tag:blogger.com,1999:blog-3623132.post116919966813304736..comments2024-03-21T14:54:29.876+05:30Comments on Exploring The Future of Work : Internal customers within HRGautam Ghoshhttp://www.blogger.com/profile/04691216163099240523noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-3623132.post-4016269270879345112007-02-18T12:27:00.000+05:302007-02-18T12:27:00.000+05:30I agree that specialist roles and functions within...I agree that specialist roles and functions within HR can be aligned on different levels. It is important to create a structure that is conducive to positive communication across all levels of management. This will initiate working conditions that promote productivity naturally. <BR/><BR/>Very interesting topic Gautam!<BR/><BR/>Nick Del Carlo, M.S.M.O.B.<BR/>Organization Development Management (ODM)<BR/>www.ODManagement.comNick Del Carlo, M.S.M.O.B. (O.D. Management)https://www.blogger.com/profile/15285867746944260603noreply@blogger.comtag:blogger.com,1999:blog-3623132.post-1169210491555473532007-01-19T18:11:00.000+05:302007-01-19T18:11:00.000+05:30I found the mention of 'adversarial positions of ...I found the mention of 'adversarial positions of the various roles/functions in HR" to be interesting. Apart from the insufficient understanding/ appreciation of the other roles, there could be structural reasons that contribute to these 'adversarial positions'. <BR/><BR/>Often, the specialist roles/functions in HR are vertically aligned where as the HR generalist roles are horizontally aligned (i.e. to a particular business unit in a particular geography). This alignment is not just in terms of the reporting lines within the HR functions. It is also dependent on the key internal customers for the various HR functions (i.e. the business managers to whom they are primarily responsible to) and their expectations from HR. Often, these internal customers have conflicting expectations/ priorities. <BR/><BR/>For example, if the key internal customer of a specialist function (C&B, L&D etc.) is a global manager (or the CEO), he/she might like to drive standardization of the deliverables/functioning of the HR function across the various geographies (say from a cost optimization point of view). At the same time, if the key internal customer of a the HR generalist is a business manager in charge of the business in a particular geography, he/she might want the HR deliverables to be customized to the local/context specific needs. <BR/><BR/>Thus, at least at the practical (day-to-day) level, the priorities for a HR specialist might be at odds with those for a HR generalist (though ultimately everybody is working for the same company and hence they have the same overall objective). <BR/><BR/>Thus, I feel that, to minimize the 'adversarial positions', we need to address the structural dimension in addition to addressing the 'understanding/appreciation/keeping in the loop' related dimensions.Anonymousnoreply@blogger.com