3-Akhil + Abin Changing Role of Hrm

8/3/2019 3-Akhil + Abin Changing Role of Hrm

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HUMAN RESOURCE MANAGEMENT

ASSIGNMENT-1

TOPIC: CHANGING ROLE OF HRM

Submitted to:Mr. Renjith Krishnan

Faculty HRM

MBA DEPT.

AIMIT

Submitted by: Akhil krishnsn k.p (Batch-B),

Abin Jose (Batch-A)

INTRODUCTIONHistorical Role of HRFrom a historical perspective, the role of HR has moved through three differentphases. In the past, HR role was separate to the organizations business

strategy. The main function of personnel department was to provideadministrative support in relation to staffing issues.

PAST VIEW OF HUMAN RESOURCE MANAGEMENT


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HR SPECIALISTSIn common view of HR that of providing a supportive role .Greater HRresponsibility has been passed to line managers. It is the responsibility of the Hr

department to provide support to the line managers and other customers withinthe organization as needed

CURRENT VIEW OF HUMAN RESOURCE MANAGEMENT

The role of HR is assuming that of a strategic business partner. HR management

needs to focus on big picture .Understand the business, it's strategies, and itsgoals and take the lead in ensuring that the organization has human resource

capital required to succeed.HR will be the glue that holds the organization

together and also the oil that lubricates the various parts f organization. HRmust add value to the organization

HUMAN RESOURCE MANAGEMENT BUSINESS OPERATIONS


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F U T U R E V IE W O F H U M A N R E S O U R C E M A N A G E M E N T

STRATERGIC BUSINESS DRIVEN BY HUMAN RESOURCE MANAGEMENT

Critical Competencies of HRProfessionals in the 21st

CenturyThe new roles that HR professionals will need to undertake require that new competencies be

devoloped. The Conference Board report identifies a number of critical competencies that HR

professionals will need to possess in order to contribute to the organisations success. These

competencies include the ability to facilitate and impliment change on a global scale;

developing cross-cultural leadership skills; gaining a global business savvy; and being able to

build teams across borders. HR professionals will need stronger cross-cultural orientations aswell as language skills in order to communicate and develop a deeper understanding of the

environment in which the organisations workforce operates. There is a need to globalise the

core HR leadership group so that it is more aligned with business opportunities worldwide as

well as with the cultural diversity of the organisation. HR professionals will need to be

rotated among different offices and operations of the organisation in order to develop greater

cultural sensitivity as well as an understanding of organisational operations. HR professionals

will also need a greater knowledge regarding international business practices and labour laws.

Interestingly, The Conference Board report indicates that many of the roles that HR

professionals will need to fulfil in the future are presently not being performed well. Fewer

than 20% of the executives surveyed rated HR professionals as performing extremely well insuch areas as integrating global and local perspectives in its decision, supporting global


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mobility and development experiences, building and supporting global networks of

relationships, developing global leaders and global staffing. These findings demonstrate the

work that HR professionals still need to accomplish in order to remain as significant

contributors to their organisations success.

HR Roles Within Organisations

The three diagrams presented above describe the state of human resource management within

organizations. HR departments still need to be concerned to handle payroll, benefit plans

,vacation and leave entitlements. HR professionals are also needed to provide support to line

managers in filling job vacancies and dealing with particular HR issues that arise in the day

today functioning of the organization . however , many of this specialist and supportive

functions can be outsourced so that HR professionals can focus on the large , more strategic

needs of the organization.

In this way , the energies of HR department can be directed towards helpition succeed .

TOP MANAGEMENT

STRATEGIC BUSINESSDRIVEN HRM

HR SUPPORTIVE ROLE

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VALUE DRIVERS

INTEGRATIVE/GENERALIST NON-HR


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HR SPECIALIST

FUNCTIONAL

SPECIALISTS

CHANGING ROLE OF HR1-Developing and retaining the bestemplo y ees

Managing TalentThis is the topic at very near the top of the agenda in every region and every industry. Itinvolves attracting, developing ,and retaining all individuals with high potential regardless ofwhether they are managers, specialists, or individual contributors across all levels oforganization. Companies may soon find talent scarier than funding, as individuals gain moreemployment options. To tackle this challenge, companies should consistently and deliberatelycommunicate their HR value proposition and marketing messages and identify new talent

pools. In talent planning, they also need to take into account the future geographic footprintand future activities of the firm, and they should implement programs that will enable talent

affiliation and development.


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Improving Leadership DevelopmentLeadership development is closely linked to talent management. Furthermore, the value

added by management and managerial engagement contribute critically to outstandingbusiness performance In today's Increasingly complex organizationsand leadership plays

an essential role So generating both. Leaders convey the mission and sense of purpose of theorganization. They serve as role models, are the primary developers of people, and engagethe staff In highly visible ways. Corporations should invest considerable resources in definingspecific leadership models, assessing their leaders, and designing development programs.

Managing Work-Life Balance .Many employees are looking for more than Just a pay check these days. Employers will need

to understand this quest in order to attract and retain talent. Some workers have multipleemployment options and can pick a job on the basis of flexible work hours and othernonfinancial features. Other workers are willing to work beyond retirement age provided thatthey can take longer vacations than their career-track colleagues. Many younger employeessimply have new and non traditional expectations about work. Company responses toemployees' needs may range from providing flexible work arrangements to addressingemployees' growing desire to derive a sense of greater purpose from their work. Increasingly,companies will And it beneficial to offer "motivational management," under which someelements of compensation will consist of non-traditional and noneconomic features. Evenwhen companies offer such initiatives today, however, employees often perceive that theseoptions may hinder their careers and their standing within the company.

2-Anticipating Change Managing Demographics.

With the work force in developed economies graying, companies need to manage two risks:the loss of capacity and knowledge as employees retire and the loss of productivity as the work force

ages. Companies can minimize their exposure to such demographic risk by certain systematicapproachto analyzing the future supply of and demand for employees under different growth scenarios. Thisapproach will allow companies to determine how many employees they are likely to need, whichqualifications those employees should possess, and when the organizations will need them. At the sametime, companies across all industries need to analyze and understand the effects of an aging work forceand then take dedicated and focused actions to address or mitigate those effects. For example,companies can add or enhance career tracks, shift work schedules, or adjust health-management

programs so that an aging work force can maintain the highest levels of productivity.


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Managing Change and Cultural TransformationThis topic is not, as executives sometimes contend, merely a "soft" issue; all change should be hard-wired

into an organization in a tangible and measurable way. As the pace of change quickens, managingcorporate and cultural change becomes a critical capability, especially for companies in the consumergoods and technology industries as well as the public sector. Yet change is the toughest challenge thatcompanies face, especially complex, high-stakes, breakthrough change. Companies need to develop anintegrated approach that addresses both operational and organizational changes, focuses on the

behaviors of employees, and uses rigorous tracking and reporting to stay on schedule and on budget.The HR functiontogether with the change-management leadership teamhas a critical role to play.

Managing Globalization.All large companies face globalization, as they either move into new global markets or face

competitionfrom them. Rapidly developing economies like Brazil, China, India, and Russia, will be critical to thesuccess or failure of many companies. One of the main HR challenges that these companies will face inmanaging globalization is making sure that the right people are in place in the right locations and that thereis effective and efficient cross-country and cross-cultural collaboration.

3-Enabling the Organization Becoming a Learning Organization

In a world driven by innovation and rapid change, becoming a learning organization from top to bottomprovides a dear competitive advantage. Creating this advantage requires careful planning to ensure thatthe right people are being trained in the right ways. Few companies told us that they have found theidealway to prepare their employees to cope with the complexities and accelerated speed in an increasingly

global economy. This topic is particularly important since many national education systems are failingto arm potential employees with the skills that they will require to keep pace in the future. Corporateinvestments in learning and training activities are likely to increase significantly, and companies willneed to monitor more systematically their return on these investments.

Transforming HR into a Strategic Partner .While many HR executives told us that their companies arc proficient in this topic, they nonethelessrecognized its future importance. Executives who work outside the HR department, meanwhile, cited a

big need for HR to improve its ability to become a strategic partner. As we mentioned earlier, one of thekeys for success will be ensuring that HR professionals have the operating experience and businessacumen required to add value to the business itself. Another key to success will be the ability of the HRdepartment to optimize its delivery model through both appropriate organization and governance and


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the use of automation and shared services or outsourcing arrangements whenever relevant. Most of thetopics presented in this report will require HR to assume the role of a strategic partner.

HRS NEW ROLEThe five challenges described above have one overarching implication for business: the onlycompetitive weapon left is organization. Sooner or later, traditional forms of competitiveness-cost, technology, distribution, manufacturing, and product features - can be copied. Theyhave become table stakes. You must have them to be a player, but they do not guarantee youwill be a winner. In the new economy, winning will spring from organizational capabilitiessuch as speed, responsiveness, agility, learning capacity, and employee competence.Successful organizations will be those that arc able to quickly turn strategy into action; tomanage processes intelligently and efficiently; to maximize employee contribution andcommitment; and to create the conditions for seamless change. The need to develop those

capabilities brings us back to the mandate for HR set forth at the beginning of this article.Let's take a closer look at each HR imperative in turn.

Becoming a Partner in Strategy Execution.I'm not going to argue that HR should make strategy. Strategy is the responsibility of a

companys executive team of which HR is member. To be full fledged strategic partners withsenior management, however, HR executive should impel and guide serious discussion ofhow companies should be organised to carry out its strategy . It involves four steps .First HRshould be held responsible for defining an organisational architecture. In other words itidentify the underlying model of the companies way of doing business .several wellestablished frame works can be used in this process . Ja Galbraith's star model, for example,

identifies five essential organizational components: strategy, structure, rewards, processes,and people. The well- j known 7-S framework created by McKinsey % j Companydistinguishes seven components in a company's architecture: strategy, structure, systems,staff, style, skills, and shared values .It's relatively unimportant which framework the HRstaff uses to define the company's architecture, as long as it's robust. What matters more isthat architecture be articulated explicitly. Without such clarity, managers can become myopicabout how the company runs-and thus about what drives Strategy implementation and whatstands in its way. They might think only of structure as the driving force behind actions anddecisions, and neglect systems or skills. Or they might understand the company primarily interms of its values and pay inadequate attention to the influence of systems on how work-thatis, strategy execution-actually gets accomplished.

Senior management should ask HR to play the role of an architect called into an already-building to draw up its plans. The architect .makes measurements; calculates dimensions;notes windows, doors, and staircases; and examines the plumbing and heating infrastructures.The re* suit it a comprehensive set of blueprints that contains all the building's ports andshows how they work together .Next, HR must be accountable for conducting anorganizational audit. Blueprints can illuminate the places in a house that require immediateimprovement organizational-architecture plans can be similarly useful. They are critical inhelping managers identify which components-of the company must change in order tofacilitate strategy execution. Again, hr's role is to shepherd the dialogue about the company's

blueprints.


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Consider a company in which HR defined the organization's architecture in terms of itsCulture, competencies, rewards, governance, work processes, and leadership. The HR staff

was able to use that model to guide management through a rigorous discussion of "fit"-didthe company's culture fit its strategic goals, did its competencies, and so forth. When theanswer was no, HHHR was able to guide a discussion of how to obtain or develop what was

missing.The third role for HR as a strategic partner is to identify methods for renovating theparts of the organizational architecture that need it. In other words, HR managers should heas si gn ed to take the lead in proposing, creating, and debating best practice in culturechange programs, for example, or in appraisal and reward systems. Similarly, if strategyimplementation requires, say, a team-based organizational structure, HR would beresponsible for bringing state-of-the-art approaches for creating this structure to seniormanagement's attention.

Fourth and finally, HR must take stock of its own work and set clear priorities. At any givenmoment, the HR staff might have a dozen initiatives in its sights, such as pay-for-

performance, global team work, and action-learning development experiences. But to be truly

tied to business outcomes, HR needs to join forces with operating managers to systematicallyassess the impact and importance of each one of these initiatives. Which ones arc reallyaligned with strategy implementation? Which ones should receive attention immediately, andwhich can wait? Which ones, in short, are truly li nk ed to business results? Because

bcoming a strategic partner means an entirely new role for HR, it may have to acquire newskills and capabilities. Its staff may need more education in order to perform the kind of in-depth analysis an organizational audit involves, for example. Ultimately, such newknowledge will allow HR to add value to the executive team with confidence. In time, theconcept of HR as a st ra tegi c pa rt ne r will make business sense.

The Changing Role of Strategic HumanResource Management in Principles ofManagement

Understand how HR is becoming a strategic partner.

Understand the importance of an organizations human capital.

List the key elements of SHRM.

Explain the importance of focusing on outcomes.

The role of HR is changing. Previously considered a support function,HR is now becoming astrategic partner in helping a company achieve its goals. A strategic approach to HR means

going beyond the administrative tasks like payroll processing. Instead, managers need tothink more broadly and deeply about how employees will contribute to the companyssuccess.

HR as a Strategic Partner Strategic human resource management (SHRM) strategic human resource

management (SHRM).An organizational level approach to human resourcesmanagement with a concern for the effects of HRM practices on firm

performance. is not just a function of the HR departmentCompetence: To whatextent does our company have the required knowledge, skills, and abilities toimplement its strategy?

Consequence: To what extent does our company have the right measures, rewards,and incentives in place to align peoples efforts with the company strategy?


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Governance: To what extent does our company have the right structures,communications systems and policies to create a high-performing organization?

Learning and Leadership: To what extent can our company respond to uncertaintyand learn and adapt to change quickly?

all managers and executives need to be involved because the role of people is so vital to a

companys competitive advantage. In addition, organizations that value their employees aremore profitable than those that do not. Research shows that successful organizations haveseveral things in common, such as providing employment security, engaging in selectivehiring, using self-managed teams, being decentralized, paying well, training employees,reducing status differences, and sharing information. When organizations enable, develop,and motivate human capital, they improve accounting profits as well as shareholder value inthe process. The most successful organizations manage HR as a strategic asset and measureHR performance in terms of its strategic impact.

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The new principles of management, however, require a focus on outcomes and results, not

just numbers and compliance.HR professionals track how employees are using the skillstheyve learned to attain goals, not just how many hours theyve spent in training,. In short,the people strategy needs to be fully aligned with the companys business strategy and keepthe focus on outcomes.

Becoming an Administrative Expert .For decades, HR professionals have been ta gged as administrators. In their new role as

administrative experts, however, they will need to shed their traditional image of rule-makingpolicy police, while still making sure that all the r equired routine work in companies isdone well. In order to move from their old role as administrators into their new role, HRstuf f wi ll have to improve the efficiency of both their own function and the entireorganization.

Wi th in th e HR fu ncti on ar e dozens of processes that can be done better, faster, andcheaper. Finding and fixing those processes is part of the work of the new HR. Somecompanies have already embraced these tasks, and the results are impressive. One companyhas created a fully automated and flexible benefits program that employees can manage without paperwork; another has used technology to screen resumes and reduce the cycle time forhiring new can di da te s; an d a third has created an electronic bulletin board that allows

employees to communicate with senior executives. In all three cases, the quality of HR workimproved and costs were lowered, generally by removing steps or leveraging technology. Butdecreased costs aren't the only benefit of HR's becoming the organization's administrative

export. Improving efficiency will build HR's credibility, which, in turn, will open the door forItCEO becomes a partner in executing strategy. Consider file case of a CEO who held a very

low opinion of the company's HR staff after they sent a letter to a fob candidate offering asalary figure with the decimal point in the wrong place.(The candidate called the CEO and

joked that she didn't realize the job would make her a millionaire.) It was only after the HRstaff proved they could streamline the organization's systems and procedures and deliverflawless administrative service that the CEO finally felt comfortable giving HR a seat at the

strategy table.HR executives can also prove their value as administrative experts byrethinking how work is done throughout the or ga ni zatio n. For example, they can design


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and implement a system that allows de pa rt me nt s to shar e administrative services. AtAmoco, for instance, HR helped create a shared-service organization that encompassed 14

business units. HR can al so cr ea te centers of expertise that gather, coordinate, anddisseminate vital information about market trends, for instance, or organizational processes.Such groups can act as internal consultants, not only saving the company money but also

improving its competitive situation.

Becoming an Employee Champion .Work today is more demanding than ever-employees are continually being asked to do morewith less. And as companies withdraw the old employment contract, which was based onsecurity and predictable promotions, and replace it with faint promises of trust, employeesrespond in kind. Their relationship with the organization becomes transactional. Theygivetheir time but not much more.That kind of curtailed contribution is a recipe for organizationalfailure. Companies cannot valued share ideas, work harder than the necessary minimum,and relate hotter to customers, to name just three benefits.

In their new role, HR professionals must be held accountable for ensuring that employeesare engaged-that they feel committed 'the organization and contribute fully, hi the pasty HRsought that commitment by attending to the social needs of employees-picnics, parties,

United :Way campaigns, and so on. while those activities must be organized. In addition, thenew HR should be the employees' voice, in management discussions; after

employees opportunities for personal and professional growth; and provide resources thathelp employees meet the demands put on them.

Orienting and training line management about, how to achieve high employee morale can be

accomplished using several tools, such as workshops; written reports, and employee surveys.Such tools can help managers understand the sources of low morale within theorganization - not-just specifically, but conceptually- 'For instance, HR might inform thelinethat 82% of employees feel demoralized because of a recent downsizing. That's useful.But more than that HR should be responsible for educating l ine about the causes of 'flowemployee morale. For instantce,it is generally agreed by organizational behavior experts thatemployee morale decreases when people believe the demands put upon them exceed theresources available to me et those demands. Morale also drops when goals are unclear,

priorities are unfocused , or performance measurement is ambiguous. HR serves an importantrole in holding a mirror in front of senior executives.

HR can play a critical role in recommending ways to ameliorate morale problemrecommendations can be as simple as ur gi ng the hiring of additional support staff or ascomplex as suggesting that reengineering be considered for certain tasks. The new role forHR might also involve suggesting that more teams be used on some projects or thatemployees be given more control over their own work schedules.Along With educatingoperating managers about morale, HR staff must also be an advocate for employees-theymust represent the employees to management and be their Voice in management discussions,employees should have confidence that when decisions are made that affect them . HRsinvolvement in the decision making process clearly represents employees' views and supportstheir rights. Such advocacy cannot be invisible",. Employees must know that HR is theirvoice before they will communicate their opinions to HR managers

Becoming a Change Agent .


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To adapt a phrase, Change happens. And the pace of change today, because of globalization,technological innovation, and information access/ is both dizzying and dazzling. That said,the primary difference between winners and losers in business will be the ability to respond tothe pace of change. Winners will be able to adapt, learn, and act quickly. Losers will spend

time trying to control and master change.The new HR has as its fourth responsibility the jobof building the organization's capacity to embrace and capitalize on change It will make surethat change initiatives that are focused on creating high-performing teams, reducing cycletime for innovation, or implementing new technology are defined, developed, and deliveredin a timely way. The new HR can make sure that broad vision statements (such as, "We will

ployees figure out what work they can stop, start, and keep doing to make the visionreal..Change has a way of scaring people-scaring them into inaction. HR's role as a changeagent is to replace resistance with resolve, planning with results, and fear of change withexcitement about Its possibilities.

TECHNOLOGY AND HRTechnology has changed the way HR conducts its business. It not only automates recurring

processes but also decreases cycle time and increases productivity / efficiency in day-to-daytransactions. To blend business needs with technology, HR professionals rely on informationtechnology (IT) to reduce cost and to increase the contribution HR makes to the bottom-line.It helps them to track, view and respond and to make critical decisions. The biggest challenge

before HR managers today is to effectively integrate technology, trends and businessrequirements. Human Resource Information System (HRIS) gives information about all

the employees. SAP and ERP is implemented in most of the organizations.

EMPLOYER BRANDINGHR managers now use marketing concepts to develop the company as an Employer ofchoice. When IBM started to feature their employees in advertisements, they were amazed atthe power they had as a recruitment tool. The advertisements featured employees and theirCVs- what they do, the customer they work with and actual contact information for thoseindividuals. Using employees in advertisements says more about the organization. It is a

prime example of putting `people are our greatest asset` claim into practice. It shifts thefocus from our product to our people. An employer brand describes how people feel abouta company, based on whatever information they have, company activities, the workplaceenvironment. Employer Brand appeals to existing and potential employees.

HUMAN RESOURCE MANAGEMENT IN MERGERSAND ACQUISITIONS

Mergers and Acquisitions is an essential element of corporate strategy to grow in thecompetitive business environment. Large organisations acquire upstream or downstream orsimilar firms or buy new companies in totally different business areas (conglomeratemergers). Research indicates that people issues occur at mergers and acquisitions. People

issues in the integration phase relate to human capital related integration issues likeleadership, integration of organization cultures, organization design and structure, systems


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and processes and retention of key talent. A failure to address these issues in a merger oracquisition impacts the new organization negatively. The problems are given below.

Loss of employee Loyalty

A common consequence of many mergers or acquisitions is a loss of loyalty from employeeswho view themselves as Losers in the merger process. This loss of loyalty leads to highturnover rates.

Dilemma of Work force Reduction

One of the key dilemmas in any merger or acquisition is how to retain the most talentedemployees. Corporates often find that the very employees they most want to retain are thefirst to leave. This is particularly true of the acquired firm.

Lowered Employee Morale

Mergers and acquisitions can also cause a significant drop in employee morale.

Reduced Productivity

Probably, the most common long-term consequence is the productivity problems that evolvefrom the blending of new systems and standards.

Organizations that ignore people concerns face complexities that can kill the dealeven though the deal might pass all financial, marketing and operational aspects. So, an HRmanager has a very complex role in the case of mergers and acquisitions.

MANAGING DIVERSIYThis is yet another field where HR department has to focus more. As a result of globalization,in almost all organizations, we can see people from different cultures, having differentlanguages working together. Managing these diverse people from different backgrounds is acomplex task for an HR Manager. The role of HR Manager here is to use this diversity for the

better functioning of the organization, or how it can be made beneficial for the growth of theorganization. Diversity, if managed properly is an added advantage. He should be able tomake them satisfied in working in an environment of diversified cultures.

CAPABILITY DEVELOPERSHR professionals need to frame what they do in terms of the capabilities they must createwithin the organisation. It will no longer be sufficient for HR professionals to hire, train, andreward employees. Rather , these activities need to be seen as contributing to theorganisations success. Individual competence and efforts may be less important than theteamwork capability shared among all the employees. HR professionals will need to identifythe capabilities that currently exist, what capabilities are required for the organisations future

success, and how these capabilities can be acquired and aligned with the organisationsbusiness strategies.


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HR professionals also need to study and understand the human capital available outside oftheir organisation that may be needed for projects or other short term assignments. As more

professionals are hired for short term assignments and as companies increasingly turn totelecommuters and other off-site workers, HR professionals will need to understand the mostimportant variables and capabilities required for such independent work arrangements.

MANAGERS OF INTELLECTUAL CAPITALOrganisations will increasingly be competing for the best talent available on a worldwide

basis. Successful firms will be those that are most adept at attracting, developing andretaining individuals with the skills, perspective and experience sufficient to drive a global

business. HR professionals will need to lead the way in managing the intellectual capital thatthe organisation requires. Not only will the HR professionals need to be aware of the locallabour market, but will need to maintain contacts and develop strategies to identifyintellectual capital on a global scale. They will need to be able to have the right people in the

right place at the right time in order for the organisation to quickly adjust and adapt tochanging markets and demands.

Talent ManagementCompetition for talent is about attracting, developing, and retaining the most capableemployees. Talent management means anticipating the need for human capital and setting a

plan to meet it. As anticipating the need for human capital and setting a plan to meet it. Itgoes hand in hand with succession planning, a process whereby an organization ensures thatemployees are recruited and developed to fill each key role within the company., the processwhereby an organization ensures that employees are recruited and developed to fill each key

role within the company.

It is expensive to develop all talent internally; training people takes a long time and requiresaccurate predictions about which skill will be needed. Such predictions are increasinglydifficult to make in our uncertain world. Therefore, rather than developing everyoneinternally, companies can hire from the outside when they need to tap specific skills. Inmanufacturing, this principle is known as make or buy. In HR, the solution is to make and

buy; that is, to train some people and to hire others from the external marketplace.

Another principle from manufacturing that works well in talent management is to run smallerbatch sizes. That is, rather than sending employees to three-year-long training programs, sendthem to shorter programs more frequently. With this approach, managers dont have to make

the training decision so far in advance. They can wait to decide exactly which skillsemployees will learn closer to the time the skill is needed, thus ensuring that employees aretrained on the skills theyll actually use.

Keeping Star EmployeesAs a manager, therefore, you need to give your employees reasons to stay with your

company. One way to do that is to spend time talking with employees about their careergoals. Listen to their likes and dislikes so that you can help them use the skills they like usingor develop new ones they wish to acquire

What Employees Want


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Employees want to grow and develop, stretching their capabilities. They want projects thatengage their heads as well as their hearts, and they want to connect with the people and thingsthat will help them achieve their professional goals. Here are two ways to provide this to youremployees: First, connect people with mentors and help them build their networks. Researchsuggests that successful managers dedicate 70% more time to networking activities and 10%

more time to communication than their less successful counterparts. What makes networksspecial? Through networks, people energize one another, learn, create, and find newopportunities for growth. Second, help connect people with a sense of purpose. Focusing onthe need for purpose is especially important for younger workers, who rank meaningful workand challenging experiences at the top of their job search lists.

Diversity ManagementAnother key to successful SHRM in todays business environment is embracing diversity..

Today, diversity goes far beyond this limited definition; diversity management involvesactively appreciating and using the differing perspectives and ideas that individuals bring tothe workplace. Diversity is an invaluable contributor to innovation and problem-solvingsuccess. As James Surowiecki shows in The Wisdom of Crowds, the more diverse the groupin terms of expertise, gender, age, and background, the more ability the group has to avoidthe problems of group think..Diversity helps company teams to come up with more creativeand effective solutions. Teams whose members have complementary skills are often moresuccessful because members can see one anothers blind spots. Members will be moreinclined to make different kinds of mistakes, which means that theyll be able to catch andcorrect those mistakes.

Get Involved With the BrandExcept in a few instances, most companies offer largely undifferentiated products andservices; airlines fly the same planes and serve the same food, financial service businessesoffer similar advice and investment options, and retail stores offer the same merchandise. Thelist goes on.

Because of the undifferentiated nature of their businesses, such firms as, Disney, Fidelity,Southwest Airlines, to name a few, have made branding a core element in their businessstrategy. In many respects, their brand strategy is their business strategy, and vice versa.

A brand, simply put, is a promise to customers that a specific level of value, quality, andservice will be received. Think of a brand as a covenant between a business and itscustomers. The promise is usually communicated through mass media advertising. Here aresome current examples.

FedEx Dont worry, theres FedEx

MasterCard There are some things money cant buy

Xerox Break Out

Bose Better Sound Through Research

GE Imagination at Work


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When a brand promise is not kept, customers flee and go elsewhere. A classic example is thefate that befell Eastern Airlines when it promised to Earn its Wings Everyday throughsuperior customer service while at the same time losing bags, canceling flights and servinglousy food.

As a result, the bonds of trust between customers and the airline were irrevocably broken.The net effect was passengers boycotted Eastern in droves and it eventually went out of

business killing the brand for eternity.

What went wrong? Eastern Airlines failed to align the behavior of their employees with thebrand promise. They failed to understand that the lines of copy in an ad do not deliver a brandpromise, nor by an airplane or piece of machinery - its delivered by people.

Herein lies the opportunity for Human Resources to get through the fence and into the game, by helping ensure that all of the large and small actions that people take every day,

throughout the organization, fall in line with the brand strategy.

ConclusionHuman resources management is becoming increasingly important in organizations becausetodays knowledge economy requires employees to contribute ideas and be engaged in

executing the companys strategy. HR is thus becoming a strategic partner by identifying theskills that employees need and then providing employees with the training and structuresneeded to develop and deploy those competencies. All the elements of HRselection,

placement, job design, and compensationneed to be aligned with the companys strategy sothat the right employees are hired for the right jobs and rewarded properly for theircontributions to furthering the companys goals.

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