1. CHANGING ROLES OF HR PROFESSIONALS

2. STRATEGIC INTERVENTIONS TO ELICIT COMMITMENT AND TO DEVELOP RESOURCEFUL HUMANS STRETEGIC INTERVENTIONS DESIGNED TO SECURE FULL UTILIZATION OF HUMAN RESOURCES

3. THE FOUR “T’s” TRANSACTION ROLE TRANSLATION ROLE TRANSITION ROLE TRANSFORMATION ROLE

4. BELIEFS AND ASSUMPTIONS NURTURINGMONITORINGMGERIAL TASK VALUES/MISS ION NORMS/CUSTO MS BEHAVIOUR BUSINESS NEED PROCEDURESMGT ACTION IMPATIENCE WITH RULES IMPORTANCE TO RULES RULES BEYOND CONTRACTS WRITTEN CONTRACT CONTRACT

5. STRATEGIC ASPECTS PASTSLOWSPEED OF DECISION CENTRAL TOMARGINAL TOCORPORATE PLAN INTEGRATEDPIECEMEALINITIATIVES CUSTOMERLABOUR MANAGEMENT KEY RELATIONS

6. KEY LEVERS TEAM WORKDEVISION OF LABOUR JOB DESIGN FEWMANYJOB CATEGORIES HARMONIZAT ION SEPARATELY NEGOTIATED CONDITION PERFORMAN CE RELATED JOB EVALUATION PAY INTEGRATEDSEPARATE TASK SELECTION

7. KEY LEVERS CULTURAL STRUCTURAL PERSONNEL STRATEGIES PERSONNEL PROCEDURES INTERVENTIO NS LEARNING COMPANIES CONTROLLEDTRAINING MANAGE CLIMATE AND CULTURE TEMP.TRUCESCONFLICT HANDLING

8. CONSIDER ALL HUMAN ABILITIES TO BE EITHER INNATE OR ACQUIRED. EVERY PERSON IS BORN WITH A PARTICULAR SET OF GENES WHICH DETERMINES HIS INNATE ABILITY.ATTRIBUTES OF ACQUIRED POPULATION QUALITY, WHICH ARE VALUABLE AND CAN BE AUGMENTED BY APPROPRIATE INVESTMENT, WILL BE TREATED AS HUMAN CAPITAL……… THEODORE SCHULTZ

9. IMPROVING THE WELFARE OF THE PEOPLE DID NOT DEPEND ON LAND EQUIPMENT AND ENERGY BUT RATHER ON KNOWLEDGE THEODORE SCHULTZ

10. COMMON SET OF OBJECTIVES CORPORATE GOALS MUST FACTOR IN INDIVIDUAL CAREER GROWTH COMPANY PROFITS MUST BE LINKED TO PERSONAL REWARDS ORGANIZATIONAL LEARNING MUST INVOLVE EMPLOYEE TRAINING BUSINESS STRATEGIES MUST CONSIDER HR ISSUES

11. ALIGN HR TO STRATEGY PRODUCT BASED COMPETITION MUST ENCOURAGE PERSONAL INNOVATION PRICE DRIVEN COMPETITION MUST FOCUS ON SELF DIRECTED COST CUTTING SERVICE ORIENTED COMPETITION MUST BUILD INDIVIDUAL INITIATIVES ALLIANCES AND JOINT VENTURESA MUST SENSITISE PEOPLE TO NEW CULTURES

12. SETTING ITS AGENDA ENSURING THAT THE MINDSET OF PEOPLE IS RECEPTIVE TO CHANGE FACILITATING MGT INITIATIVES SUCH AS REENGINEERING MANAGING CULTURAL TRANSITIONS LIKE MERGERS AND ALLIANCES REPLACING TOP DOWN INTERVENTION WITH COMPANYWIDE PARTICIPATION FOLLOWING PROCESSES AND PRACTICES WHOSE SUCCESS CAN BE EVALUATED

13. DEPLOYMENT OF LABOUR Stage 1

14. OPTIMUM UTILISATION OF HUMAN RESOURCES Stage 2

15. LEVERAGING HUMAN CAPITAL Present Stage

16. Regards SALAHUDDIN.MOHD CRD & HRD Mafoi Management Consultants Ltd hr.salahuddin@gmail.com Proprietor