Hr Issues in Small Business Powerpoint Presentations

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					       Practice of HRM
              and
Profile of the HR Practitioner
       in the Philippines

             Edna P Franco
       Ateneo de Manila University
Contribution of HR
The Bottom Line

  HR improves the organization’s talent bank
  through selection and training
  HR communicates the attitudes and behaviors
  that are valued, and shapes perceptions that
  evolve into the organization culture (Ostroff &
  Bowen, 2000)
  HRM activities result in HR outcomes that
  influence firm performance (Pfeffer, 1994;
  Paauwe & Richardson, 1997)
 HR activities-> HR outcomes -> Firm Performance
Ateneo CORD Researches

 State of HR Practice (Franco, 2003)
   Surveyed 116 organizations with 134
   respondents from
      Small, medium and large organizations
      Local and multinational businesses; non-profit
      and government

 Profile of HR Practitioners (Lanuza &
 Hechanova, 2004)
   Surveyed 131 HR practitioners of various
   background and level of experience
      HR in the Philippines Today
Perceived Issues

Global
• Globalization
• Increasing use of IT

Local
• Poor Economy
•   Peace and Order
•   Poverty

People
• Changing work
   values/ Employee
   expectations
• Decreasing Loyalty
• Migration of skilled
  workers
      HR in the Philippines Today
Perceived Issues            Organization
                               Response
Global
• Globalization          Focus on Customer
• Increasing use of IT   Networking and
                            Alliance Building
Local
• Poor Economy           Capability Building
•   Peace and Order      Motivation and
•   Poverty                 Rewards
                         Improved Organization
People                      Efficiency and
• Changing work             Productivity
   values/ Employee      Decreased Operational
   expectations             Cost
• Decreasing Loyalty
• Migration of skilled
  workers
      HR in the Philippines Today
Perceived Issues            Organization          HR Response
                               Response
Global
                         Focus on Customer
• Globalization                                  Facilitating change
                         Networking and
• Increasing use of IT      Alliance Building    Becoming business
                                                 partner
Local                                            Developing new HR
                         Capability Building     Competencies
• Poor Economy                                   Redefining role as HR
                         Motivation and
•   Peace and Order                              consultant
                            Rewards
•   Poverty
                         Improved Organization
People                      Efficiency and       Devolving HR functions to
• Changing work             Productivity         line
   values/ Employee      Decreased Operational   HRIS
   expectations             Cost                 Outsourcing
• Decreasing Loyalty                             Use of technology
                                                 Shared services
• Migration of skilled
                                                 Self-service
  workers
      HR in the Philippines Today
Perceived Issues           Organization            HR Response
                              Response
Global                                          Strategic
                         Focus on Customer
• Globalization                                   Facilitating change
                         Networking and
• Increasing use of IT                            Becoming business
                            Alliance Building     partner
Local                                             Developing new HR
                                                  Competencies
• Poor Economy           Capability Building
                                                  Redefining role as HR
•   Peace and Order      Motivation and           consultant
•   Poverty                Rewards
                         Improved               Operational
People                     Organization           Devolving HR functions to
• Changing work            Efficiency and         line
   values/ Employee        Productivity           HRIS
   expectations          Decreased                Outsourcing
• Decreasing Loyalty       Operational Cost       Use of technology
• Migration of skilled                            Shared services
                                                  Self-service
  workers
               Strategic HRM
“If organizational capability has become a source of
 competitiveness, and if line managers and HR
 professionals are to be the champions of organization
 capability, then a new agenda for both HR practices and
 HR professionals must emerge….

 The primary actions of the strategic human resource
 manager is to translate business strategies into HR
 priorities”.

    David Ulrich – University of Michigan, and Organization
                                           Consultant(1997)
HR Key Roles (Dave Ulrich Model)
                              STRATEGIC FOCUS
                                          identifies and develops new
 aligns HR strategies and practices and
                                          behaviors that build capability and
        makes tangible contributions to
                                          sustain the organization’s
                      business strategy
                                          competitiveness

                       Strategic          Change
MANAGING                Partner           Agent                  MANAGING
PROCESS                                                           PEOPLE
ACTIVITIES Administrative                 Employee               ACTIVITIES

                           Expert         Champion
        concerned with designing and      deals with day to day
    delivering HR processes efficiently   problems, needs and concerns
                                          to promote employee well-being and
                                          strengthen commitment and competence
                                 OPERATIONAL
                                    FOCUS
HR Roles Profile Scoring


4 and up   indicates a well-developed role


 2.25      and below indicates weak or low
                   quality
  HR Roles (Over-all Mean)
   5


  4.5


   4

S
  3.5
t
r
e
n
    3
g
t
h 2.5


   2


  1.5


   1
        Strategic Partner   Change Agent     Admin Expert   Employee Champion
                                      HR ROLES
 HR Roles
 (by type of organization)
 5
                      Locally-owned         MNCs
4.5                   Others:               GO, NGO, NP

 4

3.5

 3

2.5

 2

1.5

 1
      Strategic   Change Agent   Admin Expert   Employee
       Partner                                  Champion
HR Roles
(Perceived across Position Levels)
Profile of the
 Filipino HR
Practitioner
  Demographics
    Education
  Competencies
                Demographics




                                               Civil Status
Gender
                                                   Others
                                                    2%
                    131 respondents
         Male                                            Single
         28%         Mean Age = 39                        28%
Female               Age Range – 22 to 65
 72%                                           Married
                                                70%
                Mean HR Work Experience = 13
                Experience Range – 1 to 33
                    Demographics
                Organizational Level
                    28%            48%    HR Head - 55
                                          Head of HR Unit - 27
                                          HR Staff - 32




                      24%                                        Civil Status
Gender
                                                                     Others
                                                                      2%
                        131 respondents
         Male                                                              Single
         28%              Mean Age = 39                                     28%
Female                    Age Range – 22 to 65
 72%                                                             Married
                                                                  70%
                   Mean HR Work Experience = 13
                   Experience Range – 1 to 33
Educational Background
                     3%
           18%


                                48%
         12%


               19%


  Psychology              Industrial Relations
  Natural Sciences        Mgmt Related
  Others
Educational Background
 58% had
 graduate
 education
                                  5%
                                5%
                           8%

                          10%

                                             58%
                           14%



             Psychology          Law          Labor Relations
             MBA                 Education    Others
Top 10 Competencies
Required of HR Practitioners
1.    Communication skills
2.    HR technical skills
3.    Professionalism and ethics
4.    Strategic thinking
5.    People orientation and development
6.    Organization diagnosis and development
7.    Problem-solving and decision making
8.    Personal development
9.    Change management
10.   Conflict management
  Required vs Actual Competencies
High
                          Communication
                           HRM Technical
 I
                      Professionalism & Ethics
 M                      People Orientation &
 P                          Development
 O                  Problem Solving and Decision
 R                     Personal Development
 T
                         Facilitation Skills
 A
 N                   Networking & Collaboration
 C
 E


 Low        LEVEL OF COMPETENCE                High
  Required vs Actual Competencies
High
           Strategic Thinking              Communication
                                            HRM Technical
 I        Change Management            Professionalism & Ethics
 M                                       People Orientation &
 P      Organization Diagnosis               Development
 O        and Development            Problem Solving and Decision
 R                                      Personal Development
 T         Conflict Management            Facilitation Skills
 A     HR Measurement & Evaluation
 N                                   Networking & Collaboration
         Information Management
 C
          Marketing & Advocacy
 E


 Low                    LEVEL OF COMPETENCE                     High
    Evolving Role of HR function in Organizations


                                                Initiatives to improve
                                                Organization capability
                                                   and performance        Measurable
                                 Optimising                               Value
                 HR policy &     people and        Strategic              To The
                                                   Strategic
                 procedures to   Organization      Human
                                                   Human                  Business
                  ensure right    efficiency       Resource
                                                   Resource
                    people                         management
                                                   management
                                 Human
                                 Human
                   practices     Resource
                                 Resource
Record-keeping                   management
                                 management
 and personnel   Personnel
                 Personnel
  transactions   management
                 management

  Personnel
  Personnel
administration
administration
HRM in the Philippines
 Environmental pressures require that
 organizations become agile, lean and talent-rich
 to enable it to compete
 The HR function can be a force for building an
 organization’s capability for change and for
 effectiveness.

 Over-all, HRM in the Philippines is still primarily
 strong in the traditional HR roles - Administrative
 Expert and Employee Champion

 HR Professionals rate themselves significantly
 stronger in the performance of HR Roles than
 their internal clients
HR Practitioner in the
Philippines
 HR practitioners are strong in Employee
 Champion and Administrative Expert
 competencies, they need to develop more in
 the Strategic Partner and Change Agent
 competencies
 There is low appreciation for the importance
 of critical global competencies:
 Measurement and evaluation, Information
 management, and Marketing and advocacy
 Propositions
      for
a Relevant HR
1. Build Strategic Competencies

                BUSINESS AND INTERPERSONAL
                ORGANIZATION COMPETENCE
                   SENSE
                         PERSONAL

HR                        CLARITY
Professional    HR TECHNICAL   ORGANIZATION
                 EXPERTISE     DEVELOPMENT
2. Research, measure
and make changes
 Diagnosis is essential to determine how HR can
 best support organization vision and business
 goals.
 Benchmarking best practices must be enhanced
 by systematic assessments to match employee
 needs, organization norms and culture.
 Organizations would benefit from knowing the
 returns on HR investments. Evaluation
 researches are a must.
I-O Psychologists in HR
 I-O psychologists can play an important role in
 improving the quality of life of workers and in
 making organizations more effective
 Effective engagement, not just management
 of human resources is a key driver of business
 success

 Successful business will spur economic growth
 Economic growth propels national
 development
Thank You

				
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