1. Strategic Value of the HR Function Presentation by
Non- Profit Group

2. Our Approach....... Purpose Vision, Mission and Core Values
Corporate Strategy
HR Strategy and underlying approaches
Key HR Practices
Collaborating with Line Managers to achieve better
Endnotes

3. Purpose
Demonstrate the value HR function contributes to the achievement of the organisation’s goals
Improve visibility of the HR function and contribution
Clarify HR’s strategic offering to the organisation
Improve subsequent HR Effectiveness scoring
Explore how stronger relationship with Line managers will support delivery of team objectives

4. Mission, Vision and Core Values
Mission Statement
“Making the world a better place for everyone”
General Vision
To Develop i.e. to be the best in the sector, to improve the experience of our clients
Our Values
Leadership
Service
Professionalism
Integrity
Diversity

5. HR Function
Of non – profit organisation?

6. Non – Profit Corporate Strategy
Deliver value for money
Achieve sustainable growth
Ensure high quality of service

7. Non – Profit HR Strategy
Develop the culture, capability and environment to supports a performance driven organisation
Attract, retain and develop talents to support the achievement of the organisation’s long term objectives
Engage with employees to enhance their contribution to organisational goals
Be an employer of choice

8. Underlying Strategic Approaches
Best Fit
HR Strategy informed by the key organisational goals
Supports the achievement of organisation’s overall objectives
Corporate strategic goals driven through HR strategy
Examples?
Best Practice
Pfeffer’s selection criteria considered in the design and implementation of key HR practices and initiatives

9. 5 Levels of Vertical Integration (Torrington & Hall, 1998)
Separation
Fit
Dialogue
Holistic
HR Driven

10. Key HR Practices Recruitment & Selection Training & Career Development
Performance Management
Reward
Change Management
Retention
All aligned to organisation’s objectives

11. Key HR Contributions Recruitment & Selection
Communicate strong employer brand in recruitment campaigns
Target recruitment of talents to a diverse labour market
Key focus on Graduate scheme
Build managers’ capability to identify and select talents
Deploy relevant selection/assessment tools to test for organisational skills
Explore electronic sorting of applications to a more efficient short listing
Training & Career Development
Focused development of management and leadership capability
Talent management to support aspiration for career aspirations
Encourage secondment across departments
Skills audit to align employee training to business objectives

12. Key HR Contributions Performance Management Reward
Build line management capability for effective employee performance management – Communication, coaching, objective setting, Communicate strong employer brand in recruitment campaigns
Develop interventions for developing leadership behaviours
Raise the importance of people management in achieving organisational objectives
Senior management performance/bonus linked people management and employee survey
Reward
Total remuneration strategy including – base pay, benefits
Benchmarked internally and externally for competitiveness
Linked to performance (What and How) to emphasis expected behaviours

13. Key HR Contributions Change Management Retention
Building line managers capability to manage change effectively
Provide a framework for ensuring fair process for managing change
Improve understanding of resistance to change and how to overcome
Lead consultation and engagement with employees during change
Retention
Encourage internal movement of staff
Develop action plans to improve employee engagement survey scoring
Support line managers to build open & trusting relationships with individuals and teams
Deploy framework for increasing employee involvement and participation

14. Collaborating with Line Managers
Build trusting relationship, seen as trusted advisor
Involve in designing and obtain buy-in for HR initiatives
Be accessible, supportive and visible
Be business oriented, have good understanding of business processes
Clarity of HR policies & practices
Build people management capability
Understand what the business wants and align with the HR strategy

15. The A.M.O. Model