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Public Human Resource
Management
Public Human Resource Management)
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Pendleton Act)

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1883
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• Van Riper (1958)

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• Mosher (1982)

Spoil System)
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1964
Equal Employment Opportunity Act
1972
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merit pay

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Cutback

management)
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Model)
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Traditional

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strategic model)
Perry

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• privatization or outsourcing model)
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Goal Orientation)

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top-down)
two way)

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feedback type)

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Value Orientation)
Frank Thompson 1989)

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Administrative Role)

2.
Development) OD)

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Organization
Consulting role)

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staff)

in-house
external staff)

• several contractors)
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strategic human resource management)

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:
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civil service system)

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1990

2000

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outsorcing)
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1990
total quality management:TQM)
TQM
specialist)
generalist)
cross-training)

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reinventing government
1993

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striking the

Right Balance)
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frenchising)
outsourcing)

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Contracting out)
backroom function)

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Partner)

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Business

line manager)

OD

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pay for

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An increase in hiring and streamlined process)
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An increase in insourcing and Less
Balkanization)
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Government wide Pay for
Performance)
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A changed labour-management
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Human Resource Management in A Human Capital
Environment
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market-oriented
reforms)
3

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Succession Planning)

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human capital)

Becker,1962)
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• Driving Value with a New Human
• Capital Strategy
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Public administrations around the world
share the goal of transforming traditional
government agencies into performance oriented
providers of citizen-centric
Services
. Yet several
decades of modernization programs have
delivered
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• mixed results. In many cases, improvement
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for the underlying business process.
Often these initiatives failed to deliver
anticipated improvements in efficiency
and effectiveness, and some even
created a negative impact on the community
and its constituents.

• Today the focus on targeted outputs
• has shifted to one in which operational
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• more apparent than in the domain of
• human resources. Most HR departments
• have already automated transactional
• activities such as payroll, time
• and attendance, pension management,
• and personnel data. However, substantive
• transformation for these organizations
• necessitates further change,
• requiring HR departments to become
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• more embedded inwww.brainybetty.com agency
day-to-day

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Meeting the Human Capital
Challenges of the Public Sector
The diversity of the public sector workforce
creates challenges that would
defy
)most private sector companies.
These issues are compounded by an
aging workforce, which threatens to
eradicate (
) valued skills and
knowledge
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• upon retirement. Pressure is mounting
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maximizing workforce performance. To
optimize both processes, organizations
must provide life-cycle career management
and support from hire to retire.
You need to match skilled individuals to
your most pressing business requirements
and find ways to provide training
and development opportunities to
support existing workers.

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• Public sector agencies need to develop
• strategic human capital management
• (HCM) operations that align
and engage
• every employee in pursuit of organizational
• mission delivery. HCM is the
• discipline of acquiring, retaining, measuring,
• managing, and leveraging
the
• workforce. In short, it’s about treating
• employees as an asset rather than mere
• overhead – helping them understand
• their own effectiveness on the job.
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Unfortunately, existing government
technology and tools often complicate
HCM transformation efforts. Because
many underlying IT systems are not
integrated, silos of disconnected information
are common. Planners and
decision makers cannot easily access
the information they need.

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• But modernizing your HR organization
• requires more than simple transactional
• automation. You need a transformative
• HCM approach – and that requires
• analytics for insight, usability for
• productivity and efficiency, end-to-end
• integration to drive information, and
• process improvement. HCM transformation
• requires a carefully crafted
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• process and a supporting technology
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Platform
built around government specific
practices that lets you implement
changes to deliver long-term
benefits – for both the organization
and its individual employees.

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• Maximizing the Potential of Your
• Workforce
• The HCM functionality of the SAP for
• Public Sector solution portfolio helps
• public sector agencies like yours
• streamline HR processes, reduce
• costs, and optimize finite personnel
• resources. Using the integrated SAP
• NetWeaver technology platform as
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• the foundation for a business process
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and employee life-cycle management.
Because public sector agencies manage
some of the largest, most complex
and diverse workforces in the world,
your HCM challenge is significant.
Yet SAP solutions are designed specifically
to help you do the following:

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Communicate organizational priorities
aligned with goals
• Establish a trained and capable
workforce
• Measure and monitor progress
against stated goals
• Provide tools to better manage
personnel-related processes

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• Align resources for optimum
• utilization
• Let’s start with the concept of strategically
• aligning your workforce. Alignment
• occurs when every employee is aware,
• motivated, and working toward the
• organization’s overall mission, not just
• on day-to-day tasks. SAP solutions,
• because they are based on SAP
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• NetWeaver, help link all aspects of
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• The software can also provide a foundation
• for achieving accountability and
• establishing a results-oriented culture.
• You can more effectively differentiate
• between high and low performance
• while linking individual, team, and unit
• performance to desired results, and
• measuring and monitoring employee
• progress against goals. Predictive and
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programs, and activities; analyze compliance
with merit system principles;
and identify and monitor necessary
improvements. You can realign organizational
structures to address changing
missions and cope with shifting
employment conditions – especially
useful when facing the exodus of
retiring employees anticipated over the next
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• And you can deploy the right people to
• the proper strategic initiatives as needed.
• By providing a single view of the
• employee across multiple dimensions,
• the software helps you make more
• effective decisions about resource
• deployment, compensation, benefits,
• and advancement. You can better
• manage position plans and personnel
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• budget with ―full-time equivalent‖
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The SAP software can be easily adjusted
to meet changing HR mandates and
requirements – providing a consistent,
standardized HCM solution supporting
the complete employee life cycle, while
preventing the high costs and inefficiencies
of disconnected, custom-built
legacy systems.

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The SAP software can be easily adjusted
to meet changing HR mandates and
requirements – providing a consistent,
standardized HCM solution supporting
the complete employee life cycle, while
preventing the high costs and inefficiencies
of disconnected, custom-built
legacy systems.

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Streamlining Administrative
Processes for Reduced Costs
Improving workforce performance
means reducing the cost of back-office
processes – freeing up funds for enhancing
services to meet constituent
demands. SAP solutions help you do
the following:

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• • Handle payroll and legal reporting –
• You can standardize payroll processes
• and legal reporting while addressing
• all regional and local requirements.
• The configurable solution,
• integrated with your financial systems,
• lets you manage country specific
• payroll processes, comply
• with current legal regulations, and
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• meet agreement specifications in
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Optimize employee services
delivery – Workforce assessment
and deployment tools eliminate timeand
cost-intensive manual processes.
Transparent (
HR processes can be
Streamlined
) to reduce
operational
• costs and increase efficiencies.
• • Maximize staff skills and enhance
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• productivity – Comprehensive learning
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staff skills using multiple learning
channels, a learning portal, an
authoring environment, and rich instructional
and assessment functionality
– reducing the delivery costs of
staff training and development.

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• Recruit and hire a diverse and high
performing
• workforce – You can use
• the solutions to staff up for both
• short- and long-term requirements,
• conduct internal lateral movement,
• or search for special skills and
• competencies from entry-level to
• executive positions. You can personalize
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recruitment offers and conduct
more focused campaigns. Moreover,
you can use analytics to understand
hiring requirements, fills gaps, and
take proactive action.

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• Provide actionable insight – Decision
• makers get fast, easy access to
• meaningful information. Embedded
• analytics help you clearly understand
• how the performance of individuals,
• departments, and organizations affects
• agency outcomes. You can use
• this information to dig deeply into the
• views of the workforce, identifying
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potential

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• Empower your workforce –
• Employee and manager self-service
• functionality gives your staff
• convenient access to performance
• progress and lets them enact
• personal change requests, view
• online pay stubs, change benefits
• enrollment, and more. A recent
• benchmark study from the Americas’
• SAP Users’ Group (ASUG) found
• that employee and manager selfservice
• functionality reduces costs
• by 25% over traditional transactional
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• HR processes.

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• Build on the best technology
• platform – With SAP NetWeaver,
• your agency can compose ―businessspecific‖
• applications that leverage
• legacy IT infrastructures, enabling a
• lower total cost of ownership. With
• familiar screens and interfaces,
• employees adapt more easily to the
• new way of working. Most important,
• the platform provides unparalleled
• opportunities to link disparate from
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• and create better employee

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With more than 10,500 HCM customers
worldwide, only SAP has the worldwide
HCM expertise to help governments
transform their HR functions into
an accountable, high-performance
workforce.

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• Effects of the New Economy
• The ―new‖ national economy has created dramatic
changes in the labor market that are
• having many effects. For example:
• • More executives have adopted a ―wait-and-see‖
attitude about implementation of
• strategic plans
• • Two-thirds of them, according to an American
Management Association (AMA) study,
• have chosen to reduce spending and put business plans
on hold
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• In government, economic changes have exacerbated 60
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problems already created by the
• public sector’s less-than-proactive attempts to
deal with future workforce needs.
• The impacts of the workforce crisis on
government and the lack of workforce planning
• that has resulted have been highlighted by the
General Accounting Office (GAO) and by
• the U.S. Office of Personnel Management.
• • For the first time ever, GAO has placed human
capital on its list of ―high-risk‖ federal
• government functionstemplate from
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• • In OPM’s report, Civil Service–2020, the
• agency indicates previous attempts at
• ―workforce planning‖ have been ad-hoc and not
strategic, resulting in downsizing without
purpose
• Despite these findings, workforce
planning, when done right, can be a powerful
tool to
• help public sector organizations meet their
human capital needs and achieve business
• objectives.
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• Workforce Planning
• Although there are many ways to define workforce
planning, the definition in this Guide
• addresses key aspects for the public sector HR
professional:
• Workforce planning is the strategic alignment of an

organization’s human capital with
• its business direction. It is a methodical process of
analyzing the current workforce, identifying
• future workforce needs, establishing the gap between
the present and future, and
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• implementing solutions so thefrom
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accomplish its mission, goals, and objectives

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• Many public and private organizations have developed
models for workforce
• planning. However, aside from variations in
terminology, the processes are very much
• alike. For example, all models rely on:
• • Analyzing present workload, workforce, and
competencies
• • Identifying workload, workforce, and competencies
needed for the future
• • Comparing the present workload, workforce, and
competencies to future needs to
• identify gaps and surpluses from
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• Preparing and implementing plans to build the
workforce needed for the future
• Evaluating the success of the workforce planning
model to ensure it remains valid and
• objectives are being met

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• Workforce planning addresses the staffing
implications of strategic and operational
• plans, including managed movements of
employees in, out and within an organization.
• Therefore, workforce planning affects the full
range of HR activities: recruiting, hiring,
• classification, compensation, promotion, transfer
, redeployment, attrition, retention,
• succession planning, employee training and
development, etc.
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• Why Workforce Planning is Important
• Changes in demographics paint a compelling picture for
workforce planning because
• there are 70 million baby boomers and only 40 million
Generations X-ers behind them.
• Clearly, a major talent and successor crisis looms.
Therefore, the basic question all
• employers should be asking is, ―WHO WILL DO OUR
WORK?‖1
• Although the national workforce as a whole is aging, the
public sector workforce has a
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• higher average age than the overall civilian labor
force because of reductions-in-force
• and freezes on hiring over the past two decades.
This means government will feel the
• impact of the workforce crisis first, as
retirements accelerate.

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• Trends
• Changes in economic systems, demographics, the
economy, and the workplace clearly
• and compellingly make the case for workforce planning.
• The set of assumptions organizations use to make
decisions about the size and
• makeup of their workforces is radically different today
than it was even a decade ago.
• Because economic systems are constantly
changing, human capital needs associated
• with those economic systems are also changing.
Therefore, approachesFree template from
to workforce
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• planning must be flexible enough to keep pace
with emerging trends. Forces such as
• technology, globalization, deregulation, stakehol
der power, and the movement toward
• free agency have combined to change the social
contract between the employee and the
• organization. These forces shape workforce
allocation, the flow of people, and work
• efficiency.
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• Some visible trends that illustrate the importance of
workforce planning include:
• - Baby boomers are getting older and the overall
population is aging.
• - These baby boomers are completely redefining the idea
of what retirement is.
• - Technology is being harnessed to change the HR
function; save money; and improve
• hiring, retention, and other elements of workforce
management.
• - Rules and regulations are proliferating yet new
legislation often competes and collides
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• with other legislation, such as the Family and
Medical Leave Act (FMLA) and the
• Americans with Disabilities Act (ADA).
• The available labor pool is shrinking, requiring
us to understand different cultures,
• languages, and global business practices and
integrating these differences into the
• organization’s culture

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• Certain trends will be with us for the long term, and your
organization will need to
• plan for those trends in order to remain effective as the
economic and social issues
• involved affect your organization’s ability to fulfill its
mission. Such trends include:
• • Labor flow will be opened up further for optimum
allocation through globalization
• and telecommuting.
• • Major technological changes may soon make
keyboards and language barriers obsolete
• as voice recognition programsfrom automatic language 73
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translators eliminate barriers to
• understanding different languages.
• • Retirement at age 65 in the U.S. is disappearing.
Organizations are creating work
• arrangements that allow seniors to work past age 70 or
80. Part-time, contingency, and
• consulting work arrangements allow seniors to rebalance
work/personal life needs
• • The sheer number of people with advanced
educational degrees is advancing human
• knowledge at an unprecedented rate
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• • Organizations will need to utilize their most
experienced workers, placing high value
• on experience, organization memory, and knowhow. These are traits older people are
• most likely to have, and organizations are
responding by hiring older workers in
• record numbers.

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• Today’s economic systems that provide labor have changed from
the past, as seen in
• Figure 2. Changing Economic Systems and Relationships
•
Then
Now
• Lifetime employment
Contingent workforce
• Individual identity tied to the organization Individual identity tied to
•
profession
• Loyalty to the organization
Looking out for #1
• Entry-level hiring
Hiring as competency is
•
needed
• The ―Organization Man‖
Work/life balance
• Unions were a major force
Union influence declining
•
14% in private sector
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•
and 37% in government
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•

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Workforce changes—as seen in Figure 3—illustrate just some of the
changing
economic conditions for the periods 1995-2000 and 2001-2008.
Figure 3. Comparative Workforce Information for 1995-2000 and 20012008
Workforce Information
Workforce Information
–
2001–
The country experienced unprecedented
A recession and the war on
prosperity, which produced a growing national terrorism have imposed
labor crisis that involved changing demographics a new set of challenges on
education, technology, and an increasing skills on the U.S. economy and
imbalance
its workforce. Growing
unemployment has been
to the demographics,
education, technology, and 77
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imbalance. skills imbalances that still impact the workforce
•
•
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•
•
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Unemployment
Unemployment
Unemployment rate was at an • The unemployment
rate all-time low of
was at 5.7 percent
3.9 percent overall and even lower (November 2001)
in specific regions of the country and rising. The last time this
• Low unemployment caused a regions of the country face recession
staffing drought
and mass layoffs were in
that forced U.S. businesses to fiercely the early
compete for labor.
1990s. During the last
downturn in the economy today’s
talent crisis didn’t exist.

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• Economics and the Workforce
Economics and the Workforce
No recession, low unemployment, • Economic downturn is
economic growth
forcing the elimination of
Only 1.6 percent of all firms reported slowing economic growth.
jobs and layoffs, downsizing due to • The number of available workers
an actual or anticipated
is declining
downturn in business—the number
because of an aging workforce
one reason one reason
and a significant
for layoffs in the past.
drop in the birth rate.
-During the 1980s, workforce growth stood at • According to the
2.5 percent annually as compared to early 2000 Bureau of Labor
When that figure declined to about 1.2% Statistics (BLS),, employment
in the United States is expected
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Employment Arrangement Employment Arrangement
Not an employer’s job market. The remaining workforce
Skilled workers • could pick. is a ―new breed of
and choose for whom they versatile, autonomous,
worked
and highly skilled workers.‖
Employers hoping to
effectively manage these
workers must create on
-the-job solutions,new
management and support
system,and team dynamics.
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• Technology
Technology
• Technology created plenty Technology will continue to
• of new jobs, but it
cause huge skills
also decimated an array
mismatches. Employers will
• of existing positions
increase training and
• Resulting in people not
development expenditures to
• Having approprate skill
keep employee skills current
• sets for the technology.
• This caused huge skills
• mismatches (and low-skill layoffs)
• as we moved from an Industrial
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• Age economy to an www.brainybetty.com
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Figure 3. Comparative Workforce Information for 1995-2000 and 20012008 (continued)
Workforce Information
Workforce Information
–
2001–
Education/Skill Shortages
Education/Skill Shortages
• Although the U.S. Department of Education • Organizations will continue
found that college enrollment in two-year to have considerable
four-year schools rose 17 percent between difficulty finding
1984 and 1995 young people were learning qualified workers for certain
skilled trades
position Government, education,
• According to the National Association of and business are working to
close the skills gap.
skilled trades.

• Manufacturers,
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•

48 percent of organizations
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believed the workforce lacked the ability to

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• Legal
• Filing of new private

Legal
If there is an economic

• civil-rights lawsuits reached downturn, the areas that

• a plateau at the beginning of 1997are going to be
• and declined in 1998 and 1999. especially litigious are
•
age and sex discrimination

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• Changing Role in Workforce Planning for
Human Resource Professionals
• With rules of the game in the workplace
changing, the HR professional’s role must
• change as well. Many people and organizations
are still caught up in nostalgia for the
• old, safer ways of doing business, but these are
no longer effective. Today’s economy
• operates differently, and HR must adapt to the
differences. It is no wonder the term
10/27/2013

Free template from
www.brainybetty.com

84
• ―personnel‖ gave way in the 1990s to ―human
resources,‖ which is now evolving to
• ―human capital.‖
• HR’s changing role in organizations will require
you to develop a new set of competencies
• and approaches that will translate into the
strategic HR skills and abilities you
• will need for workforce planning. These skills
and abilities overlap with the IPMA
• Competency Model,Free template from
which focuses on three key 85
10/27/2013
www.brainybetty.com
HR roles:
• 1. Leader—having the same opportunity, responsibility and
accountability, and influence
• as any other member of the leadership team. Being a strategic
leader means you can
• show evidence that you have influenced the direction of the
business
• 2. Change Agent—addressing and initiating improvements that will
meet the challenges
• that make a difference for the organization
• 3. Business Partner—taking a leadership position on issues that
truly influence the Strategic direction of the business
• IPMA has identified a set of 22 competencies you should possess to
excel in these
• roles. These competencies and the roles they support are listed and
10/27/2013
Free template from
86
described on the
www.brainybetty.com
• Changing Models for Human Resource Service
Delivery
• As the workforce changes and the roles of HR
change, the way human resource services
• are provided is also changing. Some of those changes
are outlined below.
• • “Distributed HR.” Distributed HR is a new term to
describe a trend in which the HR
• services are designed and delivered through multiple
channels. The goal is to deliver
• HR through channels that provide the greatest return
10/27/2013

Free template from
www.brainybetty.com

87
• (cost/benefit and quality) and/or
• have the most direct accountability for HR results.
• • Outsourcing all administrative activities, removing them
entirely from the internal HR organization and shifting them to an
outside vendor who can take advantage of greater economies of
scale. This provides greater opportunity to invest in new
technologies and focus more resources on best practices. This
approach has the advantages of reducing cost and allowing the
internal HR function to move away from its transactional focus. On
the other hand, disadvantages include less internal control
• and the danger of locking the organization into a long-term
commitment to one vendor.

10/27/2013

Free template from
www.brainybetty.com

88
• Sharing HR services for administrative and transactional
functions to create
• efficiencies and save money. This reduces the redundancies of
decentralized structures and allows the organization to focus on
operational excellence.
• • Developing Centers of Excellence (COE), which are
centralized units responsible for developing programs and consulting
with businesses in highly specialized areas [compensation,
organization development (OD), benefits planning, etc.]. This
• approach leads to creation of critical mass in specialized areas and
attracts better qualified people to HR. The challenge is to ensure the
COE doesn’t become disconnected from business realities.

10/27/2013

Free template from
www.brainybetty.com

89
• Decentralizing HR business partners by transforming the
personnel specialist into a
• strategic partner who understands business issues and, as a
member of a business
• management team, can identify the HR implications of business
decisions. HR
• business partners can also coordinate help from the appropriate
COE(s) or outside
• vendors to deal with those implications. This new role, when played
properly,
• enhances the strategic value of HR as well as the organization’s
people.

10/27/2013

Free template from
www.brainybetty.com

90
• Returning key elements of people-management

to the line, reducing or eliminating HR
• control over these functions. For example, while HR or
consultants must continue to
• design compensation programs because these programs
require special expertise,
• salary administration can be managed by line managers
through computer technology
• that provides them the data and analytics they need.
This reduces costs as well as
• empowers line managers by giving them HR
responsibility.
10/27/2013
Free template from
91
www.brainybetty.com
• Reducing the number of “HR business partners,” but ensuring
that, freed from the administrative work they did in the past, the
remaining partners are truly strategic thinkers and are regarded as
such by line managers. This approach allows organizations to finally
use their people as sources of competitive advantage. The challenge
is to get the right HR people for these roles. Although the title
―business partner‖ has been with us for a while, there are few HR
practitioners who are true partners.
• • Developing small teams of specialists who function like
SWAT teams to solve
• specialized HR problems. These teams resemble the COE described
above, with two exceptions. First, the teams are smaller and in
many cases contain few permanent
10/27/2013

Free template from
www.brainybetty.com

92
• members, but recruit the internal or external consulting resources
each project
• requires. Second, the teams do not develop organization-wide
programs, but focus
• more on solving business-specific needs.
• Although these models are more prevalent in the private sector right
now, as HR
• professionals you should be aware of possibilities for the future. For
example, at least
• two states, Florida and New Jersey, are experimenting with
outsourcing and shared
• services. Changes in the service delivery model of HR in general will
most certainly
• affect an organization’s approach to workforce planning.
10/27/2013

Free template from
www.brainybetty.com

93

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การจัดการทรัพยากรมนุษย์ภาครัฐ.Pptx (เพิ่มเติม 23 ธันวาคม 2555)

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  • 30. Human Resource Management in A Human Capital Environment • 19 market-oriented reforms) 3 10/27/2013 Free template from www.brainybetty.com Succession Planning) 30
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  • 37. • Public sector agencies need to develop • strategic human capital management • (HCM) operations that align and engage • every employee in pursuit of organizational • mission delivery. HCM is the • discipline of acquiring, retaining, measuring, • managing, and leveraging the • workforce. In short, it’s about treating • employees as an asset rather than mere • overhead – helping them understand • their own effectiveness on the job. 10/27/2013 Free template from www.brainybetty.com 37
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  • 43. • • • • • • • • Communicate organizational priorities aligned with goals • Establish a trained and capable workforce • Measure and monitor progress against stated goals • Provide tools to better manage personnel-related processes 10/27/2013 Free template from www.brainybetty.com 43
  • 44. • Align resources for optimum • utilization • Let’s start with the concept of strategically • aligning your workforce. Alignment • occurs when every employee is aware, • motivated, and working toward the • organization’s overall mission, not just • on day-to-day tasks. SAP solutions, • because they are based on SAP 10/27/2013 Free template from • NetWeaver, help link all aspects of www.brainybetty.com 44
  • 45. • The software can also provide a foundation • for achieving accountability and • establishing a results-oriented culture. • You can more effectively differentiate • between high and low performance • while linking individual, team, and unit • performance to desired results, and • measuring and monitoring employee • progress against goals. Predictive and 10/27/2013 Free template from • embedded analytics let you monitor www.brainybetty.com 45
  • 46. • • • • • • • • • programs, and activities; analyze compliance with merit system principles; and identify and monitor necessary improvements. You can realign organizational structures to address changing missions and cope with shifting employment conditions – especially useful when facing the exodus of retiring employees anticipated over the next 10/27/2013 Free template from decade. www.brainybetty.com 46
  • 47. • And you can deploy the right people to • the proper strategic initiatives as needed. • By providing a single view of the • employee across multiple dimensions, • the software helps you make more • effective decisions about resource • deployment, compensation, benefits, • and advancement. You can better • manage position plans and personnel 10/27/2013 Free template from • budget with ―full-time equivalent‖ www.brainybetty.com 47
  • 48. • • • • • • • • The SAP software can be easily adjusted to meet changing HR mandates and requirements – providing a consistent, standardized HCM solution supporting the complete employee life cycle, while preventing the high costs and inefficiencies of disconnected, custom-built legacy systems. 10/27/2013 Free template from www.brainybetty.com 48
  • 49. • • • • • • • • The SAP software can be easily adjusted to meet changing HR mandates and requirements – providing a consistent, standardized HCM solution supporting the complete employee life cycle, while preventing the high costs and inefficiencies of disconnected, custom-built legacy systems. 10/27/2013 Free template from www.brainybetty.com 49
  • 50. Streamlining Administrative Processes for Reduced Costs Improving workforce performance means reducing the cost of back-office processes – freeing up funds for enhancing services to meet constituent demands. SAP solutions help you do the following: 10/27/2013 Free template from www.brainybetty.com 50
  • 51. • • Handle payroll and legal reporting – • You can standardize payroll processes • and legal reporting while addressing • all regional and local requirements. • The configurable solution, • integrated with your financial systems, • lets you manage country specific • payroll processes, comply • with current legal regulations, and 10/27/2013 Free template from • meet agreement specifications in www.brainybetty.com 51
  • 52. • • • • • • Optimize employee services delivery – Workforce assessment and deployment tools eliminate timeand cost-intensive manual processes. Transparent ( HR processes can be Streamlined ) to reduce operational • costs and increase efficiencies. • • Maximize staff skills and enhance 10/27/2013 Free template from • productivity – Comprehensive learning www.brainybetty.com 52
  • 53. • • • • • • staff skills using multiple learning channels, a learning portal, an authoring environment, and rich instructional and assessment functionality – reducing the delivery costs of staff training and development. 10/27/2013 Free template from www.brainybetty.com 53
  • 54. • Recruit and hire a diverse and high performing • workforce – You can use • the solutions to staff up for both • short- and long-term requirements, • conduct internal lateral movement, • or search for special skills and • competencies from entry-level to • executive positions. You can personalize 10/27/2013 Free template from www.brainybetty.com 54
  • 55. • • • • • recruitment offers and conduct more focused campaigns. Moreover, you can use analytics to understand hiring requirements, fills gaps, and take proactive action. 10/27/2013 Free template from www.brainybetty.com 55
  • 56. • Provide actionable insight – Decision • makers get fast, easy access to • meaningful information. Embedded • analytics help you clearly understand • how the performance of individuals, • departments, and organizations affects • agency outcomes. You can use • this information to dig deeply into the • views of the workforce, identifying 10/27/2013 Free template from • and understanding www.brainybetty.com gaps and potential 56
  • 57. • Empower your workforce – • Employee and manager self-service • functionality gives your staff • convenient access to performance • progress and lets them enact • personal change requests, view • online pay stubs, change benefits • enrollment, and more. A recent • benchmark study from the Americas’ • SAP Users’ Group (ASUG) found • that employee and manager selfservice • functionality reduces costs • by 25% over traditional transactional 10/27/2013 Free template from www.brainybetty.com • HR processes. 57
  • 58. • Build on the best technology • platform – With SAP NetWeaver, • your agency can compose ―businessspecific‖ • applications that leverage • legacy IT infrastructures, enabling a • lower total cost of ownership. With • familiar screens and interfaces, • employees adapt more easily to the • new way of working. Most important, • the platform provides unparalleled • opportunities to link disparate from 10/27/2013 Free template functions www.brainybetty.com • and create better employee 58
  • 59. • • • • • • With more than 10,500 HCM customers worldwide, only SAP has the worldwide HCM expertise to help governments transform their HR functions into an accountable, high-performance workforce. 10/27/2013 Free template from www.brainybetty.com 59
  • 60. • Effects of the New Economy • The ―new‖ national economy has created dramatic changes in the labor market that are • having many effects. For example: • • More executives have adopted a ―wait-and-see‖ attitude about implementation of • strategic plans • • Two-thirds of them, according to an American Management Association (AMA) study, • have chosen to reduce spending and put business plans on hold 10/27/2013 Free template from • In government, economic changes have exacerbated 60 www.brainybetty.com problems already created by the
  • 61. • public sector’s less-than-proactive attempts to deal with future workforce needs. • The impacts of the workforce crisis on government and the lack of workforce planning • that has resulted have been highlighted by the General Accounting Office (GAO) and by • the U.S. Office of Personnel Management. • • For the first time ever, GAO has placed human capital on its list of ―high-risk‖ federal • government functionstemplate from 10/27/2013 Free 61 www.brainybetty.com • • In OPM’s report, Civil Service–2020, the
  • 62. • agency indicates previous attempts at • ―workforce planning‖ have been ad-hoc and not strategic, resulting in downsizing without purpose • Despite these findings, workforce planning, when done right, can be a powerful tool to • help public sector organizations meet their human capital needs and achieve business • objectives. 10/27/2013 Free template from www.brainybetty.com 62
  • 63. • Workforce Planning • Although there are many ways to define workforce planning, the definition in this Guide • addresses key aspects for the public sector HR professional: • Workforce planning is the strategic alignment of an organization’s human capital with • its business direction. It is a methodical process of analyzing the current workforce, identifying • future workforce needs, establishing the gap between the present and future, and 10/27/2013 Free template organization can • implementing solutions so thefrom www.brainybetty.com accomplish its mission, goals, and objectives 63
  • 64. • Many public and private organizations have developed models for workforce • planning. However, aside from variations in terminology, the processes are very much • alike. For example, all models rely on: • • Analyzing present workload, workforce, and competencies • • Identifying workload, workforce, and competencies needed for the future • • Comparing the present workload, workforce, and competencies to future needs to • identify gaps and surpluses from 10/27/2013 Free template www.brainybetty.com 64
  • 65. • Preparing and implementing plans to build the workforce needed for the future • Evaluating the success of the workforce planning model to ensure it remains valid and • objectives are being met 10/27/2013 Free template from www.brainybetty.com 65
  • 66. • Workforce planning addresses the staffing implications of strategic and operational • plans, including managed movements of employees in, out and within an organization. • Therefore, workforce planning affects the full range of HR activities: recruiting, hiring, • classification, compensation, promotion, transfer , redeployment, attrition, retention, • succession planning, employee training and development, etc. 10/27/2013 Free template from www.brainybetty.com 66
  • 67. • Why Workforce Planning is Important • Changes in demographics paint a compelling picture for workforce planning because • there are 70 million baby boomers and only 40 million Generations X-ers behind them. • Clearly, a major talent and successor crisis looms. Therefore, the basic question all • employers should be asking is, ―WHO WILL DO OUR WORK?‖1 • Although the national workforce as a whole is aging, the public sector workforce has a 10/27/2013 Free template from www.brainybetty.com 67
  • 68. • higher average age than the overall civilian labor force because of reductions-in-force • and freezes on hiring over the past two decades. This means government will feel the • impact of the workforce crisis first, as retirements accelerate. 10/27/2013 Free template from www.brainybetty.com 68
  • 69. • Trends • Changes in economic systems, demographics, the economy, and the workplace clearly • and compellingly make the case for workforce planning. • The set of assumptions organizations use to make decisions about the size and • makeup of their workforces is radically different today than it was even a decade ago. • Because economic systems are constantly changing, human capital needs associated • with those economic systems are also changing. Therefore, approachesFree template from to workforce 69 10/27/2013 www.brainybetty.com
  • 70. • planning must be flexible enough to keep pace with emerging trends. Forces such as • technology, globalization, deregulation, stakehol der power, and the movement toward • free agency have combined to change the social contract between the employee and the • organization. These forces shape workforce allocation, the flow of people, and work • efficiency. 10/27/2013 Free template from www.brainybetty.com 70
  • 71. • Some visible trends that illustrate the importance of workforce planning include: • - Baby boomers are getting older and the overall population is aging. • - These baby boomers are completely redefining the idea of what retirement is. • - Technology is being harnessed to change the HR function; save money; and improve • hiring, retention, and other elements of workforce management. • - Rules and regulations are proliferating yet new legislation often competes and collides 10/27/2013 Free template from 71 www.brainybetty.com
  • 72. • with other legislation, such as the Family and Medical Leave Act (FMLA) and the • Americans with Disabilities Act (ADA). • The available labor pool is shrinking, requiring us to understand different cultures, • languages, and global business practices and integrating these differences into the • organization’s culture 10/27/2013 Free template from www.brainybetty.com 72
  • 73. • Certain trends will be with us for the long term, and your organization will need to • plan for those trends in order to remain effective as the economic and social issues • involved affect your organization’s ability to fulfill its mission. Such trends include: • • Labor flow will be opened up further for optimum allocation through globalization • and telecommuting. • • Major technological changes may soon make keyboards and language barriers obsolete • as voice recognition programsfrom automatic language 73 10/27/2013 Free template and www.brainybetty.com translators eliminate barriers to
  • 74. • understanding different languages. • • Retirement at age 65 in the U.S. is disappearing. Organizations are creating work • arrangements that allow seniors to work past age 70 or 80. Part-time, contingency, and • consulting work arrangements allow seniors to rebalance work/personal life needs • • The sheer number of people with advanced educational degrees is advancing human • knowledge at an unprecedented rate 10/27/2013 Free template from www.brainybetty.com 74
  • 75. • • Organizations will need to utilize their most experienced workers, placing high value • on experience, organization memory, and knowhow. These are traits older people are • most likely to have, and organizations are responding by hiring older workers in • record numbers. 10/27/2013 Free template from www.brainybetty.com 75
  • 76. • Today’s economic systems that provide labor have changed from the past, as seen in • Figure 2. Changing Economic Systems and Relationships • Then Now • Lifetime employment Contingent workforce • Individual identity tied to the organization Individual identity tied to • profession • Loyalty to the organization Looking out for #1 • Entry-level hiring Hiring as competency is • needed • The ―Organization Man‖ Work/life balance • Unions were a major force Union influence declining • 14% in private sector Free template from 76 • and 37% in government 10/27/2013 www.brainybetty.com
  • 77. • • • • • • • • • • • • • • Workforce changes—as seen in Figure 3—illustrate just some of the changing economic conditions for the periods 1995-2000 and 2001-2008. Figure 3. Comparative Workforce Information for 1995-2000 and 20012008 Workforce Information Workforce Information – 2001– The country experienced unprecedented A recession and the war on prosperity, which produced a growing national terrorism have imposed labor crisis that involved changing demographics a new set of challenges on education, technology, and an increasing skills on the U.S. economy and imbalance its workforce. Growing unemployment has been to the demographics, education, technology, and 77 Free template from www.brainybetty.com imbalance. skills imbalances that still impact the workforce
  • 78. • • • • • • • • • • • Unemployment Unemployment Unemployment rate was at an • The unemployment rate all-time low of was at 5.7 percent 3.9 percent overall and even lower (November 2001) in specific regions of the country and rising. The last time this • Low unemployment caused a regions of the country face recession staffing drought and mass layoffs were in that forced U.S. businesses to fiercely the early compete for labor. 1990s. During the last downturn in the economy today’s talent crisis didn’t exist. 10/27/2013 Free template from www.brainybetty.com 78
  • 79. • Economics and the Workforce Economics and the Workforce No recession, low unemployment, • Economic downturn is economic growth forcing the elimination of Only 1.6 percent of all firms reported slowing economic growth. jobs and layoffs, downsizing due to • The number of available workers an actual or anticipated is declining downturn in business—the number because of an aging workforce one reason one reason and a significant for layoffs in the past. drop in the birth rate. -During the 1980s, workforce growth stood at • According to the 2.5 percent annually as compared to early 2000 Bureau of Labor When that figure declined to about 1.2% Statistics (BLS),, employment in the United States is expected Free template from to 10/27/2013 www.brainybetty.com 79
  • 80. • • • • • • • • • • • • Employment Arrangement Employment Arrangement Not an employer’s job market. The remaining workforce Skilled workers • could pick. is a ―new breed of and choose for whom they versatile, autonomous, worked and highly skilled workers.‖ Employers hoping to effectively manage these workers must create on -the-job solutions,new management and support system,and team dynamics. Free template from 80 www.brainybetty.com
  • 81. • Technology Technology • Technology created plenty Technology will continue to • of new jobs, but it cause huge skills also decimated an array mismatches. Employers will • of existing positions increase training and • Resulting in people not development expenditures to • Having approprate skill keep employee skills current • sets for the technology. • This caused huge skills • mismatches (and low-skill layoffs) • as we moved from an Industrial 10/27/2013 Free template from 81 • Age economy to an www.brainybetty.com
  • 82. • • • • • • • • • • • • Figure 3. Comparative Workforce Information for 1995-2000 and 20012008 (continued) Workforce Information Workforce Information – 2001– Education/Skill Shortages Education/Skill Shortages • Although the U.S. Department of Education • Organizations will continue found that college enrollment in two-year to have considerable four-year schools rose 17 percent between difficulty finding 1984 and 1995 young people were learning qualified workers for certain skilled trades position Government, education, • According to the National Association of and business are working to close the skills gap. skilled trades. • Manufacturers, 10/27/2013 • 48 percent of organizations Free template from www.brainybetty.com believed the workforce lacked the ability to 82
  • 83. • Legal • Filing of new private Legal If there is an economic • civil-rights lawsuits reached downturn, the areas that • a plateau at the beginning of 1997are going to be • and declined in 1998 and 1999. especially litigious are • age and sex discrimination 10/27/2013 Free template from www.brainybetty.com 83
  • 84. • Changing Role in Workforce Planning for Human Resource Professionals • With rules of the game in the workplace changing, the HR professional’s role must • change as well. Many people and organizations are still caught up in nostalgia for the • old, safer ways of doing business, but these are no longer effective. Today’s economy • operates differently, and HR must adapt to the differences. It is no wonder the term 10/27/2013 Free template from www.brainybetty.com 84
  • 85. • ―personnel‖ gave way in the 1990s to ―human resources,‖ which is now evolving to • ―human capital.‖ • HR’s changing role in organizations will require you to develop a new set of competencies • and approaches that will translate into the strategic HR skills and abilities you • will need for workforce planning. These skills and abilities overlap with the IPMA • Competency Model,Free template from which focuses on three key 85 10/27/2013 www.brainybetty.com HR roles:
  • 86. • 1. Leader—having the same opportunity, responsibility and accountability, and influence • as any other member of the leadership team. Being a strategic leader means you can • show evidence that you have influenced the direction of the business • 2. Change Agent—addressing and initiating improvements that will meet the challenges • that make a difference for the organization • 3. Business Partner—taking a leadership position on issues that truly influence the Strategic direction of the business • IPMA has identified a set of 22 competencies you should possess to excel in these • roles. These competencies and the roles they support are listed and 10/27/2013 Free template from 86 described on the www.brainybetty.com
  • 87. • Changing Models for Human Resource Service Delivery • As the workforce changes and the roles of HR change, the way human resource services • are provided is also changing. Some of those changes are outlined below. • • “Distributed HR.” Distributed HR is a new term to describe a trend in which the HR • services are designed and delivered through multiple channels. The goal is to deliver • HR through channels that provide the greatest return 10/27/2013 Free template from www.brainybetty.com 87
  • 88. • (cost/benefit and quality) and/or • have the most direct accountability for HR results. • • Outsourcing all administrative activities, removing them entirely from the internal HR organization and shifting them to an outside vendor who can take advantage of greater economies of scale. This provides greater opportunity to invest in new technologies and focus more resources on best practices. This approach has the advantages of reducing cost and allowing the internal HR function to move away from its transactional focus. On the other hand, disadvantages include less internal control • and the danger of locking the organization into a long-term commitment to one vendor. 10/27/2013 Free template from www.brainybetty.com 88
  • 89. • Sharing HR services for administrative and transactional functions to create • efficiencies and save money. This reduces the redundancies of decentralized structures and allows the organization to focus on operational excellence. • • Developing Centers of Excellence (COE), which are centralized units responsible for developing programs and consulting with businesses in highly specialized areas [compensation, organization development (OD), benefits planning, etc.]. This • approach leads to creation of critical mass in specialized areas and attracts better qualified people to HR. The challenge is to ensure the COE doesn’t become disconnected from business realities. 10/27/2013 Free template from www.brainybetty.com 89
  • 90. • Decentralizing HR business partners by transforming the personnel specialist into a • strategic partner who understands business issues and, as a member of a business • management team, can identify the HR implications of business decisions. HR • business partners can also coordinate help from the appropriate COE(s) or outside • vendors to deal with those implications. This new role, when played properly, • enhances the strategic value of HR as well as the organization’s people. 10/27/2013 Free template from www.brainybetty.com 90
  • 91. • Returning key elements of people-management to the line, reducing or eliminating HR • control over these functions. For example, while HR or consultants must continue to • design compensation programs because these programs require special expertise, • salary administration can be managed by line managers through computer technology • that provides them the data and analytics they need. This reduces costs as well as • empowers line managers by giving them HR responsibility. 10/27/2013 Free template from 91 www.brainybetty.com
  • 92. • Reducing the number of “HR business partners,” but ensuring that, freed from the administrative work they did in the past, the remaining partners are truly strategic thinkers and are regarded as such by line managers. This approach allows organizations to finally use their people as sources of competitive advantage. The challenge is to get the right HR people for these roles. Although the title ―business partner‖ has been with us for a while, there are few HR practitioners who are true partners. • • Developing small teams of specialists who function like SWAT teams to solve • specialized HR problems. These teams resemble the COE described above, with two exceptions. First, the teams are smaller and in many cases contain few permanent 10/27/2013 Free template from www.brainybetty.com 92
  • 93. • members, but recruit the internal or external consulting resources each project • requires. Second, the teams do not develop organization-wide programs, but focus • more on solving business-specific needs. • Although these models are more prevalent in the private sector right now, as HR • professionals you should be aware of possibilities for the future. For example, at least • two states, Florida and New Jersey, are experimenting with outsourcing and shared • services. Changes in the service delivery model of HR in general will most certainly • affect an organization’s approach to workforce planning. 10/27/2013 Free template from www.brainybetty.com 93