1. THE FINNISH ASSOCIATION FOR HRM – HENRY PARE 7.11.2002 CHANGING EXPECTATIONS OF HRM: A COMPARATIVE STUDY OF FINLAND AND ESTONIA

2. THE FINNISH ASSOCIATION FOR HRM – HENRY THE CONCEPT OF MAN BEHIND HUMAN RESOURCE MANAGEMENT Man has a value himself, he is not only a resource HRM should take into account the different sides of a man and support the comprehensive growth of him Total wellness / well being should be an objective including – professional condition – physical condition – mental condition – social condition – spiritual condition HRM 2010 P. Sydänmaanlakka

3. THE FINNISH ASSOCIATION FOR HRM – HENRY WHAT IS HUMAN RESOURCES MANAGEMENT? HRM is an approach to people management which is shared between line managers and HR specialists and which emphasizes - the importance of human resources as assets - the strategic nature of human resource management as a process which exists to enable the organization and its employees to achieve their objectives. HRM 2010 P. Sydänmaanlakka

4. THE FINNISH ASSOCIATION FOR HRM – HENRY PLAYERS IN HUMAN RESOURCE MANAGEMENT SHARE HOLDERS THE BOARD LINE MANAGEMENT TOP MANAGEMENT COMPETITORS OUTSIDE SERVICE PROVIDERS SOCIETY LABOUR UNIONS HR-FUNCTION EMPLOYER ASSOCIATIONS MEDIA SELF-SERVICE/ EMPLOYEES HRM HRM 2010 P. Sydänmaanlakka

5. THE FINNISH ASSOCIATION FOR HRM – HENRY THE VISION FOR HUMAN RESOURCE MANAGEMENT HRM CREATES, DEVELOPS AND MAINTAINS EFFICIENT ORGANISATIONS in order that they are competitive LEARNING ORGANISATIONS in order that they are successful also in the future WELLBEING ORGANISATIONS in order that their employees are motivated and are able to work efficiently in long term PA CONSULTING GROUP

6. THE FINNISH ASSOCIATION FOR HRM – HENRY Feedback is affected by the service level of the hr- function and the expectations of the line management HR-function’s level of service in objective measures organization A organization B HR-function’s level of service in objective measures Line management’s expectations BIG DIFFERENCE expectations are not materialized poor feedback SMALL DIFFERENCE expectations are materialized good feedback PSYKO 2002

7. THE FINNISH ASSOCIATION FOR HRM – HENRY THE DIFFERENT ROLES OF HR SPECIALIST DOER VISIONER DOER INNOVATOR DEVELOPER - expert in strategic management - the basic provider of services - developer of organisation and personnel - expert in change management is credible and convincing VISIONER HRM 2010 P. Sydänmaanlakka

8. THE FINNISH ASSOCIATION FOR HRM – HENRY DOER INNOVATOR VISIONER DEVELOPER THE ROLES OF HR SPECIALIST HRM 2010 P. Sydänmaanlakka

9. THE FINNISH ASSOCIATION FOR HRM – HENRY THE ROLES AND TASK AREAS IN HRM VISIONER INNOVATOR DEVELOPER DOER Strategic HRM Organizational development Performance management Training & development InductionRecruitment Health care Cooperative matters HR procedures and systems Payroll and employment HR administration HR services Management training HR-policies Competence Management Knowledge Management Total wellness Feedback systems Team management Management systems & processes Management consulting Value Management HRM 2010 P. Sydänmaanlakka

10. THE FINNISH ASSOCIATION FOR HRM – HENRY HOW HR FUNCTION DEVELOPED FROM ADMINISTRATOR TO TREND-SETTER? 19701980199020002010 Adm. function Service function Support function Steering function Trend- Setter function We are adjusting people to work according to the needs of companies and markets We are shaping companies / work communities according to needs of both people and company HRM 2010 P. Sydänmaanlakka

11. THE FINNISH ASSOCIATION FOR HRM – HENRY