CREATING VALUE THROUGH AN INNOVATIVE HRM DESIGN CONFERENCE 20 NOVEMBER 2012 DE ORGANISATIE VAN DE HRM AFDELING IN WOELIGE TIJDEN

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1 CREATING VALUE THROUGH AN INNOVATIVE HRM DESIGN CONFERENCE 20 NOVEMBER 2012 DE ORGANISATIE VAN DE HRM AFDELING IN WOELIGE TIJDEN Mieke Audenaert

2 HISTORY The HRM department or manager was born in the interbellum period under pressure of syndical action, social problems and research in industrial relations and management Roethlisberger & Dickson present in 1939 in the Management and the Worker the idea to install a personnel function for coping with social processes in the organization (based on their research in the Western Electric Company the so-called Hawthorne experiments) HRM in woelige tijden 20/11/2012 2

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5 SINCE THE FIFTIES HRM mostly linked to the financial division, first question: how do we pay out workers, who is responsible for the payment of salaries? We still see in some cases the HRM department linked to the financial department with a very administrative approach More attention to social and legal affairs, industrial relations Smart personnel administration and payroll HRM in woelige tijden 20/11/2012 5

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7 HRM SERVICES 20 YEARS AGO We can consider the Human Resource Management department as a staff function in the organization, helping general management delivering services or at least procuring the necessary goods and services for a minimal Human Resource Management. Line / staff organization: advisory function of HRM HRM in woelige tijden 20/11/2012 7

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9 SINCE THEN, A LOT OF CONFUSION ABOUT NAMES HR Managers name themselves: Personeelsadministrator, Personeelsdirecteur, Personeelswerker, Directeur Personeel & Organisatie, Personeelsmanager, Directeur menselijk potentieel, Human Resource Manager, Human Resource Director, Human Capital Manager, and Their department: Personeelsdienst, Dienst personeelsadministratie, Dienst P&O, Directie P&O, HRM dienst, HRM directie, and HRM in woelige tijden 20/11/2012 9

10 LAST 20 YEARS: FROM PERSONNEL MANAGEMENT TO HRM Many names, many realities? But, a tendency to service and strategic thinking From research, a lot of heterogeneities in the field of HRM systems and practices, not even depending on the sector General acceptance of HRM language in networks of HR Managers with more room for strategic issues HRM in woelige tijden 20/11/

11 HRM AND PERSONNEL MANAGEMENT IN LITERATURE From personnel administration to HRM/ Legge: Human Capital, importance of the line, Many models focus on more managerial importance and impact: Michigan model, Harvard model, Guest, Brewster, Jackson, Ulrich, Paauwe, Less administration, more service, more strategic impact in the organization, more decision maker (is the HR Manager member of the board committee?) From administrative expert to business partner HRM in woelige tijden 20/11/

12 IMPACT HRM VOORBEELD 1 TIJDSBESTEDING HRM RESULTATEN IMPACT HRM OP ORGANISATIE- RESULTATEN DIENSTVERLENING 20% ADMINISTRATIEVE BEHEERSING 80% Verhoging competenties (niet), verhoging individuele performantie (laag), innovatievermogen (laag), jobsatisfactie (laag), affectieve betrokkenheid (laag), gemiddelde medewerking (laag), gebrek aan klachten (hoog), sociale vrede (gemiddeld), tevredenheid dienstverlening (gemiddeld), personeelsverloop (hoog), stress (gemiddeld), 5% HRM in woelige tijden 20/11/

13 IMPACT HRM VOORBEELD 2 TIJDSBESTEDING HRM RESULTATEN IMPACT HRM OP ORGANISATIE- RESULTATEN STRATEGIE 10% DIENSTVERLENING 40% ADMINISTRATIEVE BEHEERSING 50% Verhoging competenties (laag), verhoging individuele performantie (laag), innovatievermogen (laag), jobsatisfactie (gemiddeld), affectieve betrokkenheid (gemiddeld), medewerking (gemiddeld), gebrek aan klachten (hoog), sociale vrede (hoog), tevredenheid dienstverlening (hoog), personeelsverloop (gemiddeld), stress (gemiddeld), 30% HRM in woelige tijden 20/11/

14 IMPACT HRM VOORBEELD 3 TIJDSBESTEDING HRM RESULTATEN IMPACT HRM OP ORGANISATIE- RESULTATEN STRATEGIE 50% DIENSTVERLENING 30% ADMINISTRATIEVE BEHEERSING 20% Verhoging competenties (hoog), verhoging individuele performantie (hoog), innovatievermogen (hoog), jobsatisfactie (hoog), affectieve betrokkenheid (hoog), gemiddelde medewerking (hoog), gebrek aan klachten (hoog), sociale vrede (hoog), tevredenheid dienstverlening (hoog), personeelsverloop (laag), stress (gemiddeld), 70% HRM in woelige tijden 20/11/

15 ADMINISTRATIVE QUESTIONS Fulfilling the basic HRM transactions in organizations (payroll, personnel administration, ) Providing, analyzing, synthesizing HRM data, juridical expertise, and administrative data for decision making Question: how can HRM organize this function? HRM in woelige tijden 20/11/

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17 SERVICE DELIVERY QUESTIONS Central question: what can HRM do for the core units, teams and the individual employee? Quality, speed, flexible criteria for HRM services Question: how can HRM deliver these services and under what conditions and structures? HRM in woelige tijden 20/11/

18 STRATEGIC QUESTIONS What are the more strategic HRM activities ( competencies, performances, career planning, talent, ) and deliverables? The strategic decision making impact of HRM in the organization HR Manager member of the board committee or other decisive organ Question: how can HRM organize this strategic partner function in the organization? HRM in woelige tijden 20/11/

19 HRM: A MEMBER OF THE BOARD? HRM in woelige tijden 20/11/

20 PURPOSE OF THIS CONFERENCE How can we combine control, service delivery and strategic functions of HRM within the organization How do we know if and to what extent we are successful in HRM How do we structure the HRM function in the future What is our path of change for the coming months/years HRM in woelige tijden 20/11/

21 HRM HRM in woelige tijden 20/11/