Evolution of Human Resources Profession: A Historical Journey
The Evolution of HR profession is depicted through the changing roles from Welfare Officers to Strategic Business Partners. Starting from the 18th century to the present day, the HR function has transitioned from basic administrative tasks to high-impact strategic functions like business partnering and value-added activities. The journey showcases the shift from Personnel Management to Human Resources Management, emphasizing the importance of proactive, multidisciplinary roles in modern organizations.
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EVOLUTION OF THE HR PROFESSION Saturday, September 21, 2024
PRESENTER JOSEPH GA THUKA Head of HR & Administration at WEB TRIBE L TD
CONTENTS The Evolution of HR The C hanging Role of HR The Future of HR
A B RIEF HIS TORY 1980 2000: Human Resource / Compliance Officer The World Wars: Labour/ Employment Manager 1945 1979: Personnel Mgt 2001 till now: Strategic HR End of 18th Century: Welfare Officers Protection for female employees & children Care for injured & sick employees Created in respond to harshness in industrial conditions Administrator & technical expert Focusedon improving efficiency & effectiveness Compensation engineering as key to productivity (incentive plans, deferred comp, options) Strategic Business Partner Change Agent Employee Champion COE Share service Administration of absence, training & recruitment State / Trade Unio npartnerships Handled queries o ncompensation matters Employee data Welfare & employment mgt were integrated Personnel Mgt Output could be influenced by employment policies Structured compensation policy Collective bargaining & IR Specialized functions (70 s)
THE JOURNEY High Strategic HRM Value Impact/contributionto business Human Resources Management i. StrategicHR ii.BusinessPartnering iii.Focuson value addedactivities iv.Proactive v.Multidisciplinary vi.Multifacetedroles Personnel Management i. Administrative focuswith enlargedscope ofactivities ii.Support function iii.Lessreactive, moreproactive i. Administrative focus ii.Compliance iii.Traditional mindset iv.Limitedscope ofactivities v.Specialized function Labor Manager Welfare Officer 1945 1979 1890 1913 1914 1939 1980 1990 2000 Till now WorldWars 2nd Industrial Revolution Globalization
NATURE OF WORK High Strategic HR Planning COE Nature of Work Value Impact/Contribution to the Organizational Design Shared HR as Business Partner Survey Action Planning Centre Performance Management Transactional Work Business Culture & Image Staffing Employee Relations HRIS Training & Development continue to evolve Labor/Union Relations Compensation Benefits Transformational Work Compliance Welfare / Employee Care Safety & Workers Compensation Employee Welfare Labor Relations Employee Relations Personnel Admin Human Resource Organizational Effectiveness
THE C HANGING ROLE OF HR
HR is shifting from focusing on the organization of the business to focusing on the business of the organization
REALITY C HEC K E mployers want HR to addres s strategic is s ues involving the c ompetitiveness s and performanc e of the firm More than the role of protec tor and adminis trator.
THE ROLE OF HR ULRICHS MODEL FUTURISTIC FOCUS StrategicPartner Develops & aligns strategies with business Assist line managers in solving organization, people and change related issues Contribute to management team s strategic decision making Foster system thinking, customer focus Strategically manage workforce development Change Agent a) Understandthe organization scultureand what is effective& ineffective Institutionalizeschange capabilitywithin the organization Assist line managers to lead andfacilitatechange Act as a consultantin organizational effectiveness Enhancemanagementdevelopment a) b) b) c) c) d) d) e) PROCESSES P E O P L E e) AdministrativeExpert creates and delivers effective and efficient HR processes & services tailored to unique business needs Manages people & HR related costs Ensures internal & external customer focus Applies information technology to rapidly deliver quality HR products & services EmployeeChampion Develops strategies & helps implement actions that enhance human capital contribution Helps build workforce commitment Ensures fair, ethical & equitable people processes and practices Voice of employees a) a) b) c) d) b) c) d) DA Y TO DA Y / OPERATIONAL FOCUS
THE ROLE OF HR ULRICHS MODEL FUTURISTIC FOCUS StrategicPartner Develops & aligns strategies with business Assist line managers in solving organization, people and change related issues Contribute to management team s strategic decision making Foster system thinking, customer focus Strategically manage workforce development Change Agent a) Understandthe organization scultureand what is effective & ineffective Institutionalizeschange capabilitywithin the organization Assist line managers to lead andfacilitatechange Act as a consultantin organizational effectiveness Enhancemanagementdevelopment a) b) b) c) When Done well gives organization a strategic advantage c) d) d) e) PROCESSES P E O P L E e) AdministrativeExpert creates and delivers effective and efficient HR processes & services tailored to unique business needs Manages people & HR related costs Ensures internal & external customer focus Applies information technology to rapidly deliver quality HR products & services EmployeeChampion Develops strategies & helps implement actions that enhance human capital contribution Helps build workforce commitment Ensures fair, ethical & equitable people processes and practices Voice of employees a) a) b) c) d) b) c) When NOT done creates a lot of issues d) DA Y TO DA Y / OPERATIONAL FOCUS
REALITY C HEC K A survey of 500 HR directors across Europe, the Middle East and A sia, found out that only 15% of the activities carried out by HRdepartments are related to "pure strategic interventions". - Watson Wyatt Study Strategic intervention Not strategic
THE S HIFT IN THE B ALANC E Strategic 15% Strategic 60% Transactional/ Operational 85% Transactional/ Operational 40% Need to expand focus beyond its traditional & transactional role.
WTF? What s The Future?
KNOW THE BUSINESS Do not measure anything unless the data helps you make better decisions or change actions.
THINK STRATEGICALLY Take time to lift your eyes off your HR role. Focus on the entire business first then consider your role within it.
INFLUENCE CHANGE You get influence through people wanting you involved. Not by telling them you have to be. Neil Morrison
TRENDS RESHAPING THE FUTURE OF HR HR in the Digital Age Trends Digital radically disrupts HR Social drives the democratization of work
Agile HR Trends HR drives the agile organization The rise of the extended workforce
Global Scale of HR Trends Reconfiguring the global talent landscape Tapping skills anywhere, anytime
Insight-driven HR Trends Talent management meets the science of human behavior Navigate risk and privacy in a more complex world
Evolution of Talent & Work Trends Shattering the boundaries of HR Managing your people as a workforce of one
