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. My HR career 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 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
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. 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 TECHNOLOGY to enable the above
BUSINESS STRATEGY
PEOPLE COMPETENCIES
ENTERPRISE PERFORMANCE MANAGEMENT
TECHNOLOGY ENABLERS

10. Business Strategies and Goals Strategic People Management
Effective people management
- driver of organization success
Business Strategies and Goals
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
Potential/
Competency
Database
Succession
Planning
Remuneration
Management
Future
Capability
Build / Buy
Functional
Skill
Learning
Management
Skill
Development
Sourcing &
Staffing
Functional Skills
/ Competency
Enhancement
Actual Performance
Direct Intake
Outsourcing
Labour Supply
Reward &
Recognition
Learning &
Development
Plans
Achievement of organization goals 13

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

15. What HR leaders need to know today
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. What HR leaders need to know today
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. What HR leaders need to know today
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. What HR leaders need to know today
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. What HR leaders need to know today
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
Talent
Management
Delivery
Results

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