In the phase 1 (thanks to David Ulrich) the reengineering (HR Administrative Expert) is the same as the general process reengineering effort. Many books write about the process reengineering and it was an extremely modern trend in 80s and 90s of the last century. Later, the difficulties were discovered as the process reengineering and process improvement did forget about the human part of the change. The HR reengineering is a bit different from the classical business reengineering and Arthur Yeung provided a simple six steps model for the HR reengineering: 1. 2. 3. 4. 5. 6.
Define Define targ target et proce process ss to be be reengi reenginee neered red.. Create Create models models “how “how it works works now” now”.. Criti Critical cally ly check check the backgr background ound condi conditio tions. ns. Create Create models models “how “how it will will look” look”.. Implem Implement ent,, devel develop, op, and propag propagate ate.. Measure Measure the impact impact on the the organizati organization on and the busines businesss of the the organizatio organization. n.
The goals of the six steps model by Arthur Yeung are pretty simple. It is about the identification of the HR Processes to be abandon ed and the rest of the HR Processes can be simplified. It is done usually by investing into HRIS (Human Resources Information System). http://freehrguide.com/hr-administrative-expert/process-improvement-reengineering phase-1/
Reengineering Human Resources: Achieving Radical Increases in Service Quality--with 50% to 90% Cost and Head Count Reductions Lyle M. Spencer ISBN: 978-0-471-01535-2 Hardcover 256 pages
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A survival guide to the human resources reengineering revolution Sparked by the new information technologies, a revolution is about to take place in the way human resource services are organized, staffed, and delivered. To prepare HR professionals for these radical changes, Reengineering Human Resources provides a comprehensive guide to the basic concepts, processes, and technologies that are driving this change. In a clear, concise presentation illustrated with numerous real-life examples, this unique book gives the reader: * A detailed primer on the new information technologies, including specific human resource uses of the personal computer, interactive information systems, CDROMs, personal digital assistants, networks, and more * An explanation of the basic concepts of reengineering, how it can be implemented, and how to weigh costs and benefits--complete with work flow graphics and spreadsheet templates * Detailed advice on staffing--the competencies HR professionals will need in order to succeed and how employee competencies will change with reengineered work * Specific cases of how human resource functions will be performed after reengineering, including examples of recordkeeping, succession planning, performance management, training and development, employment practices, and more
Human resources management is on the brink of radical transformation and the instrument of that transformation is information technology. Starting with this provocative premise, Reengineering Human Resources offers human resource professionals an eye-opening introduction to the changes that are about to affect the organization, staffing, and delivery of human resource services. For those who are prepared to take full advantage of the new technology, it will mean dramatic increases in productivity and impressive decreases in cost, as well as vastly improved services and greater client satisfaction. In a real sense, the field of human resources is undergoing a revolution. Written by management expert Lyle M. Spencer specifically for human resource professionals, this book shows how new technologies, reengineered work processes, and retrained employees will bring about this revolution. Although it assumes no technical expertise, Reengineering Human Resources brings the reader up to speed on the latest hardware and software applications, including personal computers, interactive voice response systems, personal digital assistants, CD-ROMs, expert systems, information networks, and much more. Not just a description of these changes, this important book provides complete "how-to" instructions for reengineering, including activity-based costing, value analysis, and work flow charting. It describes the radical new approaches to organizing work made possible by combining traditional work analysis methods with advances in information technology. Specific cases of reengineered human resource functions, including recordkeeping, employee health care benefits, performance management, training, compensation, and labor relations are illustrated with real-life examples. An entire chapter describes the ways employee competencies will change in the reengineered organizations and jobs of the future. Information on implementing these changes explains how to calculate both the costs and benefits of reengineering. Timely, authoritative, and compelling, Reengineering Human Resources offers human resource professionals the opportunity to shape the future of their workplace and their profession. http://as.wiley.com/WileyCDA/WileyTitle/productCd-0471015350.html
HUMAN RESOURCE PROCESS RE-ENGINEERING BLOG An effective retention strategy is dependent upon the success of other human resource strategies AUTHOR Chuck Muzzy (CBS) MS BS At one time or another, we have all worked for a company where employees are hired and then voluntarily leave a few months or a few years later. It is like a revolving door where one day an employee is doing his job and the next day he is gone. What’s more, these companies see this issue as merely a fact of being in business and not something they can really change. They simply start the recruitment process over again and fill that same job a few weeks later with another individual who may or may n ot stay for the long term. Unfortunately, improving employee retention is often a poorly managed issue in many organizations. In most companies, no one is responsible for improving employee retention. In others, the company may have someone overseeing retention, but this individual does not get the support he or she needs to do the job effectively. In other words, they wear the retention hat, but are not given the budget and resources necessary to be successful in managing the issue. The reality is that the Human Resources department is best suited to deal with the problem of employee retention because they have the skill-set required to manage the issue. However, in many companies, HR departments are “up to their eyeballs” in other issues that prevents them from focusing on retention problems. Another reason for a lack of focus is that improving retention is affected by virtually every other human resource strategy a company has in place. If you have ineffective strategies in other aspects of human resources, you will be unable to improve your retention issues. Retention is ultimately affected by your recruitment strategy. If you do not hire the right employees who are best suited for long term employment relationships, you will be unable to improve retention. Therefore, a successful recruitment strategy is of utmost importance to improving retention. Many companies also have inconsistent and ineffective orientation strategies. When an employee voluntarily leaves an organization in his or hers first 90 days of employment, the reason often has to do with an ineffective orientation strategy. Other business cultures throw new employees right into the fire because they are often “under the gun” to fill positions and get new employees into their responsibilities very quickly. More often than not, these new employees have not had adequate training and are immediately immersed into stressful situations before they truly understand the scope
of their roles. Therefore, not having a well orchestrated training strategy will kill your employee retention efforts. What motivates employees in your company? Well the an swer is likely different for every employee. But understanding the motivational factors of your workforce can have a dramatic impact on improving employee retention. So, a successful motivation strategy is of utmost importance in dealing with this important issue. We all recognize that performance standards can be inconsistent by department or by the management styles of managers. Employees see discrepancies in consistent performance management techniques as favoritism of one employee over another. Why do some employees appear to have someone serving as a mentor and watching out for their best interests while others do not? Employees see this as employee favoritism and often become disgruntled and even envious of the “favored” employee. Therefore, a company also needs successful performance management and career development programs and strategies if they are to improve employee retention. Unfortunately, improving employee retention is difficult. Not only is a strong retention strategy plan needed, but it will be fully dependant on many other human resource strategies. There are many different approaches that companies can take when developing a retention plan. Some companies leave the problem to operating managers out in the field who really do not have a good sense of how to improve their retention problems. This “hands off” approach is often ineffective. Other c ompanies try and create standard uniform practices to improve their retention efforts. For example, improving employee benefits or giving pay increases across the board are seen as ways of improving overall employee retention by showing the employee population that the company cares about them. A third (and often more effective approach) is to focus retention efforts on a department or area of the company that appears to be particularly hurt by the voluntary resignations of employees. This more focused approach can be implemented more quickly and can have a more immediate impact. How do we determine what is causing a particular company’s employee turnover? Certainly well crafted employee surveys and exit interview forms will give the c ompany some valuable information. But the opinions extracted from these employee surveys and exit interviews need to be turned into data that can be used to compare departments, time periods, reasons for leaving the company, etc. Measurements need to be established that compare the past and present and will be used in the future to compare employee retention trends. Yet, there is nothing more powerful to the VP of Human Resources than the ability to translate employee turnover into lost dollars. This individual will certainly get the attention of the senior management team or Board of Directors if they can translate
voluntary resignations into expenses. Strategic objectives, strategies and clearly defined action plans communicated to the senior management team – - with the estimated saved expenses – - will get the attention, focus and SUPPORT of the senior management team. What to do now: Develop strategic objectives, strategies and action plans for the following human resources subjects: recruitment, orientation, training, motivation, performance management, career development, communications, compensation, benefits, leadership, and of course RETENTION. Successful implementation of strategies in any of these HR related topics will hav e a positive impact on your retention plans and, once fully implemented, the company will see dramatic improvements in their overall company employee retention rates. ABOUT THE AUTHOR Chuck Muzzy (CBS) MS BS is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and his specialist subject is human resource process reengineering. He has achieved an MS in Human Resource Management from River College, an Advanced Certificate in Personnel Administration from New Hampshire College and a BS in Business Administration from Susquehanna University. He has been employed as Director of Human resources in 3 different companies and has experience within the electronics, manufacturing, distribution, building construction and professional service industries. His clients or employers have included EIS Inc, Barton Employment Outsourcing, Rugby Building Products and First New Hampshire Bank. He has geographical working experience in the USA. His native language is English. His service skills incorporate human resources, training, communications and process re-engineering. To contact Chuck Muzzy, please contact the Academy of Business Strategy by forwarding an email. http://theacademyofbusinessstrategy-hrprocessreengineering.com/2010/04/02/07/
