Changing Role Of The Human Resource Function
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Transcript of Changing Role Of The Human Resource Function
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8 De-Bangler Street Gboko, Benue State www.agapecon.4t.com 0703-430-2486/0808-080-2046
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Toward a Precise HR
ByPeter Anyebe
Changing Role of the Human
Resource Function:
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FocusTrace the path to a precise HRFlash the light on the enormity of the responsibility that HR practitioners have to humanityLink the global labour unrest to the current limitations of HR, that has stagnated as administrative partners; and is yet to make a clear shift to strategic partners, and subsequently precise executives
Present the value creation model as an objective conceptual basis for the shift
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The TrendPrecise ExecutiveStrategic PartnerAdministrative Partner
Associated With:SkillsCompetenciesMaintenance
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CompetenciesCompetencies are a critical tool in workforce and succession planning. At a minimum, they are a means to:
Identify capabilities, attitudes, and attributes needed to meet current and future staffing needs as organizational priorities and strategies shift, and
Focus employee development efforts to eliminate the gap between capabilities needed and those available.
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Competency ModelA list of competencies, often organized into five or more groupings or clusters, attributable to satisfactory or exceptional employee performance for an occupation (e.g. managers, auditors, etc.) or group of titles.
Basis for Appraisal Forms:Competencies +Rating Scales
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Management Performance Appraisal
CompetenciesLeadershipAccountabilityDecisivenessChange ManagementInnovative ThinkingEncouraging Customer FocusProductivityManaging Employee PerformanceEthics and Business Conduct
Ratings:EX - Exceeds Expectations M - Meets Expectations M- - Meets Expectations (-)ND - Needs Improvement - Developing NP - Needs Improvement - Performance Issue U - Unacceptable.
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Non-Management Performance Review
CompetenciesMember FocusCommitted to OrganizationIntegrity / Trust Action-Oriented / Empowered Highly Efficient / ResourcefulCommunication SkillsTechnical SkillsEmployee Strengths
and Accomplishments
Ratings:Far Exceeds Performance StandardsExceeds Performance StandardsMeets Performance StandardsNeeds Improvement
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Competency Types
LeadershipFunctionalCoreCompetencies are at the heart of
strategic HR
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SkillThe capacity to Perform at Task
by the Standard Procedure
The standard procedure is the kernel of the value creation model
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Performance Management is about:
The right work force, CIn the right environment, EB
Delivering profitable business growth, ROI
Ralph
Christensen
Equivalently, Value Creation concerns:
People Value, CValue of the Business Environment, EB
Organisational Value, ROI Agape Consultants
Precise HR - Conception
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Value Creation
The Link between People Value, C & Organisational
Value, ROI
C ROI1.02 1001.04 501.07 301.11 201.22 102.0 33.0 25.0 1.5
1 C = 1 – 1/X, ROI = 2X – 1 C = Character of Consistency ROI = Return on Investment
People are valuable to the extent that:
they turn what they know
into what they do
Organisations are valuable to the extent that: they turn the Factor-C into
ROI
Given the factor-C, ROI would be determined automatically; subject to the Business Environment, EB
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MI = √(PfI x EB),
PfI = 1 – 1/Pf,
EB = Rw/2,MI = Maturation IndexPfI = Performance IndexEB = Value Business EnvironmentRw = Reward IndexNu = Number of Essentials Identifiablef0 = The Personal OrderPo = Power IndexRES = Response AbilityRGT = Appropriateness of Response
FC = √n / √n’, FC > 1
FC = 1/ FC + 1, FC < 1
FA = 1/(RES x RGT), 1 ≤ FA ≤ 2
FA = 1/ FA + 2, FA < 1
The Performance Index
Pf = 1 / (1 – 1/FP),
Fp = (FA x FC)
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Res = Rgt, Po → 1
Rgt = (%Nd/100)/SRes = (1 – S)/(%Wk/100) %Wk = 100(CWk/C’) %Nd = 100(CNd/C’)
CNd = LogC/Log(1/S)CWk = 1 – 1/3 SRes = Responses to Stimuli, Performance?Rgt = Quality (appropriateness) of ResponsesCWk = Energy Expended on the Reconstruction of the Standard ProcedureCNd = Energy Expended on Overcoming Obstacles, EB?
C’ = Motive Strength (C’ = CWk + CNd)S = Index of Soul
The Business Environment
C/C’: r = 0.99
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The Reward Model
Rw = √(Nu2/Nu’),
Nu’ = f1, Derived on the PMM f0 = Po Po = RES / RGT f0 = 4(1 – 1/√Z). z = ½ (4 – 1/√f1)f1 = Perception Index, N = 5f0 = Sensation Index N = 1
The Perception Model of Mind, PMM
Rw ≤ 2.00
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Normality
C1 = 0.31938153C2 = 0.356563782C3 = 1.78147837C4 = -1.821255978C5 = 1.330274429
NI = 2(ϕx – 0.5), x = Nu,ϕx = 1 – Qt(C1t + C2t + C3t + C4t + C5t) t = 1 / (1 + Px) ϕt = 1 / √(2π) x e(-(X2/2))
P = 0.2316419e = 2.7183π = 3.141
Hastings’ Approximation of the Normal Distribution Function
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The Standard Procedure
CWk and CNd are derived from the factors C and S;They define the expenditure of motive
strength or commitment, C’ Nu, Po, and Ps are derived from the factor-F
Given Pc, Rn, Vc, and √n therefore;The factors S, F, and C are determined,
for L = 1/C F2 ; S = 1/√LWhich form the basis for deriving the other factors.Pc, Rn, Vc, and √n are measured on their various kits
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The Standard Procedure Cont.
RES and RGT quantify the consistency of the performance at task
MI and NI are correlated at r = 0.9962; They establish the factors CWk, CNd,
RES, RGT and PfI in factThen ROI, Rw, Nu, Po, and Ps are
also establishedThe calibration of the Pc, Rn, Vc, and √n kits is based on the standard procedure
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PM Strategy
Talent is the engine behind the creation of all valueLeverage on talent to win in the market placeTalent can be
learnedRecall the 10,000hr Rule by Malcolm Gladwell
Talent is when tasks are performed by the standard procedure
1. Reward Systems2. Training Systems 3. Work Processes4. Talent Systems
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Talent
Only about 1% of people attain this capacity
It is the responsibility of HR to create the growth in this %age of wealth creators
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Performance PlanningAppraisal and ReviewFeedbackRewardImprovement PlansAppraisal of Potential
EmploymentAppraisalSkill GapRewardSuccession
PlanningCapacity
Assessment
T-AID Retention:
The Talent System
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Key System Features
Business performance objectives for individuals and teams
Personal performanceSalary and compensation
reviewEmployee development
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Management
Keep track of (growth) improved
performance on the 80 – 20 continuumRecall the Pareto Principle
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Integration, Nu ≥ 4.00Adjustment, 2.00 < Nu < 4.00Adaptation, Nu ≥ 2.00
Maturation
The Perception Model of Mind, PMM
f0 = 4(1 – 1/√Z). z = ½ (4 – 1/√f1), f1 = Perception Index, N = 5
f0 = Sensation Index N = 1
Nu = f1
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The Character Model
RnPc
Attitude Motivation Ability
Stimulus
Personality, F Response
√n
F, f0
F1 F2
Pc Rn √n
C1 C2
C, ROI
Links Sensation, f0 to the creation of Value, ROIfor economic Decisions and Actions
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The Model of Learning
Emotion (Heart?):Purpose (Desire?)Process
(L)
Will:Motive Strength,
C’ (A)
Intellect: Thought, (F)
Process, f0
Learning is rooted in DesireThe strength available for accomplishment is
determined when desire registers in the willMotive strength is expended by the intellect,
in process derivation
Desire and Process are both stored in Heart Memory,L = F2 (Émile Coué)
Leadership (Fulfilment):
VisionDrive/CommitmentSkill
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Character of Consistency, CVagaries of the Environment, EB
Standard Procedure, MIProcess, f0
Purpose, F
Performance
1. Standard Procedure Leadership2. Process 6. Performance3. Purpose 5. Character of
Consistency4. Vagaries of Environment
10. Vision Labour9. Skill 12. Management8. Commitment 11. Entrepreneur
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The HR Hierarchy
Entrepreneur, Rn Management, Pc Leadership, Vc Labour, √n
Path of growth:
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Concluding Performance would be optimum when the following are clarified:
What, Purpose DefinitionHow, Process MaturationStandard Procedure, MI ≥ 0.99.96
This is achieved when the following analysis are done objectively and on the same scale of
measurement:
Employment, CAppraisal, PfISkill Gap, f0
Reward, RwSuccession Planning, MICapacity Assessment, Org-K
The following hierarchy also needs be installed:
Entrepreneur, Rn Management, Pc Leadership, Vc Labour, √n
In the end, the following would be aligned:
TalentProfessionJob
Vagaries of the Environment, EB
Character of Consistency, C
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Thank you