Role of the Chief Human Resources Officer

Dave van Eeden

Description

Increasingly, the Chief Human Resources Officer is being challenged to add value to the organisation's strategy, to focus more on the transformational as opposed to the transactional, and to provide effective leadership. The Role of the Chief Human Resources Officer provides clear guidelines to HR executives charged with taking the HR function to the next level. The text, which consists of 23 chapters, focuses on the challenges which modern-day CHROs face, regardless of the type of organisation they serve. The content deals with the following areas:What CEOs want and needLeading and aligning the HR functionFrom strategy to executionThe changing world of workLeadership challenges in AfricaDesigning the HR functionThe role of social capital developmentEmployment realities in emerging marketsTalent attraction and retention strategyReward and recognitionLeadership and people developmentThe role of social mediaHealth and wellness in the workplaceAmongst the contributing authors are renowned industry leaders and academics such as Theo Veldsman, Shirley Zinn, Steve Bluen, Frank Horwitz, Nolitha Fakude, Penny Abbott, Mark Bussin, Barney Jordaan, Clifford van der Venter, Tjaart Kruger, Linda van der Colff, Johan Ludike, Johann Coetzee, Amanda Glaeser, Dave Duarte, Tony Davidson, Lele Mehlomakulu, Seshni Samuel, Linda Fine, Peter Warrener and Tjaart Minnaar who share their extensive knowledge gained through years of practise in the HR field. While some chapters follow an analytical approach, others are more conversational in nature, yet collectively they offer the reader a wide range of fascinating perspectives and valuable insights.Dave van Eeden is a seasoned HR executive with strong business acumen. He has worked in leading organisations such as UCT, Woolworths, Tiger Brands and Rialto Foods. He holds an MBL from Unisa School of Business Leadership.

Sujets

• Gestion et management

Informations

• Publié par: Knowres Publishing
• Date de parution: 30 octobre 2014
• Nombre de lectures: 0
• EAN13: 9781869225131
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

The Role of the CHIEF HUMAN RESOURCES
OFFICER

Perspectives, Challenges, Realities and Experiences

Edited by
Dave van Eeden



2014
Copyright © Knowres Publishing and all Contributors

All reasonable steps have been taken to ensure that the contents of this work do not, directly or indirectly, infringe any existing copyright of any third person and, further, that all quotations or extracts taken from any other publication or work have been appropriately acknowledged and referenced. The publisher, editors and printers take no responsibility for any copyright infringement committed by an author of this work.

Copyright subsists in this work. No part of this work may be reproduced in any form or by any means without the written consent of the publisher or the author.

While the publisher, editors and printers have taken all reasonable steps to ensure the accuracy of the contents of this work, they take no responsibility for any loss or damage suffered by any person as a result of that person relying on the information contained in this work.

First published in 2014

ISBN: 978-1-86922-490-5
eISBN: 978-1-86922-506-3 PDF ebook
eISBN: 978-1-86922-513-1 EPUB
eISBN: 978-1-86922-514-8 MOBI

Published by Knowres Publishing (Pty) Ltd
P O Box 3954
Randburg
2125
Republic of South Africa

Tel: [phone]
Fax: [phone]
E-mail: [e-mail]
Website: www.kr.co.za

Printed and bound: Shumani Printers (Pty) Ltd, Parow Industria, Cape Town
Typesetting, layout and design: Stephani Krugel, [e-mail]
Cover design: Dina Nel, [e-mail]
Editing and proofreading: Elsa Crous, [e-mail]
Project management: Cia Joubert, [e-mail] Index created with : TExtract, www.Texyz.com
Table of contents

Foreword by Pearl Maphoshe, HR Director, Massmart
Acknowledgements
About the editor
About the contributors
Introduction
Part I: Context
Chapter 1: Global Trends and People Challenges in Emerging Markets by Clifford Van Der Venter
Chapter 2: The Changing World of Work – Emerging Markets by Frank Horwitz
Chapter 3: The Role of Social Capital by Penny Abbott
Chapter 4: What Chief Executive Officers Want and Need from their Chief Human Resources Officer by Tjaart Kruger
Part II: Leadership and the Role of HR
Chapter 5: Leadership Challenges in Africa: Creating the Language of Leadership by Linda Van Der Colff
Chapter 6: The Role of the HR Function in Emerging Market Organisations by Johan Ludike
Chapter 7: Once Upon A Time … Human Resources Were Otherwise (Reflections of a South African HR Executive) by Johann Coetzee
Part III: Dealing With the Challenges
Chapter 8: Talent Management Challenges in Emerging Markets by Steve Bluen
Chapter 9: Leadership in the Emerging World by Amanda Glaeser
Chapter 10: Reward and Recognition by Mark Bussin and Elmien Smit
Chapter 11: Communicating with Employees – Social Media by Dave Duarte
Chapter 12: Employment Relations in Emerging Markets by Barney Jordaan
Chapter 13: The Management of Health and Wellness in Emerging Markets by Tony Davidson
Part IV: Learning from Practice
Chapter 14: Developing A Personal Vision by Lele Mehlomakulu
Chapter 15: Assessing the Situation and the First 100 Days by Shirley Zinn
Chapter 16: Leading and Aligning the HR Function by Seshni Samuel
Chapter 17: Designing the HR Function by Theo Veldsman
Chapter 18: Two Sides of the Same Coin: Aligning Marketing Principles to the Application of Strategic Human Resources by Linda Fine
Chapter 19: Leading HR by Theo Veldsman
Chapter 20: Developing an HR Strategy Which Supports the Organisation Strategy: A Practical Example/Case Study by Peter Warrener
Chapter 21: From Strategy to Execution: Key Success Factors in Making
Human Resource Strategy Happen (Pr é cis of a conversation with the Editor) by Nolitha Fakude
Part V: Conclusion
Chapter 22: In Conclusion – a Conceptual Model by Tjaart Minnaar
Chapter 23: In Conclusion: A Checklist for Action by Dave Van Eeden
Searchable Terms
FOREWORD

In a recent article in the Harvard Business Review , Ram Charan suggests that now is an apt time for the Human Resource (HR) department to be split up. Charan argues that the transactional part of the function (including payroll) should report to the Chief Financial Officer (CFO), while the transformational part that focuses on people capabilities (leadership and organisation) should report to the Chief Human Resource Officer (CHRO). His viewpoint stems from a credibility gap between HR’s promise and its actual delivery. This was confirmed by the last HR survey conducted by Knowledge Resources, where CHROs ranked low in terms of their ability to work as part of the executive team, as well as their understanding of how the business makes money.
In addition, the challenges facing the HR fraternity and the CHRO in particular have never been greater. To name but a few: economic stagnation, high unemployment levels, volatile labour relations, low labour productivity levels, transformation requirements and change at break-neck speed. Leaders have to be developed who can elevate the organisation to new heights through innovation and transformation. Also, managers are needed who can deliver on the vision and promise of the organisation; and can provide and maintain a consistent pipeline of high-quality talent.
Above all, the CHRO should guide the organisation to be sensitive to the contextual realities of poverty, unemployment and present levels of societal distrust. Organisations should be instrumental in creating a better society in which generations to come will thrive, grow and reach their full potential. This book provides the CHRO and HR leaders across the African continent and in other emerging markets with the inspiration, direction and guidelines to effect much-needed change, specifically within HR functions.
The contributors to this book have done an outstanding job in providing different perspectives, challenges and realities for CHROs to consider, so that they are better able to deliver on their critical transformational role.

Pearl Maphoshe, HR Director, Massmart
September 2014
ACKNOWLEDGEMENTS


When Wilhelm Crous casually approached me in August 2012 and asked whether I would be interested in editing a book on the role of the Chief Human Resource Officer in emerging markets, little did I know what I was in for, as we embarked on this journey. Since then the book has metamorphosed somewhat to what it is now, but more on that later.
I would like to acknowledge and thank most profusely the 22 authors who gave so willingly of their time, and most of all their expertise. Writing a book chapter requires dedication; it is lonely, hard work and the contributors to this book have been excellent. It must also be acknowledged that they are all highly competent, busy practitioners in their own right, which makes their efforts even more appreciated. What is also a source of great pride to me is that this is a human resource book written by South Africans – I believe we are among the best HR practitioners globally and, given our rich and troubled past, have a story to tell. Evidence of this is in each chapter of this book!
Thank you, Steve, for the excellent template you provided through your book on talent management – it helped me a great deal with structure and practicality. 1
To Cia Joubert and her editorial team behind the scenes: your calm, organised efficiency deserves a special thank-you. Your ability to create order and produce a professional manuscript is truly amazing.
Wilhelm Crous, your understated yet focused encouragement and consistent enthusiasm are hugely appreciated. Thank you for this – the book would not have happened without your counsel and vision, interspersed with comments on the woes of the Stormers and Western Province rugby! Backing you is the Knowledge Resources team whom I would also like to sincerely acknowledge for their consistent, professional support.
Finally, I would like to thank Luciano and Tjaart, and indirectly Andries and Andre, for giving me the break I really needed.

Dave van Eeden
Cape Town
September 2014
ABOUT THE EDITOR

Dave van Eeden has 30 years of corporate human resource management experience in several economic sectors. Prior to becoming an independent consultant, he was Executive Director of Human Resources at the University of Cape Town for eight years. Dave’s areas of expertise are human resources strategy and practitioner development, leadership and team development, and organisational transformation and change. In addition to his expertise in higher education, Dave has worked in the sugar manufacturing, chemical, retail and food manufacturing, and consumer goods industries. He is currently in a full time role as Executive: People and organisation for Rialto Foods. He has qualifications in Psychology, Business Administration and Knowledge Management, and has participated in various international executive development programmes. As a Master Human Resources Professional, Dave is registered with the South African Board for People Practices.
ABOUT THE CONTRIBUTORS

Penny Abbott is one of the founding partners and directors of Clutterbuck Associates South Africa, a leading consultancy in support of organisations’ coaching and mentoring programmes. Penny uses her experience in management and leadership development, gained during her long and successful career in human resource management, as the basis for her consultancy work in the field of coaching and mentoring. She has an MPhil in Human Resource Development from the University of Johannesburg and is engaged in doctoral research at the same institution. She is actively involved in Coaches and Mentors of South Africa, serving on the Research & Definitions Committee, and leads the Mentoring Special Interest Group. She is a Master Human Resources Pract