main reason was found to be the HR professional’s low involvement
in making strategic decisions of a highly technological nature.
With respect to strategy implementation, the Bangladeshi and Pakistani companies in
the sample showed a relatively low level. This could be attributed to factors such as
the HR professionals influence on the HR department, composition of the HR
department, as well as the support of line managers for HR strategy implementation.
Overall Patterns Emerged
The findings discussed so far are in line with the research conducted by Hoque and
Moon (2001), who established that: “The growing number of specialists using the HR
title are well qualified, are more likely to be involved in strategic decision making
processes and are most likely to be found in workplaces within which sophisticated
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Proceedings of Global Business Research Conference
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methods and techniques have been adopted”. As Armstrong (2006) comments on the
above findings:
“As such, the HR professionals act as business partners, develop integrated
HR strategies, intervene, involve, operate as internal consultants and
volunteer guidance on matters concerning upholding core values, ethical
principles and the achievement of consistency. They focus on business issues
and on working with line managers to deliver performance targets.”
(Armstrong, 2006: 72)
Emerging Strategic Role for HR in South Asia
On the basis of the discussion so far, the researchers intend to propose a new role for
HR professionals in South Asia. It is for them to move beyond the traditional
boundaries of the organizations in catering to society at large. Based on the HR role
framework by Corner and Ulrich (1998) and subsequent modification by Ulrich et al
(2005, 2012), the author proposes the framework depicted in Figure 2.
Figure 2: Emerging Role for HR Professionals in South Asia
Society
People
Societal Contributor
Strategic
Focus
Operational
Focus
Process
Technology
Source: Authors’ concept
According to Figure 2, the emerging role of HR, which the authors propose as
“societal contributor” encompasses having strategic focus, involvement of people, and
working for society. The other end of the continuum is technology, where the use of
Information and Communication Technologies (ICT) in relation to HR, is highlighted.
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In playing the role of societal contributor, HR professionals in South Asia have to be
strategically oriented, not only in the traditional sense, but also having the issues and
concerns of society in mind. This will be a way of re-defining the strategic orientation
of HR Managers in South Asia.
Significance of the Findings
The findings arrived at in a South Asian setting is of significance due to a variety of
reasons. As Khatri (1999) observes, conducting strategic HRM studies in other parts
of the world, for example in Asia, would help to meet the shortage of empirical work in
the field in those parts of the world and also serve as a vehicle for comparative
studies.
Even though several studies can be found in the literature on the effectiveness of HR
in relation to corporate performance, the focus has been more on the HR function and
not on the HR Manager. In filling the missing gap, this study focused on the occupant
of the HR leadership position, with respect to his /her strategic orientation while paying
due attention to the opportunities provided by the organization for such an
engagement.
Considering the nature of the findings, it may provide insights into the combination of
creativity and science, as advocated by Strauss and Corbin (1990) in a predominantly
qualitative study.
It needs to be ensured that the HR professional is involved in the strategic decision
making process of the organization. Further, HR policies and practices are aligned to
the organizational strategic direction, and are reflective of organization’s long term
goals. Also, HR function, and particularly the Head of HR is accountable for peoplerelated strategic matters and thus should achieved agreed targets. Quantification of
targets with appropriate matrix will be a perquisite for this.
Managerial Implications of the Study
Based on the findings of the research, the following recommendations can be made
for the organizations.
Strategic Involvement of HR
It is necessary ensure that the HR Manager is involved in the strategic decision
making process of the organization. This may be translated into several key actions
such as:
i.
Encouraging the HR Manager’s involvement in cross functional teams tackling
strategic issues
ii.
Presence in the top team in providing people related information on issues and
implications of decisions.
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iii.
iv.
Coaching function of the HR Manager where he/she acts as the internal
consultant in advising the line managers on HR matters on the premise that “all
managers should be HR Managers.”
Regular meetings between the CEO and the HR Manager to discuss key
people matters affecting the business.
Strategic Alignment of HR
It is necessary to ensure that that HR policies and practices are aligned to the
organization’s strategic direction, and are reflective of the organization’s long term
goals. This should be practically approached by:
i.
Updating the HR Manager on the strategic direction of the organization, with
regular reference to organizational documents, meeting minutes and
discussions.
ii.
Devising a checklist for HR initiatives to ascertain the strategic alignment, and
apply it in the case of every new HR initiative.
iii.
Cultivating the practice of connecting the HR actions with the broad
organizational objectives, especially with the HR Manager leading by example
in grooming the HR team.
Strategic Contribution of HR
It is necessary to ensure that the HR function, and particularly the Head of HR, is
accountable for people- related strategic matters and thus should achieve agreed
targets. Quantification of targets with an appropriate matrix will be a perquisite for this.
In executing the key tasks, the following practical actions need attention:
i.
Appropriate use of strategic results tracking tools such as Balanced Score
Card, with emphasis on people related parameters.
ii.
More focused HR scorecards, representing HR strategies, objectives, initiatives
and action plans should be in place.
iii.
Regular reviews of the strategic contribution of the HR team and
communicating the results to all concerned should be given priority. Such
reviews may also act as “course correction” opportunities.
In focusing specifically on the HR Professionals, the following recommendations can
be made based on the findings of the research.
Upgrading Competencies
The HR Professional cannot survive in an increasingly changing business
environment without regularly enhancing his/her knowledge and skills with the desired
attitudinal change. Some possible actions are:
i.
Be in touch with current research done on HR, with understanding and
applications where relevant and possible;
ii.
Embark on development programmes such as short courses on diverse
aspects, not only in HR but also in relation to business as a whole; and,
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iii.
Think and act with more business sense, with greater understanding of
business by being in touch with the rest of the organization as well as the
outside world.
Exploring Opportunities
Professional networking by means of active membership in organizations related to
HR is becoming increasingly important. Some possible practical steps in this direction
are:
i.
Becoming a member of an already existing HR body, such as the Institute of
Human Resource Management;
ii.
Forming new bodies to establish greater cooperation related to common issues,
despite organizations competing with each other. All HR Managers in banks
getting together in one forum to discuss common people issues is one such
example; and,
iii.
Facilitating activities involving more than one organization in line with CSR
initiatives, with a clear understanding of community needs.
Conclusion
As an overall conclusion of this study, it can be stated that the strategic orientation of
the HR professionals from a purposive sample of high performing 12 companies in
Bangladesh, India, Pakistan and Sri Lanka showed patterns of strategic orientation,
highlighting the need to strengthen personal and organizational contributors. It also
highlighted the need to sharpen the societal awareness as an emerging strategic role
in overcoming the triple challenges of managing poverty, growth and change in South
Asia. Such a renewed awareness of the global, regional and local realities will pave
the way for a new people paradigm for South Asia.
References
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