Roles of People Management Today Sharing at The Council of Hong Kong Professional Associations

1. Roles of People Management Today Sharing at The Council of Hong Kong Professional Associations 18 June 2011 KT Lai F.I.H.R.M. (HK), M.H.K.I.o.D

2. Previous full time job HR professional and practitioner Current assignments Facilitator in HR management consulting and lecturing Voluntary engagements Serving at HR management institutes and HR Committee of some social service organizations Public appointments WKCDA / QMAS / LRC / ED My HR career 2

3. Roles of people management today Business challenges we are facing • Changing business focus and objectives • Managing uncertainty • Exceeding stakeholders’ expectations • Optimizing the workforce, and • Controlling cost

4. Factors affecting people management • External • industry nature • competition • Internal • governance contest - Board and management expectations • cultural context – management style and approach • organizational context - structure • Stakeholders • employees • customers and service users • business partners • community

5. We need a sustainable business strategy

6. We need to have line of sight What do we want to be? Vision What benefits will we bring to our stakeholders? Mission How will we achieve this? Strategy What guides the pursuit of our strategy? Values What must we do to uphold our values? Commitments What must we do to meet our commitments? Policies & Codes 6

7. Vision, Mission & Values • Vision • Why organization / function exists? • What is the expected outcome / results? • Mission • What can people in the organization do to add value,? • What are the deliverables? • Values • What are the principles on which the organization / function is built on, e.g. integrity, line of sight

8. Vision, Mission & Values • Initiatives • What services the line functions could offer ? • Priorities • What are the top four priorities line functions will contribute to organizational priorities? • Actions • What is the action plan to deliver the priorities? • Measures • What measures line function will use to indicate its success or benchmarks?

9. BUSINESS STRATEGY PEOPLE COMPETENCIES ENTERPRISE PERFORMANCE MANAGEMENT TECHNOLOGY ENABLERS Linking people management strategic map with the VMV • Have the right WORKFORCE • ALIGNMENT of people’s efforts and contribution in achieving business strategy • Use Workforce MEASURES • Employ TOOLS and TECHNOLOGYto enable the above

10. Business Strategies and Goals Effective people management - driver of organization success Assets Strategic People Management Line Management Process System Support Human Resources Team 10

11. Increasingly complex of roles in people management • Challenges of more complex and diversified organizational operations • Alignment of people management strategies with changing organization priorities • Constant realignment of the people capacities and capabilities • Constant demands for more and better resources – flexibility and adaptability • Increasing needs of participation and involvement in achieving organization objectives

12. Increasingly complex of roles in people management • …. some issues will never go away: • better utilization of capital and operating expenses • acquiring, identifying and developing talent • orchestrating people to perform • delivering people value in the equation • developing enterprise knowledge …… • and more …

13. Strategic people management process • Job Analysis • Job Description • Job Specification • Job Evaluation • Vision • Mission • Strategies • Value • Structure • Design Organization Goals HR Planning / Mapping Job Relativity employee engagement, HRIS culture, change, diversity management ethics, governance and audit • External • Benchmarking • Measures and Goals • Competency Performance Management Remuneration Management Potential/ Competency Database Succession Planning • Future • Capability • Build / Buy Sourcing & Staffing Functional Skill Learning Management Skill Development • Functional Skills • / Competency • Enhancement • Direct Intake • Outsourcing • Labour Supply • Actual Performance Reward & Recognition Learning & Development Plans Achievement of organization goals 13

14. Transformation of people management Partnership Organisation Orchestrating People Capital contributor Changing Organisation Performance Management performer Transaction Organisation worker Performing Management Stages Key Focus

15. Competencies What HR leaders need to know today • HR knowledge • Understanding of tactical and strategic HR functions and processes • Business knowledge • Understanding of the operations and processes of how business is conducted • Organizational knowledge • Understanding the business issues that are specific to the organization and having empathy for and an awareness of the impact of human capital issues on the organization as a system

16. Competencies What HR leaders need to know today • Strategic thinking • Seeing the big picture, having along-term line of sight and understanding the interconnectedness of decisions and activities within the various lines of the business • Leading change • Charting the course for organizations’ stakeholders to navigate a shift in business processes, priorities and expectations • Shaping organization culture • Creating the values by which an organization operates

17. Competencies What HR leaders need to know today • Cross-cultural intelligence • Knowledge of and sensitivity to differences among cultures • Critical/analytical thinking • Seeking information and using that information to make informed decisions and resolve problems • Results oriented/driven • Ability to link processes and practices to positive outcomes and to demonstrate the value brought to the organization

18. Competencies What HR leaders need to know today • Flexibility/ adaptability • Ability to adjust the approach as required by shifts within the organization and in the external business environment • Communication for impact • Being able to verbally or in writing convey messages in terms that make sense, and also to actively listen to others’ interpersonal communications • Technological savvy • Knowledge of the unique solutions and challenges that new technology will bring to the organization and understanding of how talent management will be affected by a technologically enhanced business environment

19. Competencies What HR leaders need to know today • Ethical behavior • Perception of the moral appropriateness of individual and / or group conduct or behavior • Integrity • Honesty and doing the right thing • Credibility • Being perceived by others as having the knowledge and experience to back up one’s authority • Coaching/developing others • Helping others to reach their potential

20. HR Value Delivery Model today

21. HR Competency Model today Source : “The HR Value Proposition” David Ulrich (2005), Michigan Ross School of Business, USA

22. What line management needs today • Organization perspective • Understanding of business objectives • Cascading the business objectives and facilitate performance measures and goals setting • Strategic alignment of functional activities with organization vision, mission and culture • Organization structure design and operation practice reform • Strategic job profiling and competence modeling • Talent acquisition and capability development • Building flexible and adaptable teams • Motivating and enhancing people to create, drive and add value to business success

23. What line management needs today • Individual perspective • Be ethical • Continue professional development • Equip with effective people management skills • Listen with passion and communicate with impact • Provide and invite feedback from people • Build and manage psychological relationships with people

24. Integrated roles in people management Organization Structure Right People Right Position Right Time Right Place Right Cost People Competencies Reward & Recognition Delivery Results Talent Management

25. Integrated roles of people management • Whatever organization and culture • Whatever difficulties and challenges • Whatever roles you are playing • You are CREATING VALUE! • You are part of the TRANSFORMATION! • You have to be on the top of the CHANGE!

26. Thank You