A new mandate for hr function

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A NEW MANDATE FORTHE HUMAN RESOURCE FUNCTION

DR WILFRED MONTEIROwww.synergymangager.net

MUMBAI - INDIA

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• The willingness… evenenthusiasm… to changeEVERYTHING combined withthe wisdom to understand whatmust NEVER be changed.

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• The willingness… evenenthusiasm… to changeEVERYTHING combined withthe wisdom to understand whatmust NEVER be changed.

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What employee engagement means

Creating a climate where people are committed to thecompany’s success. Where they value, believe in and enjoythe work they do to help the company be successful.

An engaged person brings creativity, passion and energy to thejob; they proactively drive change, deliver business resultsand infect others with their enthusiasm. They are achievingtheir full potential.

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Creating a climate where people are committed to thecompany’s success. Where they value, believe in and enjoythe work they do to help the company be successful.

An engaged person brings creativity, passion and energy to thejob; they proactively drive change, deliver business resultsand infect others with their enthusiasm. They are achievingtheir full potential.

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Engaged Employees

30% (Engaged)54% (Not Engaged)

16% (Actively disengaged)

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30% (Engaged)54% (Not Engaged)

16% (Actively disengaged)

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“The Future arrived when we“The Future arrived when weweren’t looking, so we’re stillweren’t looking, so we’re stilldealing with issues, ideas anddealing with issues, ideas and

programs that don’t fit theprograms that don’t fit theworld’s new realities.”world’s new realities.”

Peter DruckerPeter Drucker

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“The Future arrived when we“The Future arrived when weweren’t looking, so we’re stillweren’t looking, so we’re stilldealing with issues, ideas anddealing with issues, ideas and

programs that don’t fit theprograms that don’t fit theworld’s new realities.”world’s new realities.”

Peter DruckerPeter Drucker

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Changing Workforce Trends

Doers differ from thinkers

Assets are things

Labour is an expense

Lifetime employment

Top-down control

Localized work

Measure for results

Doers must be thinkers

Assets are people

People are an investment

Lifetime employability

Decentralized decisions

Decentralized Work

Measure for improvements

ToToFromFrom

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Doers differ from thinkers

Assets are things

Labour is an expense

Lifetime employment

Top-down control

Localized work

Measure for results

Doers must be thinkers

Assets are people

People are an investment

Lifetime employability

Decentralized decisions

Decentralized Work

Measure for improvements

Source : Pfeffer (1994)

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• CHANGING PSYCHOLOGY OF WORKER

Traditional Employees

Demand long-term job securityas a driver of commitment

Believe employers areresponsible for career growthAre less satisfied with their jobs

Believe changing jobs often isbad for career growth

Define loyalty, as tenureBelieve frequent job changesare part of Career growth

View work as an opportunity forincome

Emerging Employees

Reject security

Take personal responsibility forcareer growth

Are more satisfied with their jobshopping

Define loyalty asaccomplishment

View work as a chance to grow

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Traditional Employees

Demand long-term job securityas a driver of commitment

Believe employers areresponsible for career growthAre less satisfied with their jobs

Believe changing jobs often isbad for career growth

Define loyalty, as tenureBelieve frequent job changesare part of Career growth

View work as an opportunity forincome

Emerging Employees

Reject security

Take personal responsibility forcareer growth

Are more satisfied with their jobshopping

Define loyalty asaccomplishment

View work as a chance to grow

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THE CHALLENGES OF HR

• To widen focus from an Administrative Role to amore broader Strategic Role.

• To demonstrate exactly how they Create Value fortheir Organization.

• New Realities require a new managerial focus onpeople and on strategy implementation.

• New focus on people and strategy requires a newapproach to measuring performance.

• Effective people management and peoplemeasurement systems need to be co-developed.

• Firms that do a better job implementing strategy andmeasuring results consistently outperform theirpeers.

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• To widen focus from an Administrative Role to amore broader Strategic Role.

• To demonstrate exactly how they Create Value fortheir Organization.

• New Realities require a new managerial focus onpeople and on strategy implementation.

• New focus on people and strategy requires a newapproach to measuring performance.

• Effective people management and peoplemeasurement systems need to be co-developed.

• Firms that do a better job implementing strategy andmeasuring results consistently outperform theirpeers.

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THE NEW HRD ROLES

1. OPERATIONALY RE ACTIVE

2. OPERATIONALY PROACTIVE

3. STRATEGICALLY REACTIVE

4. STRATEGICALLY PROACTIVE

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1. OPERATIONALY RE ACTIVE

2. OPERATIONALY PROACTIVE

3. STRATEGICALLY REACTIVE

4. STRATEGICALLY PROACTIVE

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STRATEGICH R M

LINE MANAGER’SROLE in HRM

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OPERATIONALH R M

LINE MANAGER’SROLE in HRM

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PROCESSES IN KNOWLEDGEMANAGEMENT

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If you have any questions atall please do not hesitate to

send a note or call.My email address is:

[email protected]

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If you have any questions atall please do not hesitate to

send a note or call.My email address is:

[email protected]

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Dr WILFRED MONTEIRO

• is a nationally acclaimed stalwart in the field ofbusiness management with an illustrious careerspanning over 25 years

• He is a consultant and advisor to Board of Directorsof leading companies & Chambers of Commerce;

• a management trainer of high repute who hasconducted over 1250 seminars in India and abroadin areas of business strategy, marketing &organization development.

• a Visiting Professor to premier managementinstitutes and staff training colleges throughoutIndia.

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• is a nationally acclaimed stalwart in the field ofbusiness management with an illustrious careerspanning over 25 years

• He is a consultant and advisor to Board of Directorsof leading companies & Chambers of Commerce;

• a management trainer of high repute who hasconducted over 1250 seminars in India and abroadin areas of business strategy, marketing &organization development.

• a Visiting Professor to premier managementinstitutes and staff training colleges throughoutIndia.

website: www.synergymanager.net 15

If you have any questions at all please do not hesitate to send a note or call.My email address is: [email protected]

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Dr WILFRED MONTEIROplease view the blogspots I have developed for my participant ongoing learning

• http://wilfredmonteiro.blogspot.in/• http://negotiating-wizard.blogspot.in• http://salescoach-india.blogspot.in• http://the-sales-champ.blogspot.in• http://salesforce-excellence.blogspot.in• http://strategic-selling.blogspot.in• http://hrm-excellence.blogspot.in• http://personal-growth-guru.blogspot.in• http://thegreatmanager.blogspot.in• http://leadership-by-values.blogspot.in• http://therightetiquette.blogspot.in

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website: www.synergymanager.net 16

• http://wilfredmonteiro.blogspot.in/• http://negotiating-wizard.blogspot.in• http://salescoach-india.blogspot.in• http://the-sales-champ.blogspot.in• http://salesforce-excellence.blogspot.in• http://strategic-selling.blogspot.in• http://hrm-excellence.blogspot.in• http://personal-growth-guru.blogspot.in• http://thegreatmanager.blogspot.in• http://leadership-by-values.blogspot.in• http://therightetiquette.blogspot.in

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CONTACT US

Dr Wilfred MonteiroTELE : 91 22 9819843927

EMAIL: [email protected]

website:

www.synergymanager.net

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SYNERGY MANAGEMENT ASSOCIATESsince 1993

HR Systems DesignPolicy Deployment

Talent Management innovationsBest Practices enablement

Competency based HRMH R Systems Metrics & Audit

A new mandate for hr function

Leadership & Management

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