Organization - Structure of the HR Function Flashcards
Strategic Role of HR
HR processes and activities must be aligned with the orgz overall strategy and business partners’ need to create a stronger and more strategically focused orgz
- Participation in creating the orgz strategy
- Aligning the HR strategy with the orgz strategy
- Supporting other functions in their strategic roles
Administrative Role of HR
- Using technology to capture and analayze data
- Using technology to reduce transactional time
- Focusing on core capabilities (outsource non core HR functions like payroll, benefits, background checks)
Operational Role of HR
- Knowledge management (wisdom & experience)
- Targeted talent acquisition & development
- Incentive systems
- Employee engagement programs
Developing an HR Service Culture (S’s)
- Strategy: how HR will create value for the orgz
- Shared values: A commitment to service is communicated
- Structure: how HR can be more efficient/innovative
- Systems: tools, policies, processes to implement
- Staff: what performance will be rewarded
- Skills: what capabilities are needed
- Style of leadership: model the actions and values
Service Level Agreement (SLA)
the output customers can expect–for example, the services HR will provide a function, the normal time frames for results, or HR responsiveness to customer queries and complaints
Orgz Core Functions
HR, Finance/Accounting, Marketing/Sales, R&D, Operations, IT
Executive Management
AKA C suite. They are responsible for all of the core business functions and their effect on the orgz performance.
They:
- Develop and communicate strategy
- Monitor and control implementatio of strategic activities through control of financial resources
- The primary interface with the orgz stakeholders
- Lead the orgz through a shared vision
How HR interacts w Exec Team: contribute to the development of orgz strategy.
Finance and Accounting Functions
Both reflect an interest in an orgz financial performance.
They:
- Support operations and strategic initiatives through the creation of operating budgets
- Manage the orgz treasury through short and long term investments
- Track revenue & expenses
How HR interacts: depends on finance and accounting for everything it does or would like to do (budgets)
Marketing and Sales Functions
This part of the orgz brings in revenue. Described as the 4 P’s: price, place, promotion, product.
They:
- have a ‘push’ strategy: focus on getting product in front of customers
- have a ‘pull’ strategy: attract customers to the product
How HR interacts: HR can ensure that its activities are aligned with the identity that marketing is creating and use this brand identity to attract future EEs.
R&D Function
R&D or new product design and development is responsible for future revenue.
How HR interacts: HR can protect the orgz investment in R&D by ensuring that contracts protect intellectual property rights.
Operations Function
This part of the orgz develops, produces, and delivers products and services to customers.
They:
-Ops is almost always concerned with efficient use of resources, but issues of quality, environmental impact, and worker health and safety are also important.
How HR interacts: analyze historical data and predict and creatively manage gaps in resources. this includes: hiring, downsizing, implementing union contracts, managing grievances, discipline, performance issues.
IT Function
IT manages the storage, access, exchange, and analysis of information across the enterprise through hardware and software systems.
They:
- support integration of data from different orgz processes through an enterprise resource planning (ERP) system.
- charged with maintaining the security and reliability of the orgz data
How HR interacts: HR can assist IT by providing a good pipeline of qualified EES. HR can develop and communicate technology policies.
HR Team Members
- Leaders: senior leadership role, they report to CEO or COO
- Managers: responsible for units within the HR Function, such as EE relations, TA, orgz development
- Specialist: have expertise in specific areas such as compensation, talent mgmt, metrics, IT
- Generalist: familiar with all of HRs varied services, they have expertise in one or more specialty areas of HR
- HR business partner: are more experienced generalists who are assigned to represent HR services directly to other business functions, they use a deeper understanding of the business
HR Structural Alternatives ‘Centralized’
All HR personnel located within HR department; delivers services to entire orgz
*Control and consistency across the orgz
HR Structural Alternatives ‘De-centralized’
HR staff within each function, business unit, or location carrying out required activities
*More direct contact
