Hr Reflection Final
Students learn to deliver their expertise in various human resource disciplines in ways that directly support the business goals of
organizations analyzing business needs, developi ng metrics to support recommendations and evaluate progra ms. They use specific
huma n resource competencies to add value to organizations through huma n resource initiatives. Students develop the skills of a
business partner whose expertise is welcomed and rewarded by organizations for whom they work. T hese skills have been i dentified
through comprehensive research as those that distinguish successful human resource professionals; this entails the use of technical
expertise in the tradi tional human resource disciplines, as well as, mastery of an additional group of human resource competencies
that enable them to support a nd be seen to support the strategic imperatives of thei r organization. Learning experiences will include
case analyses, field research, lecture, role play, group work a nd presenta tions. The course will begin by analyzi ng broader business
cases rather than human resource issues; learners identify ways their expertise can contribute to meeti ng business needs. Learners
will also explore and practice the domains in the delivery of human resources expertise to organizations. A capstone group
presentation is made recommending a human resources initiative in a business setting.
Strategic HRM Competencies
Copyrights Disclaimer
A majority of the course lectures and materials provided in class and posted in SLATE are protected by
Copyright. Use of these materials must comply with the Acceptable Use Policy, Use of Copyright Protected
Work Policy and Student Code of Conduct. Students may use, copy these materials for learning and/or
research purposes provided that the use complies with fair dealing and the Copyright Act, Permission from
the rights holder would be necessary otherwise.
It is prohibited to reproduce and/or post a work that is not your own on third-party commercial websites for
profit or non for profit. It is also prohibited to reproduce and/or post a work that is not your own, It is also
prohibited to reproduce and/or post a work that is your own work with the intent to assist others in cheating
on third-party commercial websites.
By clicking to go to the next slide you are acknowledging reading, understanding and approving to the
above!
https://www.sheridancollege.ca/~/media/Files/Sheridan%20College/Working%20at%20Sheridan/Careers%20at%20Sheridan/New%20Hires/Acceptable%20Use%20Policy%202015
https://policy.sheridanc.on.ca/dotNet/documents/?docid=86
3
https://policy.sheridanc.on.ca/dotNet/documents/?docid=777
Module 9
Building An HRM Department – In A Post-
Covid-19 Business Environment
Our focus here is 2-dimensional: 1. Recognizing that the HR department is more than the
sum of the isolated individuals. 2. Positioning the HR department to ‘manage’ the
‘business of people’ in the post – Covid 19 environment.
3- Transforming HR
2- Guiding Principals and Questions
1- Building An HRM Department
Agenda
Building An HR Department
Today’s
discussion is all
about bringing
it together!
Everything you studied so far will
come to play into today’s session!
What Difference would it make?
Established
Organization
Newly Established
Organization
Have HRM
Dept/Functions
Don’t Have HRM
Dept/Functions
HRM Dept.
I Like My HR Person, But I don’t
like the HR Department !
Operating as a Business within the Business! What Does this Mean?
I Like My physician, But I don’t
like the Hospital!
Operating as a Business within the Business!
What Does this Mean?
Mission Vision Purpose Strategy
Organizat
ional
Structure
Job
analysis
for each
job
# of
Employe
es per
Job
/Position
Building an HR Department:
Four Key (Research) Questions
• How Important is the HR Department in helping the business perform better?
1
• Which Stakeholders should the HR department serve to increase business
performance?
2
• Where Should an HR Department focus to increase business performance
(generally)?
3
• [Adapted] – What HR Practices should be prioritized so that the HR Department can
contribute to organization re-building and restructuring post Covid-19?
4
How to Increase Business
Performance
• HR leaders need to insist on creating a value-added HR
department by focusing on all stakeholders: internal and
external. These include:
• Employees – include investing in HR in ways that allow
employees to meet their need through the
organization
• Line managers
• External customers
• Community – includes social responsibility and
sustainability
• Investors – include factors that build intangible value
such as confidence in leadership, speed to market,
customer service, innovation, and culture.
Building a value-added department necessitates an HR
transformation plan.
Steps in Building a Transformation Plan
• Diagnose business strategy and organization.
• Align HR and business organization structures.
• Audit the HR department.
• Create a project team.
• Blueprint the transformation.
• Monitor progress.
Steps in Building a Transformation
Plan – Steps 1- 2
Step 1: diagnose business strategy and organization
• HR must have a clear understanding of the organization’s
business strategy, and corporate strategy
Step 2: align HR and business organization structures
• The overall direction of HR must be set such that the
correct elements can be put in place to match the business-
type.
Steps in Building a Transformation Plan –
Steps 3- 4
Step 3: audit the HR
department
• Create a checklist to measure HR’s
performance on the key indictors
that create value-added
Step 4: create a project team
• Setting up transformation
parameters is too much work for 1
person; set up a team comprised of
representatives of the key
stakeholders.
Steps in
Building a
Transformation
Plan – Steps 5 –
6
Monitor
monitor progress
• Quantitative measures – HR staff ratios, budgets.
• Qualitative measures – employee satisfaction
Blueprint
blueprint the transformation
• As the team builds a transformation process,
prepare a blueprint – to guide the process and for
future reference
What Difference would it make?
Established
Organization
Newly Established
Organization
Have HRM
Dept/Functions
Don’t Have HRM
Dept/Functions
HRM Dept.
Transforming HR – Post Covid-19 Strategy
Transforming
HR – Post
Covid-19 –
Why
The reactive novelty of
transferring the ‘workplace’ to
‘home’, has worn off. Reality says
the situation (i.e. persistence of
the pandemic) calls for a more
strategic plan for workplace
operations…including revising the
organization’s strategic plan.
Transforming HR – Post Covid-19 – What
Recovery playbook
• The priority for organizations was crisis management: ensuring the
health and safety of employees
• Now, workplaces must devise a recovery plan: the biggest challenge is
the tension between getting back to work and rethinking work as
they embrace a new reality
Transforming HR
– Post Covid-19
– How
• HR department will be involved
in rethinking work, workforces,
and workplaces
• HR should be designed for speed,
new ways of working, digital first,
teams, adaptable organizational
strategies, and changing business
requirements
Transforming HR –
Post Covid-19 – Who
Who do you think should be involved?
What Questions do you have?
Students learn to deliver their expertise in various human resource disciplines in ways that directly support the business goals of organizations analyzing
business needs, developing metrics to support recommendations and evaluate programs. They use specific human resource competencies to add value to
organizations through human resource initiatives. Students develop the skills of a business partner whose expertise is welcomed and rewarded by organizations
for whom they work. These skills have been identified through comprehensive research as those that distinguish successful human resource professionals; this
entails the use of technical expertise in the traditional human resource disciplines, as well as, mastery of an additional group of human resource competencies
that enable them to support and be seen to support the strategic imperatives of their organization. Learning experiences will include case analyses, field
research, lecture, role play, group work and presentations. The course will begin by analyzing broader business cases rather than human resource issues;
learners identify ways their expertise can contribute to meeting business needs. Learners will also explore and practice the domains in the delivery of human
resources expertise to organizations. A capstone group presentation is made recommending a human resources initiative in a business setting.
Copyrights Disclaimer
A majority of the course lectures and materials provided in class and posted in SLATE are protected by
Copyright. Use of these materials must comply with the Acceptable Use Policy, Use of Copyright Protected
Work Policy and Student Code of Conduct. Students may use, copy these materials for learning and/or
research purposes provided that the use complies with fair dealing and the Copyright Act, Permission from
the rights holder would be necessary otherwise.
It is prohibited to reproduce and/or post a work that is not your own on third-party commercial websites for
profit or non for profit. It is also prohibited to reproduce and/or post a work that is not your own, It is also
prohibited to reproduce and/or post a work that is your own work with the intent to assist others in cheating
on third-party commercial websites.
By clicking to go to the next slide you are acknowledging reading, understanding and approving to the
above!
https://www.sheridancollege.ca/%7E/media/Files/Sheridan%20College/Working%20at%20Sheridan/Careers%20at%20Sheridan/New%20Hires/Acceptable%20Use%20Policy%202015
https://policy.sheridanc.on.ca/dotNet/documents/?docid=863
https://policy.sheridanc.on.ca/dotNet/documents/?docid=777
Module 3
are respected and proactive. Credible individuals
who are not activists may be respected, but have little impact.
Activists who are not credible may have good ideas, but no one
listens to them. The matrix below represents these two dimensions in
graphic form.
4. Credible Activist Domain Personal
3. Credible Activist Domain Business Application
2.
1. Credible Activist Domain Definition
Apply the domain in a professional setting
Apply the domain in a professional setting
Understand the discussed domain
03
02
01
Jason Frank was recently appointed vice
president of HR for a bank. He was actively
courted by his new company and offered a
large signing bonus to leave his former
employer where he headed compensation.
After two months in his new position, he met
with the bank president to discuss his plans to
reorganize HR. After listening carefully, the
president said, “I like your aggressiveness. But
you are new to the company and industry, so
let’s not make any changes until you have had
more time to learn about us and build stronger
relationships. We’ll talk again in a few
months.”
Why did the President this
way to Jason’s Plans?
Paivi Hansen leads training for the research and
development (R&D) division of a global
consumer products company, and is respected
both in HR and by business partners. She has
20 years with the company, all in training.
Recently, the head of corporate training retired
and, despite Paivi’s experience, someone else
was offered the job. She has considered
looking at other employment opportunities.
The head of HR told her, “Paivi, we don’t want
you to leave but the top training job needs
someone willing to take more initiative. That’s
not you.”
Why did the Head of HRM
this way to Paivi’s Plans?
What are the similarities and
differences between Jason and
Paivi’s scenarios?
Credible Activists are both
Respected and Proactive,
Credible individuals who are
not activists may be respected,
but have little impact
Activists who are not credible
may have good ideas but no
one listens to them
Credible Activists
less Credible More Credible
More Activist Risk of being seen as
impetuous, arrogant, or
uninformed
Opportunity to have impact
Less Activist Risk of being seen as a
marginal or poor performer
Risk of being seen as
irrelevant, not having
anything to say, resting on
past laurels, or not knowing
the business
Credible Activist Domain Factors
Delivering results with integrity
Sharing information
Building relationships of trust
Doing HR with an attitude
1. Delivering results with
integrity
Focus on meeting pre-negotiated or
pre-stated commitments
Strive to be error free
Ask important questions that help to
frame complex ideas in useful ways
Achieve results without violating
moral principles or compromising on
ethics and values
Take responsibility for actions and
their consequences
HR professionals gain and keep
credibility when they are able
to articulately and persuasively
communicate ideas to others
To share or not to share, this is
the question.
Phil Megas (a fictional name) may be helpful. Phil is head of talent
management for a large technology company. He has a strong
technical background in his area of expertise and is up-to-date on
best practices. But he is an introvert and has difficulty building
relationships with senior executives. He would prefer to remain in
his office, reviewing the data and identifying needs and trends.
Phil doesn’t understand that his advisory and consulting skills, not
just his ability to draw insight from data, make or break his
reputation. right now, his reputation is showing serious stress
fractures. Unless he can become an active communicator and
establish effective working relationships with his company’s
executive team, it will be difficult for him to be an effective
consultant and advisor.
Core values are shared
Common interests are shared that
extend beyond work boundaries
HR professional is empathetic in
addressing concerns that may not
be directly work-related
HR professional can decompress
tense interpersonal issues
Taking appropriate risks, both personally and
for the organization
Providing candid observations. HR
professionals have a unique and needed point
of view
Influencing others
Not waiting for problems to find you
Anticipating problems increases your
credibility and puts you in the role to help the
business devise innovative solutions
McDonald’s is famous for …
McDonald’s is not known for …
Complete the below Sentence
HR is famous for …
HR is not known for …
They seek and accept accountability
for outcomes
They know the business and have a
point of view about how they can help
the business prosper
They do “HR with an attitude”
What characterizes Credible
Activists
They invest in relationships and relationship skills
They communicate frequently and powerfully
They take appropriate risks
Application
Credible Activist Domain
Agenda
Module Learning Objectives
Jason F. the New V.P. HRM
Paivi H. Not the one!
Credible Activists
Credible Activist Domain Factors
2. Sharing information
Phil Megas Remains in the office!
3. Building relationships of trust
4. Doing HR with an attitude
Complete the below Sentence
Complete the below Sentence
What characterizes Credible Activists
What characterizes Credible Activists
What Questions do you still have?
Application
Students learn to deliver their expertise in various human resource disciplines in ways that directly support the business goals of organizations analyzing
business needs, developing metrics to support recommendations and evaluate programs. They use specific human resource competencies to add value to
organizations through human resource initiatives. Students develop the skills of a business partner whose expertise is welcomed and rewarded by organizations
for whom they work. These skills have been identified through comprehensive research as those that distinguish successful human resource professionals; this
entails the use of technical expertise in the traditional human resource disciplines, as well as, mastery of an additional group of human resource competencies
that enable them to support and be seen to support the strategic imperatives of their organization. Learning experiences will include case analyses, field
research, lecture, role play, group work and presentations. The course will begin by analyzing broader business cases rather than human resource issues;
learners identify ways their expertise can contribute to meeting business needs. Learners will also explore and practice the domains in the delivery of human
resources expertise to organizations. A capstone group presentation is made recommending a human resources initiative in a business setting.
Copyrights Disclaimer
A majority of the course lectures and materials provided in class and posted in SLATE are protected by
Copyright. Use of these materials must comply with the Acceptable Use Policy, Use of Copyright Protected
Work Policy and Student Code of Conduct. Students may use, copy these materials for learning and/or
research purposes provided that the use complies with fair dealing and the Copyright Act, Permission from
the rights holder would be necessary otherwise.
It is prohibited to reproduce and/or post a work that is not your own on third-party commercial websites for
profit or non for profit. It is also prohibited to reproduce and/or post a work that is not your own, It is also
prohibited to reproduce and/or post a work that is your own work with the intent to assist others in cheating
on third-party commercial websites.
By clicking to go to the next slide you are acknowledging reading, understanding and approving to the
above!
https://www.sheridancollege.ca/%7E/media/Files/Sheridan%20College/Working%20at%20Sheridan/Careers%20at%20Sheridan/New%20Hires/Acceptable%20Use%20Policy%202015
https://policy.sheridanc.on.ca/dotNet/documents/?docid=863
https://policy.sheridanc.on.ca/dotNet/documents/?docid=777
This Course is not for everyone. It is not HR for
Dummies . It is not for those who are afraid of lots
of data, Numbers, and Metrics It is not for those
who want a quick dip in the fountain of HRM
knowledge so they can catch the next wave.
Module 2
Organizational Needs Analysis
(non textbook material)
An Organizational Needs Analysis may be defined as is an effective
way to identify skills, competencies, and Capabilities gaps. It involves
gathering information to identify areas where your employees can
improve their performance to their benefit and that of your business.
Evaluating and reexamining -Using Metrics-
proposed implementation plan
Create alternatives and recommendations,
and an implementation plan addressing
identified business problems
Understand and Analyze the Business
Performance 04
03
02
01
Organizational Needs Analysis
Create alternatives and recommendations, and an
implementation plan addressing identified business problems
Identify and define business problem/s
Evaluating and reexamining -Using Metrics- proposed
implementation plan
The Company Overview is a brief
summary of the intended business,
including what it uniquely delivers, the
mission, how it got started, market
positioning, operational structure, and
financial goals. After reviewing this
section, the reader should have a
broad understanding of what the
business is setting out to do and how
it is organized.
Understand and
Analyze the Business
Performance
Stake Holders Analysis
The organization History answers the
following questions:
When was the organization
established?
Where Was it Established?
How Was it Established?
Who Established it?
And the most important question is
WHY (the Purpose) was it
established?
Organization History
(WHY)
Every organization comprises of
people who run it. These people share
common goals and objectives. In
order to achieve them, these people
also share roles and responsibilities
with each other. An organizational
structure is simply the pattern or
network of division of these roles and
responsibilities.
Organization
Objectives and
Structure Strategic Leaders
Leaders of Managers
Managers of Others
Individual Contributors
SWOT analysis (strengths, weaknesses,
opportunities and threats analysis) is a
framework for identifying and
analyzing the internal and external
factors that can have an impact on the
viability of a project, product, place or
person.
Organization
Performance SWOT
(HOW)
Stakeholder analysis is the process of
assessing a system and potential
changes to it as they relate to relevant
and interested parties. This
information is used to assess how the
interests of those stakeholders should
be addressed in a project plan, policy,
program, or other action.
Stake Holders
Analysis
Other ways to understand
the business
The Business Analysis
Core Concept Model®
Business Analysis Core Concept
Model and BABOK are trademarks
owned by the International Institute
of Business Analysis.
Understanding /
Analyzing the Business
The 4 Most Important
Financial Metrics
Watch the video, Phil T. will take you
through it in seven minutes.
Financial metrics are the key numbers
that you can focus on in financial
statements. There are three financial
statements, the balance sheet, the
income statement and the cash flow that
we like to look at to find important
metrics.
Understanding /
Analyzing the Business
Balance Sheet
Watch the video, Phil T. will take you
through it in five minutes.
Using a Balance Sheet to Analyze a
Company
Balance sheets are one of the 3
financial statements that we use to
measure the value of a company. A
balance sheet gives the value of all of
the assets and liabilities in a company,
and shows the difference between the
two as equity.
The term “human resources” may refer
to five different subjects.
While Studying this course let’s
introduce you to what is meant with
HRM
Identify and define
business problem/s
Problem Definition
Finding a Problem
Drafting a Problem Statement
(CPS)
“A matter or situation regarded as
unwelcome or harmful and needing
to be dealt with and overcome.”
Problem Definition
Amazon Reported Earnings for Q1
Where is the Problem?
Q1 2019
• Revenue of $59.7 billion
• Net income of $3.6 billion
• Earnings per share of $7.09
Source:https://venturebeat.com/2020/04/30/amazon-earnings-q1-2020/
Q1 2020
• Revenue of $75.5 billion
• Net income of $2.5 billion
• Earnings per share of $5.01
Amazon Reported Earnings (what if)
Where is the Problem?
Q1 2019
• Revenue of $59.7
billion
• Net income of
$3.6 billion
• Earnings per
share of $7.09
Q1 2020
• Revenue of $75.5
billion
• Net income of
$2.5 billion
• Earnings per
share of $5.01
• Revenue of $80
billion
• Net income of
$1.5 billion
• Earnings per
share of $4.09
Q2 2020
Problem Definition
The Problem Definition Tool helps
you clarify you priorities by focusing
on key critical issues.
• Are you Answering the
Questions Correctly
• Are you Answering the Correct
Question
Defining the Problem
When working in the engineering
field, we aren’t necessarily always
thinking of problem solving and
problem definition in this way.
Throughout your career you will be
asked to work on different projects
that are not fully defined. Those
projects will also need to be
accomplished within a specific time
frame and within budget. This can
compromise the decision-making
process to explore solutions
prematurely before clearly
understanding the problem.
Creative Problem Solving
What is Creative
Problem Solving?
Creative problem-solving is the
mental process of searching for an
original and previously unknown
solution to a problem. To qualify,
the solution must be novel and
reached independently.
The creative problem-solving
process was originally developed by
Alex Osborn and Sid Parnes
The term “human resources” may refer
to five different subjects.
While Studying this course let’s
introduce you to what is meant with
HRM
Alternatives,
recommendations,
implementation plan
A choice limited to one of two or more possibilities, as of
things, propositions, or courses of action, the selection of
which precludes any other possibility
The Alternatives section is where you will put forward all
possible ideas to help the organization with it’s pre
identified problem in the previous section (Organization
Review),
Alternatives could be addressing business, management,
HRM, or other initiatives/solutions, depending on several
PESTEL Environment factors, as well as the type, size,
industry, results, stability of the organization.
Picture is courtesy of the alternative Limb Project
http://www.thealternativelimbproject.com/
Generating
Alternatives
http://www.thealternativelimbproject.com/
A suggestion or proposal as to the best course of action,
The Recommendations section is where you will narrow
down your previously discussed alternatives to a fewer
number usually two – four meaningful recommendations
that you are recommending for the organization to focus
on.
While doing so, make sure that your recommendations
are in direct relation to the discussed alternatives in the
previous section, the below are examples of what might
be an acceptable recommendations criterion
Crafting
Recommendations
An implementation plan breaks each
recommendation/strategy into
identifiable steps, assigns each step to
one or more people and suggests
when each step will be completed.
Answering the 7 Key Questions:
Who, What, Why, When, Where,
How, How Much?
Constructing an
Implementation Plan
The term “human resources” may refer
to five different subjects.
While Studying this course let’s
introduce you to what is meant with
HRM
Evaluating and
reexamining -Using
Metrics- proposed
implementation plan
A continual improvement process, also
often called a continuous
improvement process, is an ongoing
effort to improve products, services, or
processes. These efforts can seek
“incremental” improvement over time
or “breakthrough” improvement all at
once.
Continues
Improvement
Human Resource metrics are
measurements used to determine the
value and effectiveness of HR
initiatives, typically including such
areas as turnover, training, return on
human capital, costs of labor, and
expenses per employee
Using Business &
HRM Metrics
CAUTION!
Module Learning Objectives
Agenda
Understand and Analyze the Business Performance
Organization History (WHY)
Organization Objectives and Structure
Organization Performance SWOT (HOW)
Identify and define business problem/s
Verification Vs. Validation
Creative Problem Solving
Generating Alternatives
Crafting Recommendations
Constructing an Implementation Plan
Continues Improvement
Using Business & HRM Metrics
Students learn to deliver their expertise in various human resource disciplines in ways that directly support the
business
goals of
organizations analyzing business needs, developi ng metrics to support recommendations and evaluate progra ms. They use specific
huma n resource competencies to add value to organizations through huma n resource initiatives. Students develop the skills of a
business partner whose expertise is welcomed and rewarded by organizations for whom they work. T hese skills have been i dentified
through comprehensive research as those that distinguish successful human resource professionals; this entails the use of technical
expertise in the tradi tional human resource disciplines, as well as, mastery of an additional group of human resource competencies
that enable them to support a nd be seen to support the strategic imperatives of thei r organization. Learning experiences will include
case analyses, field research, lecture, role play, group work a nd presenta tions. The course will begin by analyzi ng broader
business
cases rather than human resource issues; learners identify ways their expertise can contribute to meeti ng business needs. Learners
will also explore and practice the domains in the delivery of human resources expertise to organizations. A capstone group
presentation is made recommending a human resources initiative in a business setting.
Strategic HRM Competencies
Copyrights Disclaimer
A majority of the course lectures and materials provided in class and posted in SLATE are protected by
Copyright. Use of these materials must comply with the Acceptable Use Policy, Use of Copyright Protected
Work Policy and Student Code of Conduct. Students may use, copy these materials for learning and/or
research purposes provided that the use complies with fair dealing and the Copyright Act, Permission from
the rights holder would be necessary otherwise.
It is prohibited to reproduce and/or post a work that is not your own on third-party commercial websites for
profit or non for profit. It is also prohibited to reproduce and/or post a work that is not your own, It is also
prohibited to reproduce and/or post a work that is your own work with the intent to assist others in cheating
on third-party commercial websites.
By clicking to go to the next slide you are acknowledging reading, understanding and approving to the
above!
https://www.sheridancollege.ca/~/media/Files/Sheridan%20College/Working%20at%20Sheridan/Careers%20at%20Sheridan/New%20Hires/Acceptable%20Use%20Policy%202015
https://policy.sheridanc.on.ca/dotNet/documents/?docid=863
https://policy.sheridanc.on.ca/dotNet/documents/?docid=777
Module 8
Business Ally
Domain
business executives often don’t even talk to H r people about the business. They have been conditioned over the
years to steer the conversation toward H r practices whenever they engage with an H r professional. This is
changing, of course, particularly for H r people who work in business-facing roles (Embedded H r , senior H r execs,
etc.). But for many people in our profession, being considered a true Business Ally remains an important and
somewhat elusive goal.
This chapter will report and analyze the research results for the Business Ally domain of H r competence. We will
focus on the following three areas: • Defining the Business Ally domain and its factors. • Pointing out insights and
further questions from the statistical data. This chapter will report and analyze the research results for the Business
Ally domain of H r competence. We will focus on the following three areas: • Defining the Business Ally domain and its
factors. • Pointing out insights and further questions from the statistical data.
4. Business Ally Domain Personal
Application
3. Business Ally Domain Business
Application
2. Business Ally Domain Factors
1. Business Ally Domain Definition
Agenda
Apply the domain in a professional setting
Apply the domain in a professional setting
Understand the discussed domain
03
02
01
Module Learning Objectives
Business Ally
Business Ally
Business Ally
Ally comes from the Latin
word alligare, meaning “to
bind to,” like nations who are
allies in wartime, they will
act together, and protect one
another. You can also use
ally as a verb, meaning “join
forces with.” For example,
you might ally yourself with
influential people to
advance your career.
Business Ally
• HR should be so much more than an efficiently operated cost centre.
It should be having direct, measureable impact on the business. If
not, most of the other stuff can be outsourced.
• Challenge
• Many business executives often don’t even talk to HR people about the
business
Cost Centers Concept
• The main function of a cost center is to track expenses. The staff of a
cost center is only responsible for the costs and does not bear any
responsibility regarding revenue or investment decisions. Expense
segmentation into cost centers allows for greater control
of total costs
Which is Which?
• IT
• Production
• Finance
• Sales
• Accounting
• Operations
• Legal
• Procurement
• Maintenance
Business Ally
Understand the “social context”
or broader setting in which the
business operates
• How it makes money
• How it converts less valuable inputs into more valuable outputs
Understand the value chain of the
business
• Who its customers are
• Why these customers buy the company’s products and services
Understand the value proposition
of the business
Leveraging Business
Technology
Business Ally
Social
context
Value chain
Value
proposition
Business
Technology
1. Interpreting Social
Context
Identifying globalization of business and its
implications
Grasping the external political environment
Able to clarify social issues that may impact the
industry
Recognize demographic trends that influence
their business
Understanding government regulation and how
HR practices are affected
Able to clarify social issues that may impact
the industry
• Why beauty brands are removing
gender from their marketing
• Brands are trying to attract male-
identifying customers with packaging
and advertisements that aren’t
associated with traditional gender
stereotypes.
• https://www. washin gtonp ost. c om/ lifesty le/ well nes s/he ll o-c overboy-c osmetic s-and- skin-c are-br and s-turn-t o-gender- neutra l-pac kag ing /2020 /03/ 02/2c 30f49e-54 d4-11ea-9e47-5 9804be1 dc fb_sto ry. html
https://www.washingtonpost.com/lifestyle/wellness/hello-coverboy-cosmetics-and-skin-care-brands-turn-to-gender-neutral-packaging/2020/03/02/2c30f49e-54d4-11ea-9e47-59804be1dcfb_story.html
https://www.washingtonpost.com/lifestyle/wellness/hello-coverboy-cosmetics-and-skin-care-brands-turn-to-gender-neutral-packaging/2020/03/02/2c30f49e-54d4-11ea-9e47-59804be1dcfb_story.html
Recognize demographic trends that influence
their business
Business Ally
Social
context
Value chain
Value
proposition
Business
Technology
What is a Value Chain
A value chain is a set of activities that a firm operating in a specific
industry performs in order to deliver a
valuable product (i.e., good and/or service) for the market. The concept
comes through business management and was first described
by Michael Porter in his 1985 best-seller, Competitive Advantage:
Creating and Sustaining Superior Performance
Is this the same as a supply chain?
https://en.wikipedia.org/wiki/Product_(business)
https://en.wikipedia.org/wiki/Goods
https://en.wikipedia.org/wiki/Service_(economics)
https://en.wikipedia.org/wiki/Market_(economics)
https://en.wikipedia.org/wiki/Michael_Porter
2. Serving the Value
Chain
When HR professionals develop the reflex
to focus on real customers, they will
design and deliver programs and services
that better align with the business
Serving the Value Chain requires skills and
understanding in
• Competitor analysis
• Knowing the requirements of external customers
• Understanding supplier relationships
Understanding the Business
• Core Vs. Non-Core
• Internal Vs. External
Clients
• SWOT
Business Ally
Social
context
Value chain
Value
proposition
Business
Technology
3. Articulating
the Value
Proposition
A clear , concise series of factual
statements that describes the appeal
of your company’s products or services
Suggests customers would be crazy to
do business with one of your
competitors
HR professionals who can articulate
the value proposition know how their
companies create wealth
Curating a
Compelling
Employee Value
Proposition
Read more!
Source: Mercer Thrive Research
https://www.brinknews.com/asia/curating-compelling-employee-value-proposition/
Business Ally
Social
context
Value chain
Value
proposition
Business
Technology
4. Leveraging
Business
Technology
HR professionals
need to be
aware of and be
able to leverage
• Emerging technologies
• E-commerce
• Production and
manufacturing processes
• Design of work processes
• Computer information
systems
COVID-19 Social
Distancing,
Going
Virtual/online
What are the implications of going online?
Health
Services
Businesses
(products OR
services)
Worship
spaces
Gym and
Fitness
Industry
Tourism and
Travel
Education
Gaming
Industry
Entertainment
Industry
Perception to
office hours
Business Ally
Social
context
Value chain
Value
proposition
Business
Technology
Application
How Might you become a Better Business
Ally in the Physical/ Virtual workplace
effective TOMORROW ?
• Think and share, capture your ideas on the chat space
• 5 minutes
What Questions do you have?
Break Time!
Students learn to deliver their expertise in various human resource disciplines in ways that directly support the business goals of
organizations analyzing business needs, developing metrics to support recommendations and evaluate programs. They use specific
human resource competencies to add value to organizations through human resource initiatives. Students develop the skills of a
business partner whose expertise is welcomed and rewarded by organizations for whom they work. These skills have been identified
through comprehensive research as those that distinguish successful human resource professionals; this entails the use of technical
expertise in the traditional human resource disciplines, as well as, mastery of an additional group of human resource competencies
that enable them to support and be seen to support the strategic imperatives of their organization. Learning experiences will include
case analyses, field research, lecture, role play, group work and presentations. The course will begin by analyzing broader business
cases rather than human resource issues; learners identify ways their expertise can contribute to meeting business needs. Learners
will also explore and practice the domains in the delivery of human resources expertise to organizations. A capstone group
presentation is made recommending a human resources initiative in a business setting.
Copyrights Disclaimer
A majority of the course lectures and materials provided in class and posted in SLATE are protected by
Copyright. Use of these materials must comply with the Acceptable Use Policy, Use of Copyright Protected
Work Policy and Student Code of Conduct. Students may use, copy these materials for learning and/or
research purposes provided that the use complies with fair dealing and the Copyright Act, Permission from
the rights holder would be necessary otherwise.
It is prohibited to reproduce and/or post a work that is not your own on third-party commercial websites for
profit or non for profit. It is also prohibited to reproduce and/or post a work that is not your own, It is also
prohibited to reproduce and/or post a work that is your own work with the intent to assist others in cheating
on third-party commercial websites.
By clicking to go to the next slide you are acknowledging reading, understanding and approving to the
above!
https://www.sheridancollege.ca/%7E/media/Files/Sheridan%20College/Working%20at%20Sheridan/Careers%20at%20Sheridan/New%20Hires/Acceptable%20Use%20Policy%202015
https://policy.sheridanc.on.ca/dotNet/documents/?docid=863
https://policy.sheridanc.on.ca/dotNet/documents/?docid=777
Module 5
Designer Domain
This is the core issue for the Operational Executor domain: how to deliver on basic H r services without getting
trapped in “help desk” mode. One of H r ’s roles is to take care of the operational details of working with people.
This chapter will report on the research results for the Operational Executor domain. Along the way, we will
answer four questions: • What is the history and evolution of this kind of work in organizations? • What
characterizes excellent “Operational Execution” in H r ? • How does this competency domain vary across
geographies, gender, size of company, and other factors? • What can we learn from leading companies about how
to organize for operational excellence without allowing such work to dominate the H r agenda?
4- Operational Executor Domain Personal
Application
3- Operational Executor Domain Business
Application
2- Operational Executor Domain Factors
1- Operational Executor Domain Definition
Apply the domain in a professional setting
Apply the domain in a professional setting
Understand the discussed domain
03
02
01
Operational Executor
Don’t you just love what the season have to offer?
• Do you remember the first snow fall
last year? How was that?
• What is the operational
plan/standards of the city of
Mississauga for snow removal?
• How might the city’s operational
plans impact your work as the HRM
Director for the city?
Operational Executor
• Evolution of Staff/Personnel/HR
Department:
• Personnel department began by
focusing on
• terms and conditions of work
• Managing the administrative systems
to help people get work done
• More strategic components
• Shared services
• Outsourcing
Challenge
How might you get the day to day right, and still
focus on strategic issues?
Creativity Compliance
Operational Executor
• Execute the operational aspects of
managing people and organization
• Drafting, adapting and
implementing policies
• Ensure employees are paid,
relocated, hired, trained
• Get it right and no one notices,
Get it wrong and everyone is up in
arms
• Flawless application of consistent
policies earns trust and opens the
door to more strategic
contributions
Operational Executor
Operational Executor
1. Implementing workplace policies
• Managing labour policies and procedures
• Understanding labour legislation in the
industry, including legal rights of workers
• Managing the arrangement of physical
space and workplace environment
• Designing flexible work schedules that
fulfill the needs of the business while
accommodating the needs of individual
employees
Operational Executor
2. Advancing HR Technology
• Transactional excellence
Operational Executor
Implications – Organization
Develop
capacity to
deliver and
implement
corporate
driven
initiatives
Structural solutions – Creating HR operational capacity
Select the right
individuals
Develop skills
needed e.g.,
project
management
Manage
priorities and
workload
Measure
contribution
Implications –
Individual
Look for
immediate
rewards
Make the
company a
better place
for one
person at a
time
• Hana
• Oracle
• Net suite
• Maya
• SAP
• Bamboo HR
• EPICOR
• Sage People
• Kronos Workforce Ready
• Namely
• APS OnLine
• ADT
Agenda
Module Learning Objectives
Operational Executor
Operational Executor
Operational Executor
Operational Executor
Operational Executor
Operational Executor
HRIS
What Questions do you have?
Application
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