La direzione e la gestione strategica del personale

Uno schema di riferimento per l’analisi Ambiente scenario socio- politico – economico mercato del lavoro legislazione sistema delle relazioni ind. ecc. Organizzazione collocazione organizzativa strutturazione attività know how specialistico rapporti con la line Task amministraz. del personale gestione del personale sviluppo del personale Impresa strategia orientamenti e cultura del management ecc.

L’outsourcing della funzione RU Esternalizzazione di attività di gestione delle RU Payroll, reclutamento e selezione, formazione, gestione delle politiche retributive… Quali obiettivi? Efficienza: riduzione dei costi Efficacia: utilizzo di competenze specialistiche che sono assenti all’interno dell’impresa Strategia: combinazione di competenze interne ed esterne, uso del mercato dei servizi per la gestione delle risorse umane

L’evoluzione temporale Valorizzazione delle risorse umane, internal marketing Sviluppo del know how, delle tecniche, dei tools Complessità Conflittualità sindacale e relazioni industriali Sviluppo delle tecniche di gestione del personale Amministrazione del personale 1950 1960 1970 1980 1990 anni

Amministrazione del personale Task Concezione contabile-amministrativa del rapporto di lavoro Soluzione organizzativa All’interno della funzione amministrativa Professionalità generica degli addetti al personale Valutazione della performance Rispetto delle regole, numeri di contenziosi, legittimità pratiche Cultura e valori Pmi o grandi burocrazie (PA)

Direzione del personale Generale Staff Direzione del personale Produzione Marketing e commerciale Ricerca e sviluppo Amministrazione

Gestione del personale Task Supporto tecnico-specialistico al vertice e alla line Soluzione organizzativa Autonomia specialistica e autonomia politica In staff del vertice Addetti con professionalità generica sugli aspetti aziendali ma specialistica su aspetti tecnici della gestione delle risorse umane Valutazione della performance Efficienza ed efficacia nella gestione del personale Cultura e valori Cultura tecnocratica, competizione con altre funzioni, ottimizzazione costi/benefici nella gestione delle risorse umane

Direzione del personale Generale Staff Direzione del personale Produzione Marketing e commerciale Ricerca e sviluppo Amministrazione

Direzione e sviluppo delle RU Task Supporto alla strategia d’impresa Soluzione organizzativa In staff del vertice ma… verso la scomparsa della funzione! Addetti con professionalità specialistica su aspetti aziendali e tecnici della funzione ma senza eccessive formalizzazioni Valutazione della performance Contributo al vantaggio competitivo Cultura e valori Innovazione, mercati perturbati, imprese di diverse dimensioni

Le dimensioni interpretative per l’organizzazione della diper linea accentramento staff decentramento internalizzata esternalizzata

Il modello di Ulrich Focus strategico Orientamento lungo periodo Business partner Agente di cambiamento Processi Persone Employee champion Gestore Focus operativo Orientamento breve periodo

I ruoli operativi Gestore (administrative expert) Ruolo più tradizionale (Amministrazione del personale, Gestione del personale) Creazione di procedure efficienti ed efficaci per tutte le politiche di gestione del personale Employee champion Sviluppo commitment e competenze delle persone Dialogo, rapporto con i collaboratori, stimolo alla line per la gestione delle persone Attenzione: i ruoli sono spesso compresenti!

I ruoli strategici Business partner Efficienza ed efficacia nell’implementazione della strategia Efficienza ed efficacia nella risposta al cliente (creazione procedure, routine) Agente di cambiamento Guardiano e catalizzatore della cultura aziendale Facilitatore del cambiamento Identificazione dei problemi Creazione di relazioni di fiducia Realizzazione di piani d’azione

Companies Surveyed IBM – Randy MacDonald Merck – Marcia Avedon GE – Bill Conaty GM – Katy Barclay Colgate-Palmolive – Bob Joy Pfizer – Yvonne Jackson

HR Priorities IBM Workforce Costs & Optimization/Productivity Professional & Executive Development Leadership & Climate Performance Management & Differentiation HR Capabilities

HR Organization IBM Talent Organization: Succession, Staffing, Reviews & Development Comp & Benefits Learning: Sales, Technical & Professional Workforce Relations: Unions, Surveys, Culture Diversity/WorkLife Programs HR Shared Services Generalists Report to GMs

HR Priorities Merck Building Talent & Capabilities Leading Change Engagement of Employees Process Improvement & Operational Excellence Invest in Building HR Capabilities

HR Priorities GM Costs and Productivity Optimizing/Enhancing Employee Performance Building Bench Strength and Global Leaders Executive Compensation & Corporate Governance Learning and Leveraging Technology in Driving Learning

HR Organization GM Generalists: North America, Latin America & Middle East, Europe, Asia report to the head of HR and the business leader Governance & Compensation Leadership Development Learning/GM University HR Operations/Shared Services Note: Labor Relations Reports to President Manufacturing not HR

HR Competencies Merck Strategic Thinking Business Acumen Influence Skills

HR Competencies GM Business Acumen Change Management Leadership Skills Functional Excellence

HR Competencies Colgate-Palmolive Judgment Global Mindset/Sensitivity Business Knowledge: Today’s Business Model and Future Trends HR Functional Excellence: Especially in Development, Compensation and Employee Relations

HR Priorities Colgate-Palmolive Developing Leaders Improving HR Execution Driving Best Place to Work

HR Priorities GE Governance & Board Relations Executive Compensation Leadership Development & Succession Planning Global Diversity Performance Management & Differentiation Apply Technology to HR and Global Outsourcing Health Care & Pension Costs Labor Relations

HR Organization GE Executive Development Regional HR Generalists: Japan, Europe, MEA, Mexico, Canada, China, India (US reports to GMs) Leadership Development HR Staffing & Development Executive Compensation HR Shared Services Executive Resources & Benefits Union Relations Medical PR & Communications Corporate Services HR for Fin, Legal, Board Corporate Security HR Info Management Corporate Citizenship Personnel Services (ER)

HR Priorities Pfizer Building the Pipeline of Talent Building Change Mgt Skills in the HR Org Transformation of HR – Greater Use of Technology Integration of Acquired Companies

Model of the Strategic Management Process Strategy Formulation Strategy Implementation External Analysis Opportunities Threats HR Practices Recruiting, Training, Performance management, Labor relations, Employee relations, Job analysis Job design, Selection, Development, Pay structure, Incentives, Benefits Firm Performance Productivity, Quality, Profitability Mission Goals Strategic Choice Human Resource Needs Skills Behavior Culture Human Resource Capability Skills, Abilities, Knowledge Human Resource Actions Behaviors, Results Internal Analysis Strengths Weaknesses

The Role of HRM in Strategy Formulation Administrative Linkage — Lowest level of integration; HRM function's attention is focused on day-to-day activities. No input from the HRM function to the company's strategic plan is given. One-Way Linkage — The strategic business planning function develops the plan and then informs the HRM function of the plan. HRM then helps in the implementation. Two-Way Linkage — Allows for consideration of human resource issues during the strategy formulation process. The HRM function is expected to provide input to potential strategic choices and then help implement the chosen option. Integrative Linkage — Is based on continuing, rather than sequential, interaction. The HR executive is an integral member of the strategic planning team.

Traditional / face to face delivery   Traditional HRM Strategic HRM Traditional / face to face delivery Electronic delivery TTransformational (5-15%) ·    Knowledge management ·    Strategic redirection ·    Cultural change ·    Management development   TTraditional (15-30%) ·    Recruitment and selection ·    Training ·    Performance management ·    Compensation ·    Employee relations TTransactional (65-75%) ·    Benefits administration ·    Record keeping ·    Employee service TTransformational (25-35%) ·    Knowledge management ·    Strategic redirection ·    Cultural change ·    Management development   TTraditional (25-35%) ·    Recruitment and selection ·    Training ·    Performance management ·    Compensation ·    Employee relations TTransactional (15-25%) ·    Benefits administration ·    Record keeping ·    Employee service Outsourcing BPR, ICT

the Pentagon Model Change Navigation Strategic Business Partnership Create Strategy Manage Change Determine Organization Strategy Develop Change Leadership Human Capital Align Strategy Optimize Culture Reinvent Processes HC Core Competencies Ensure Customer Focus Build Workforce Relations Leverage Technology Process Innovation Relationship Management Balance Resourcing Strategies Communication Foster Define Roles and Competencies Competencies Generate Performance Reinforce Knowledge Mgmt. Promote Competency Building

Service and demand Management Si interfaccia con gli utenti dei servizi HR, garantendo la qualità del servizio nel rispetto degli SLA e valutando le richieste di nuovi servizi Service and demand Management Quality Management Governance Coinvolge le attività svolte quotidianamente dalla direzione HR I Processi HR Progetta lo sviluppo dei sistemi HR esistenti e/o l’introduzione di nuovi sistemi Service Delivery Solution Development HR Management & Admin IT Strategy & Planning IT Strategy & Planning So what’s this MOVE Model look like? First -- the graphic for the Model is still under development Since the original MOVE model was based upon the Banc One model, and Since the functions within the model have been re-arranged during the development of the new model, a new MOVE Model graphic is also beginning to emerge. What you see on the screen is a temporary graphic The MOVE model has seven groupings. They are: Service Management Demand Management Service Delivery Solution Deployment Change Management Architecture & Planning IT Management & Administration A high-level description of each one of these are included in the next couple slides Very similar to the Service Management functions in the “old” MODE and MOVE models Includes activities to respond to customers’ requests, ensure customers’ needs are met, and build strong customer relationships. Includes: Service Desk, Business Relationship Management, Quality Management New to the MODE model; incorporated from the “old” MOVE model For project-based demand management Overall request management function for projects Manages the demand from a workload/usage perspective Includes: Project Request Management, Business Case Development, Resource Management From the Managing Change function in the “old” MODE model Includes the functions to ensure that changes to production and development environments are properly planned, managed, communicated, scheduled, monitored, and controlled. For the production and development environments Includes: Change Control, Solution Deployment, Migration Change Management Gestisce il cambiamento, integrando risorse, processi e strutture

Si monitora la performance dei servizi offerti Si definiscono le policy HR, coordinandosi con il corporate, si governano le relazioni con i fornitori Service and demand Management Quality Management Governance I Processi HR Service Delivery Solution Development HR Management & Admin IT Strategy & Planning IT Strategy & Planning Change Management Si definisce la strategia HR, il budget e il planning HR Si gestiscono le risorse umane, tecniche e finanziarie della direzione HR

Evoluzione della funzione di DP profilo del capo del personale DP come funzione specialistica: carriera monofunzionale, specialista, limitate competenze economiche, focalizzato sul presente, lingua nazionale, prospettiva nazionale DP come funzione globale e integrata: carriera plurifunzionale, generalista, competenze economiche, focalizzato sul futuro, plurilingue, prospettiva globale

Managing “Seeming Contradictions” in HR Investing in capabilities/talent Retention of talent Focus on “A Players” Differentiation in rewards Work-life balance and flexibility Innovation and risk-taking Financial risk regarding retirement income and accounting-driven reward design Be competitive and always raising expectations How do you reconcile and explain to the organization these seeming contradictions? Cost-Cutting/Expense Management Layoffs/Downsizing Teamwork Group incentives High performance & challenges Sustained and predictable growth “Ownership”/stock compensation & Alignment with Shareholders Be compassionate and “human” Other examples?

Le competenze del direttore del personale Leader e influenzatore Programmatore Motivatore Comunicatore Abile nei rapporti interpersonali Problem solver Affidabile Ha conoscenza del business Ha sensibilità economica e finanziaria Ha sensibilità sociale E’ determinato Sopporta lo stress E’ un negoziatore

Human Resource Competencies Professional and Technical Knowledge Business Competence HR Professional Integration Competence Ability to Manage Change McGraw-Hill/Irwin

Gatti & Associates Survey: Top Ten HR Competencies TOP 5 COMPETENCIES FOR HR PROFESSIONALS Business Acumen: The knowledge and understanding of the fundamentals that drive the company and industry Leadership Skills:  The ability to consult, coach, influence, and inspire Ability to Think and Act Strategically and Innovatively: To anticipate the future and to originate a path forward Technical Human Resources Competence: More than a passing knowledge of each key component of the Human Resources organization Operating as a Change Agent: The ability to initiate and manage the change process

Gatti & Associates Survey: Top Ten HR Competencies THE NEXT 5 COMPETENCIES FOR HR Communication Skills: The ability to express ideas effectively, both verbal and written; an active listener Ability to Build Powerful Relationships: Assertive and effective at all levels Results Driven: Sets demanding goals and holds self and others accountable Personal Integrity: Holds self and others to high personal standards Customer Service Orientation: Knows key internal and external ‘customers’ and regularly measures level of satisfaction

The Future for HR Professionals The future for careers in HR seems brighter than ever. Firms need to seek balance between attracting, motivating, and retaining the very best talent and keeping costs as low as possible. Finding such a balance requires HR leaders who have a deep knowledge of the business combined with knowledge of HR issues, tools, processes, and technology.

Organizing the HR Function Trends Board Relations & Governance are new HR functions (often grouped with Compensation) HR focusing on the Board as a client HR Operations/Shared Services as a new direct report to the SVP HR Service centers, HRIS and outsourcing relationships/vendor management HR for HR as a key direct report Dedicating resources to upgrading HR talent and capabilities