Human Resources Management |
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HRM Seminars: "Excellence through Leadership" One of the many challenges facing us today is the management of change. The changing socio-economic situations and rising public expectations have prompted the government to become more open, customer-oriented and responsive. We, as HR managers, must on the one hand, coach, develop, and motivate staff to meet new challenges and on the other hand, to be capable of meeting the challenges ourselves. If we are to succeed in leading transformational change, we must first display our commitment. Successful change calls for a high standard of leadership and the right mindset from us so that the positive attitude and atmosphere could permeate every level of the organisation. Two one-day and four half-day HRM seminars entitled "Excellence through Leadership" were organised for colleagues at SEOs and above and EO I and II in December 1997 and February 1998 respectively. The Seminars examined the role of HR professionals in initiating and supporting business changes in different settings and from different perspectives. Speaking at the seminars were HRM professionals from public and business corporations. There are still much to be learned, shared and pondered ... ... Change is inevitable
Which role do you play? Since change is inevitable, we have to manage it. Different persons play different leadership roles in managing change :
Most EO colleagues are playing the role of change agents. What should we equip ourselves?
In leading and managing change, it is necessary for change leaders to watch out for the following attitude gaps:
Change inevitably brings about new dimensions and new practices. Re-engineering abandons long-established procedures and looks afresh at the work required with a view to delivering quality service. Michael Hammer and James Champy describe it as: "The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed." Re-engineering the Corporation: In leading and managing the change process, there are three inherent problems that lead to a general implication for the management of change:
Each of these implications suggest specific actions that need to be taken to achieve the desired change. - Concepts for the Management of Despite the problem, we can be successful in leading and managing change. Here are some determinants of success:
Apart from the above determinants, the following notes are also important for a change leader, whether he be a change sponsor, change manager or a change agent:
For change programmes to be successful, people from a variety of levels in the organisation need to be involved. While the highest leadership in the organisation is extremely critical, others at various levels have equally important strategic and tactical steering roles to play. Executive Officers spare no effort in playing a leadership role in facilitating or managing change in departments. It is necessary for us to be well positioned for change:
Where do you stand in the following metaphor?
And finally...A Message for HRM Practitioners: ARE YOU ??? ?...... the individual who, without waiting for the full picture, or all the details, realises the importance of the opportunity at hand and drives (the new paradigm) from concept to application ... This requires:
Are you prepared to accept the challenge of Excellence through Leadership? N.B.: Colleagues can have on-line access to the presentation notes at http://www.hku.hk/hkgcsb HRM Study Programme for Executive Officers I
Congratulations to another 35 Executive Officer I colleagues who graduated on 14 February 1998 from the second HRM Study Programme. Graduates of this Programme are awarded a Certificate of Attainment in HRM by the Hong Kong Polytechnic University and are eligible for Associate Membership of the Hong Kong Institute of Human Resource Management. |
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