Personality Traits Essay Example | Topics and Well Written Essays - 250 words

Personality Traits - Essay Example In addition, it is also true that I tend to perceive life as rosier than it is sometimes, but I do not think this is bad. On the contrary, if one willingly chooses to observe life as a unity of the good and bad, manages to focus on the good and learn from the mistakes that represent the bad, he is on the right path to a full and rich life of personal satisfaction and gratification. Aside from this, my problem solving skills have also been perfected in the sense that, unlike most people who get paralyzed when they are confronted with a difficult situation, I stop and think it through carefully. I do not waste time bothering myself with scenarios that could have been, and â€Å"if only he/she did not do it, now I would not be in this predicament.† I find this type of thinking detrimental to the process of solving the problem in question. A happy mind is a healthy mind and there is nothing that a healthy mind cannot

Analysis of Five Forces Model Essay Example | Topics and Well Written Essays - 1000 words

Analysis of Five Forces Model - Essay Example The first stage refers to the small incremental changes in the market which may cause the demand pattern to change in the market. The impact on the business can be in the form of fall in revenues. The second stage refers to a situation where the change becomes more pronounced which may lead to severe financial distress for the business owners as the changes in the external environment continue to take place. The third stage refers to a situation where the firm realizes that the change in the market conditions is so severe that minor changes made by the management both at the senior and the junior level will not be adequate to solve the crisis. This is a situation which calls for the dramatic strategic shift to increase the market share and revenue of the firm. An inference that can be drawn from this model is that the strategies of a firm require constant changes because strategic drift mainly occurs when the strategies of the firm lose focus about the external conditions in the mark et. Porter’s five forces model is also referred to as the positioning school (Stonehouse and Snowdon, 2007). However, Porter’s models of competitive forces have been subject to major criticism. From an economic point of view, it has been observed by Hax and Wilde (2002) that the model of Porter assumes a perfectly competitive market which is a utopian concept. It has also been observed that Porter’s model can at best be used to analyze simple market structure because as the industry structure becomes complex with multiple interrelations then the model is not very suitable (Hax and Wilde, 2002).

Discuss the Ethnicity, Race in new cinema and how these elements Essay

Discuss the Ethnicity, Race in new cinema and how these elements represent the culture identity in new cinema - Essay Example Countless movies have been made that placed the white race concept atop the pedestal. This is apparent in many genre, setting and context. Films strengthen the existing prevailing social concepts (Kellner, 1995, as cited in Brayton, n.d.) that refer to a middle class white heterosexual male as the normative figure (Brayton, n.d.). The concept of race is a social construction and originally defined by western people. The general notion brought by this concept is that the white people are superior over those with colored skin. This prevailed during the colonization period where the colonizers were white people. Whiteness reached its peak after the colonial era though (Lopez, 2005). Thus, having colonized lands with black people, the latter were treated as inferior and were made slaves. The same treatment is accorded to people with brown skin. The concept of whiteness was perpetuated even after colonialism as desirable and utilized to repress and marginalize the others (Lopez, 2005). Th e concept of â€Å"personal whiteness† referred to by W.E.B. Du Bois has been readily and systematically accepted by groups which were â€Å"racialized, enslaved, conquered and colonized,† but who regard â€Å"white power and white pretense† as critical concerns (Towards a Bibliography 2006, p. 5). Although numerous groups are working to counter this unequal social construct, there are still segments in society as well as individuals who retained such white supremacy notion. Even those not belonging to organized groups, their individual attitude towards colored people show antagonism or disgust. Individuals who do not belong to the whiteness group are categorized as belonging to the â€Å"other† (Performing Whiteness n.d.). The concept of race can be found in many cultural materials such as stories, narratives, habits, etc. and perpetuated in cinema (Critical Race Theory 2011). Although socially constructed, race has been institutionalized in the US throu gh systematic and deliberate actions, thus creating social structures and consequences (Lipsitz, 1995). In cinema, race is constructed continually as a performance and â€Å"understood as a set of cultural tastes,† but not in relation to biological or cultural existence (Brayton, n.d., p. 63). The lifestyle of the rich upper class whiteness is portrayed as the proper norm (Johnson and Roediger, 1997, as cited in Brayton, n.d.). It is played around the concept of consumer choice (Brayton, n.d.). Academic debates on race focus on cultural identity, the roots of the group, and how members see themselves as a cultural group (Bernardi, n.d.). Identity does not remain the same. It undergoes continuous change and transformation (Hall, 1989, as cited in Bernardi, n.d.). White dominance as a performance is aptly described by Orwell (1936 as cited in Lopez, 2005) in saying that by wearing a mask, the face grows to fit with it. Shifting Focus of Whiteness Racial formation, according to Omi and Howard (1994, as cited in Bernardi, n.d.), is a divide grounded on cultural and physiognomic parameters that tells who should have access to institutions. Racial formation changes like identity (Bernardi, n.d.). During the early developments in cinema, the concept of race was dominated by social Darwinism and eugenics wherein humanity is placed in a â€Å"hierarchy of human cultures and histories† with the Anglo-Saxons at the top, followed by the other Caucasians, the

Analysis of Doves Real Beauty Sketches campaign Essay

Analysis of Doves Real Beauty Sketches campaign - Essay Example The second set of portraits were more beautiful than the first ones. The video became extremely popular in social media because it revealed that women were more critical of their beauty than were others. While the campaign received widespread praise, some also criticized it for making beauty a central part of women’s self-identity and self-esteem. The following analysis discusses the marketing concepts at work in these praises and criticisms. Social Media Marketing The video was viewed more than 14 million times within a week of its launch (Dan, 2013). This level of reach is a testament to the growth of online and social media marketing. Social media marketing through platforms such as Facebook, Twitter and YouTube empowers consumers by allowing them to share and comment on the marketing message. According to Tuten (2008), social media helps to impart a personality to brands which helps to differentiate a brand from others. Shareability of marketing content has been facilitate d by the integration of various platforms. Such integration has been achievable because of the Web 2.0 technology (Zarrella, 2010). Evans (2010) explains that marketing through social media creates a deeper sense of engagement with the consumer and develop a two-way relationship with the brand. For instance, Dan (2013) states that he was alerted about the video through his Facebook page. This can also be related with viral marketing through which content reaches a worldwide audience as viewers share it with members of their social networks. Media Planning The choice of platform also reflects the importance of effective media planning by which Dove was able to ensure that the campaign was rolled out to reach the target audiences around the world. According to Funk (2012), YouTube is the most appropriate brand for visual brands such as fashion and lifestyle brand. According to this view, Dove made an appropriate choice of media platform. Secondly, Kelley and Jugenheimer (2008) argue t hat ethnic diversity and geography impact media planning decisions. This supports the initial launch of the campaign in English speaking countries. Role of Market Research Dan (2013) also reveals that the campaign was based on market research findings, thus helping to illustrate the importance of reliable market research for successful marketing campaigns, particularly in international markets (Craig and Douglas, 2005). According to the research used by Dove, only 4 percent of women believe they are beautiful. Dove uses this research to reach out to the 96 percent of women and convince them that they are beautiful. Emotional Branding Another aspect of the campaign is the emotional nature of the content. Gobe (2013) explains that effective consumer interaction is based on feelings and senses. The Dove campaign explores the insecurity women experience when it comes to physical beauty. Travis (2000) explains that greater trust between the brand and consumer is created through emotional branding. The campaign also shows how the looking-glass theory works by showing how women view themselves critically in response to societal pressures and norms (Boone and Kurtz, 2013). The emotional impact is further heightened by the use of testimonial advertising where the women share their thoughts and feelings with the viewer, where the spokesperson adds authenticity to the advocacy role (O’ Guinn, Allen and Semenik, 2009). Perception and Self-Reflection Perception and self-reflection play an important part in consumers’ interpretation of their behaviours (Koekemoer, 2004). The campaign shows how women perceive themselves in terms of beauty. The campaign attempts to promote the concept of real beauty by showing that women are more beautiful

Analysis of Virginia Woolf Essay Example for Free

Analysis of Virginia Woolf Essay The essay â€Å"In search of a Room of One’s Own† by Virginia Woolf starts out by asking a simple question, what were the living conditions of women in England, in the time of Elizabeth? The author wants to understand why no woman had written any literature, unlike a man who was capable of a song or sonnet. It was as if the life of a woman was fiction. We must first start out by understanding how women were viewed in the public’s eye and then understand how they could not have been as smart as men; or could they? The author uses expressive and mimetic elements throughout the essay to support her argument. Young girls had their husbands chosen for them when they are still young by her parents. Any girl who refused to marry the man that was chosen for them was liable to be locked up and beaten without it even being looked upon as bad in the public’s eyes. Marriage was not about personal feelings; it was at the convenience of the family. Mostly taking place in the upper class societies, women were allowed to be beaten by their husbands. It was a recognized right and practiced without shame. Eventually women of upper and middle class were allowed the right to decide their husbands. When they had chosen their husband, he would become the lord and master over her. Plainly saying she was his property. Women were not wanted if they had any personality or character. This is referring to Shakespeare’s women, who were lacking of both. This is why women have no real existence saved in the fiction written by men. The author disagrees with this way of thinking; women are much more than that, â€Å"†¦ one would imagine her a person of the utmost importance; very various; heroic and mean; splendid and sordid; infinitely beautiful and hideous in the extreme; as great as a man, some think even greater† (Woolf 383). This is the author’s way of expressing that men and women think differently about the women’s role in life. Although men saw woman as a piece of property with no real value, they really are more than that. A woman is everything and nothing at the same time. A woman is of the highest importance and completely insignificant. She pervades poetry and is basically absent from history. She is a slave to any man whose parents forced her to marry. Some of the most inspired words, some of the most profound thoughts in literature fall from her lips; in real life she could hardly read, could scarcely spell, and was the property of her husband†(Woolf 383). The reality of how things were for women in this era was how a man said they were. There were plenty of women in this time that had preceded the notion of what men thought. For instance Cleopatra, Lady Macbeth, and Rosalind were strong willed women who did not follow the fictional depiction of what men said they were. Throughout history, a woman is only mentioned here and there, and normally they are all queens or great ladies. Women had the brains and character to be just as great as their male counterparts, but they would never receive a chance. A middle-class woman would never be mentioned, because of her oppression by man. According to historians, she was not allowed to write about her life or keep a diary. This leaves nothing to judge her by. Out of the many men that were all great writers, artists, and inventors only a handful of extraordinary woman do we know of equal caliber. The author is expressing emotional despair for the average woman. Her passion would be suppressed and forever unfulfilled. The author starts asking why is there nothing known about women before the eighteenth century? How can there be no such poetry produced by a woman. According to men, â€Å" it was impossible for any woman, past, present, or to come, to have the genius of Shakespeare† (Woolf 385). A stroke of genius like this would drive a woman insane and they would kill themselves. Genius like this is not something you are born with. It comes from the proper education and training. Things like this were not allowed for women. A highly gifted girl who had tried to use her gift for poetry would have been hated and punished by other people. â€Å"†¦so tortured and pulled asunder by her own contrary instincts, that she must have lost her health and sanity to a certainty† (Woolf 388). This is expressing how a smart woman will be so hated and revered that they will not have a chance for a normal life. Even if they were able to survive and actually write some poetry, it would have been twisted and deformed, coming from a strained and morbid imagination. If there was work from a woman it would have been published in a man’s name. This was the only way for a woman to get published. The women who did get published under a man’s name were still looked upon as distasteful. â€Å"Thus they did homage to the convention, which if not implanted by the other sex was liberally encouraged by them (the chief glory of a woman is not to be talked of, said Pericles, himself a much-talked-of man), that publicity in women is detestable† (p. 389). This means that women are nothing compared to men. Women do not care as much about fame as men do. What is most important is to be heard not seen. If a woman was born in the sixteenth century with a gift of poetry, their life would be unhappy and they would strife against themselves. The conditions of her life and her own instincts are what set her up for her ultimate demise. Nothing is to be expected intellectually from a woman. Any girl can read, but this lowered her vitality, and said wonders about her work. â€Å"There would always have been that assertion – you cannot do this, you are incapable of doing that – to protest against, to overcome† (Woolf 392). The author expresses how again the women are repressed and told what and how to think. Women were not encouraged to be or do anything with their lives. They were told how to think and act. They were tortured, snubbed, slapped, lectured, and exhorted. Her mind was strained and her vitality was lowered by the need of opposing and disproving stuff. The woman is inferior and the man is superior. The author uses different expressive ideas to help the audience understand the oppression against women in the eighteenth century. To make the audience feel as oppressed as the women did. Thought out the years there has been women poets and writers, but because of the oppression from the men, they used a man’s name to be able to get their point across. Any genius should be looked upon as a gift, not torn apart because it was from a woman. In conclusion, Virginia Woolf argues a strong point on how women were treated unjust and as if they were property of a man. She expresses her ideas in a clear way using vivid descriptive language that sets the audience into her state of mind. The argument is so strong; it makes the reader feel pity for the women of that era. Makes them want to stand up and take charge of their own lives.

Macbeth sountrack Essay Example for Free

Macbeth sountrack Essay In act 1 scene 5 is when Lady Macbeth found out the news about how Macbeth would become the Thane of Cawdor and king for the witches. I chose the song â€Å"I Want It All† by Queen to represent this scene. Part of the songs lyrics are â€Å"I want it all, I want it all, I want it all, and I want it now†. Lady Macbeth heard the news that he would be king and she right away wanted to accomplish that. She didn’t want to wait but instead she take the steps necessary to make Macbeth king as soon as possible. In act 1 scene 6 is when the king and others arrive at Macbeth’s castle to stay the night. I chose the song â€Å"Let Em In† by Paul McCartney to represent this scene. The songs lyrics are â€Å"Someones knockin at the door, somebodys ringin the bell, do me a favor, open the door and let em in†. This perfectly describes that scene because when King Duncan arrives Lady Macbeth is there to let them in. She already has a plan figured out for them and can’t wait to execute it. In act 3 scene 4 I chose the song â€Å"I’m Going Slightly Mad† by Queen to represent this scene. In the scene Macbeth is having a dinner party and notices that all the seats are taken. When he sees that his seat is taken by the ghost of Banquo he starts talking to the ghost who is invisible to everyone else. The lyrics â€Å"I’m going slightly mad† describe how Macbeth was acting really strange and made the guests question him. The ghost later came back and made Macbeth have an outburst again alarming the guests which sent them home. A symbol that is portrayed in this play is the weather. The weather plays a role in which if something bad is coming up a storm might appear. The song â€Å"The Thunder Rolls† by Garth Brooks reminds of when the witches would enter and a storm would move in. Also the night that Duncan got murdered, a terrible storm came in that night indicating that something bad happened. These natural occurrences are hints to the audience that something isn’t right and the song does a good job of describing a thunder storm. In act 1 scene 7 is when Lady Macbeth told Macbeth to be a man and kill Duncan. â€Å"When you durst do it, then you were a man; And to be more than what you were, you would; Be so much more the man†. I chose the song â€Å"I’ll Make a Man out Of You† from the movie Mulan. This song is about training men to become manlier and this is what Lady Macbeth wanted Macbeth to do. She wanted him to become manlier and do what she tells him. I chose the song â€Å"Tragedy† by the Bee Gees to describe the whole play. The genre of this play is tragedy and this song describes â€Å"when you lose control† of everything. Macbeth took things too far and lost everyone that was close him. The lyric â€Å"With no one beside you, you’re goin’ nowhere† reminds when Lady Macbeth died then he really didn’t have anyone else. Since he had no one with him for support, the only way he could go was down.

Transforming Hr Into Strategic Functions Management Essay

Transforming Hr Into Strategic Functions Management Essay High competition, pressure imposed by environmental changes, accelerated trends for change, and new management techniques have caused enterprises to evolve dramatically with respect to their structure as well as cultural and human resources (Garcia, 1997 cited in ).Nowadays, it is important to consider HRM as a strategic dimension within the wider improvement of quality and good marketing position. HRM can be said to be a strategic coherent approach to the management of an organizations most valued assets- the people working there, who individually and collectively contribute to the achievement of its objectives (Armstrong, 2000). The field of strategic human resources management has enjoyed a remarkable ascendancy during the past two decades, as both an academic literature and focus on management practice (Becker Huselid, 2006). The transition from the older HR practice with focus on staff matter to a subject of re-birth which focuses on linking people as organizational asset with the business strategy of the firm (Niehaus, 1995) means that the HR professional is performing a new and more challenging responsibility that requires new competencies and skills. The Human Resource function should be strategically integrated with a companys business plan to help the company achieve its business objectives. The objective of HR professionals is to ensure that HR adds value to strategic planning and business results of the organization (Ulrich, 2001). HR lacks alignment with other departmental goals To be involved with the over-all strategy, HR needs to be aligned with the organization. One Harvard survey found that 80% of HR departments lack a strategic planning process that aligns it spending with the organizations strategy (Norton, 2001). HR needs to become interdependent with the rest of the organization. HR needs to take a comprehensive approach that aligns its actions with the entire organizational strategy. The motivation to correct these HR problems is high because the strategic integration of HR into an organization achieves a competitive advantage. HR has much to contribute in a strategic supporting role. The ultimate goal is for HR to support an organization through the management of human capital, which is the major subset of the broader organizations strategy. HR needs to be part of the organizations strategy development. In order for HR to effectively align itself with the strategy of an organization, it must present top management with solutions that address the s trategic need and support of the organization (Freedman, 2004). Definition of Human Resource Transformation Beer (1997) argued that the HR function needs to shed its traditional administrative role and adopt a new strategic role, aimed at developing the organisation and the capabilities of its managers. The drive towards a more strategic HR function has pre-occupied the profession for some time and HR functions are increasingly under pressure to become a strategic business partner or an internal consultant, to become aligned to the business strategy, demonstrate its added value (Alvares, 1997, p.9), and latterly, to become involved in Human Capital Management. HR professionals aspire to a strategic role because it raises their status, makes their work more interesting, lifts their personal career horizons and (hopefully) is better for the business as a whole. One of the biggest perceived barriers to achieving this strategic role is the amount of time spent on administrative work; although the amount of time spent on administration has been steadily falling over recent years, to 36% from 50 % between 2003 and 2007 (CIPD, 2007a), a Mercer report on the HR function (Mercer, 2007) confirmed that HR teams would like to reduce the time spent on delivering services, transactions and compliance even more. The response by many HR functions has been to undertake a programme of significant organisational change, frequently labelled as transformation. Human Resources Transformation has been defined as follows: The process of recreating or reinventing the HR function such as re-engineering, restructuring, implementing new systems or a new HR service delivery model, outsourcing or co-sourcing with the specific intent of enhancing HRs contribution to the business (Mercer, 2007, p.1). HR transformation is something done internally to improve the ability of the human resources group to work more effectively with management teams, creating greater value, bringing more timely information, becoming a better business partner. Steve Klingbeil, Partner Chazey Partners A true definition of HR Transformation is an integrated, aligned, innovative, and business-focused approach to redefining how HR work is done within an organization so that it helps the organization deliver on the promises made to customers, investors, stakeholders, and other stakeholders. (HRT- building Human Resources from the outside in, Ulrich, 2009) Drivers and Barriers for HR Transformation According to a 2005 survey (Rampat 2005, p. 7) key drivers for HR transformation include the following: Making HR strategic Improving HR service Responding to changes in business Benefiting from new technology Better managing the cost of internal processes The same survey also revealed the following key barriers to the success of HR transformation Lack of appropriate skills among HR staff Lack of appropriate support technology An unwillingness to take risk or deal with complexity Difficulties in dealing with bureaucracy Difficulties in dealing with corporate or international cultural differences Lack of employee buy-in to HR Transformation Failure in building a business case to support change Lack of genuine top management support Regulatory constraints Unions According to the 2008 Global HR Transformation Report done by Human Resource Outsourcing Association (HROA) in association with Automatic Data Processing (ADP), among the keys to success in achieving HR transformation goals are: Access to better tools/resources: improved/new technology, use of online tools and services, and automation of processes; Change management and education: change management planning prior to implementing a transformation programme, cultural acceptance of change, training and motivation to encourage and engage staff in the transformation, and pre-transformation agreement on the programme goals; Management support at both the top and line levels: gaining top-level management support, and as much line-manager level buy-in as possible, prior to programme introduction; and, continually demonstrating the benefits of the programme to attempt to increase line-level buy-in over time; Alignment, focus and standardisation: alignment between HR and business units, harmonisation of processes, centralisation of services, standardised reporting The New Roles and Competencies of the HR Professional David Ulrich and Wayne Brockbank (2005) have created a model that describes the new roles of human resource professionals. They stress on the importance of building professional, credible relationships across the organization, and performing in a manner that both supports the business and preserves the integrity of the profession. As they outline the new capabilities of the human resource function the role of strategic talent management begins to emerge. Human resources professionals become less responsible for providing service and more accountable for facilitating better decisions. David Ulrich defined 5 major HR Roles in his HR Model to build efficient and modern Human Resources professionals. Figure 2.1: HR roles defined by Ulrich HR Professionals are Employee Advocate, with the responsibility to make sure that the employer -employee relationship is one of reciprocal value Furthermore, the build workforce of the future through the Human Capital Developer. They are also Functional Expert who design and delivers hr practices that ensures individual competence and organizational capability. As Strategic Partner, they help line managers at all levels meet their goals. And to sum the first four roles, HR Leaders need to lead and value their own function. Ulrich et Al., (2005) There are six major factors of HR competencies according to Ulrich et al., (2009), they believe that it is vital for the HR function to be a strategic professional player in a changing world. The two arrows (see figure 2.2 below) illustrate that HR must consider both aspects of the business, i.e. people and business oriented. The characteristics/roles HR people must have or play (six circles within the V shape below) to achieve will be described further. Figure 2.2: Competency model by Ulrich and Brockbank Credible activists build relationships of trust based on facts and have a point of view not just about HR issues, but about business issues. Operational executors do the operational work that have to be addressed by HR, using information systems to ensure better, faster and cheaper HR delivery. Business allies demonstrate a firm grasp on how the organization operates, how they work to enable to make a profit and compete. Culture and change stewards support the organization in identifying and facilitating important changes that improve the capabilities of the organization to compete. It is important that HR professionals help to formulate, communicate and create the organizational culture. Talent managers and organizational designers provide important support and counsel in both employees development (for example, competence and career development) and how the organization capability. Strategy architects contribute to the development, execution and communication of winning strategies. They prepare themselves for the future by drawing strategies to meet upcoming challenges. Possessing the competencies and performing the roles mentioned above, HR departments will derive their goals from the business objectives of the organization and become more strategically involved. HR Transformation and Technology Rapid improvements in technologies are changing the way work is performed by HR professionals from being administrative to todays a more strategic role. With new approaches such as Human Resource Information System (HRIS), web-enabled HR applications, HR self-service and Enterprise Resource Planning (ERP), HR practitioners are now more involved in strategic decision making. A key development in the field of IT is the emergence of enterprise resource planning (ERP) applications, such as Oracle, SAP and PeopleSoft. Enterprise resource planning systems are commercial software packages that enable the integration of transaction-oriented data and business processes throughout an organization (Markus and Tanis, 2000). ERP packages may be configured to more closely fit an enterprises structure, business practices and workflow (Chalmers, 1999). Recently, the HR function has had to adopt a more value adding role to the organization. With the growth of information technology, HR can be relieved from the burden of transactional human resource activities and this can be accomplished either by outsourcing some of the HR function, but what would be more relevant to this study, is to use technology solutions. There is a greater opportunity for HR professionals to become a strategic partner Self-Service HR self-service technology assists in meeting the needs of employees and managers, while supporting business objectives (Keebler Rhodes, 2002). Employee Self Service allow employees to manage their own HR activities such as updating their own personal details, leave application, nominate themselves for training, facilitating feedback and giving them visibility of the information held about them on HR systems. Eventually, HR professionals can concentrate on value added HR activities and spend fewer resources in managing administrative HR activities. Manager Self-Service (MSS) puts the information managers need at their fingertips giving them the ability to more closely monitor and direct their team towards the strategic goals of the organization. Business Partner Model Within this transformational HRM area, Walker (2001) breaks this down further into three types of work done in transformational e-HRM. These types of work include: strategic partnering with the business, creating centres of expertise and administration of service centres. In order to move to the third level of HRM, Beatty (2001) identifies five success factors. These include changing: the culture of HR, the people employed in the HR function, and also their competencies, developmental needs and their performance; the roles and responsibilities of individuals performing HR activities, that is, the structure of the HR function; HR processes or HR products; service delivery and development; and finally; the technology used for HR functions, which may include enterprise-wide systems and custom systems. HR Shared Services Centres HR shared service centre is defined as follows by (Brescia and Hartness, 2001): A centralized location where customer transactions and customer enquiries are handled Increasingly, HR are now using the shared services concept to drive down costs, provide increased levels of service and improve data accuracy and integrity. HR shared service centers help transform HR into a business-driven function focused on facilitating and supporting organizational change. HR shared service centre is usually a part of a wider transformation of HR structure within the organization. Shared service centers are usually proposed for the organizations strategic reasons in order to improve the capability and effectiveness of HR function. The HR shared service centre can include the full service from routine administration in recruitment, payroll and training, or provide specialist HR information and advice on HR policy and practice. While HR shared services provide quantifiable benefits in terms of cost reduction (through achieving economies of scale, the standardization of process, better management structures, etc.), the strategic benefits achievable from HR transformation are significantly more important. Strategic benefits of HR shared services include sharing more relevant and accurate information across the organization (sharing HR best practice, leveraging HR expertise, pooling knowledge across different parts of the organization and different geographical regions), achieving greater structural flexibility, improving organizational learning, and freeing up HR from day-to-day routine enquiries. Centres of Expertise (CoE) CoE provide specialist technical and professional support to the business and other areas of HR on specialist HR topics. CoE HR professionals play a number of important roles that should be clarified in an HR transformation: They create service menus aligned with the capabilities driving business strategy. They diagnose needs and recommend services most appropriate to the situation. They collaborate with embedded HR professionals in selecting and implementing the right services. They create new menu offerings if the current offerings are insufficient. They manage the menu. They shepherd the learning community within the organization. Strategic Business Partner Senior HR professionals working closely with business leaders influencing and steering strategy and strategy implementation. The role can vary enormously depending on organisational size and business priorities. Some activities that strategic partners are likely to be involved in include: organisational and people capability building longer term resource and talent management planning using business insights to drive change in people management practices Intelligence gathering of good people management practices internally and externally, so they can raise issues that executives may not be aware of. Model for HR Transformation The following HR Transformation is a four phased model proposed by Ulrich et al., (2009) Business Context (Why) Phase one addresses the question: why carry out transformation? To start Human Resource Transformation journey it is important to ensure that the context of the business is clearly understood by all those involved in the transformation process. Ulrich et al., (2009) believe that when the presenting problem for HR transformation comes from the context of the business and from the expectations of key stakeholders, then the case for transformation is stronger than if the presenting problem originates primarily inside the business. Outcomes (What) Phase two explains the expected outcomes from the transformation. Hr transformation should also change the fundamental identity, culture, or image of the business. This outcome is referred to as defining and building capabilities. These capabilities become the identity of the firm, the deliverables of HR practices, and the keys to implementing business strategy. Redesign HR (How) This phase has three components, each of which is a way of defining what we mean by HR: The HR function or department may need to be redesigned. HR professionals may be upgraded to possess the competencies required to do their work. HR practices may be transformed to be more effectively or more fully aligned, integrated, and innovative. The transformation model focuses on redesigning the HR function to make sure that it is aligned with business strategy. The redesigned of HR needs to differentiate between transactional and transformational work. Furthermore competencies of HR professional may need upgrade in order to perform their roles in the new organization. Hr practices may need to be revamped. Four domains representing the flows or process central to organizational success are as follows: Flow of people- ensuring talent availability to accomplish organisational strategy. Flow of performance management- promoting accountability for performance and rewarding it Flow of information- ensuring employees is given information needed to do their work properly. Flow of work- who does the work, how and where work is done and ensure quality outputs. The flows should also be integrated with each other to bring results. Accountability (Who) Line managers are ultimately accountable for ensuring that the organization has the right talent and right structures in place to deliver on the expectations of customers, shareholders and communities. Clear role definition and rigorous accountability will help an HR transformation succeed. HR Transformation achieved at AT T Anne Fritz, vice-president HR, who has been with ATT for almost 30 years, said: As competition, rapid technological breakthroughs and globalization turned our business upside down; the old HR model could not support the need for strategic change. Now, our role is to help internal partners to succeed in sometimes-fragile states of competitiveness and to ensure that we have the talent in place to build future business capability. Doing so delivers a value-adding service. HR transformation was achieved through key steps that represent a good-practice model for integrating the HR function with business strategies and aligning organizational performance to corporate goals. The key steps were: Determining strategic business needs customers, growth, reducing cost and technology; reviewing organizational structure, dynamics and systems Defining the strategic implications for HR continuous learning, team working and empowerment Identifying HR systems those that were required to support organizational, structural and cultural change Leveraging HR capability through leading-edge practices leadership, staffing, performance management and education Devising high-level HR initiatives for special needs, such as workforce planning and downsizing. Implications of the Human Resource Transformation in the Telecommunication Industry The HR Transformation model proposed by Ulrich and HRT process at AT T will be used as background for this study. The different components in the above transformation process at AT T key steps are interrelated, only those that seemingly represent the important practices and or potential constraints in HRT will be further explained below. Empowerment Empowerment is an essential element of organizational change and transformation as the global business environment becomes ever more competitive. By enabling managers and employees to have more control over their work and their working lives, they are being empowered. Employee Self-Service (ESS) has a great influence on the empowerment aspect. ESS allows employees to help themselves (changing their personal details, checking or applying for leaves, etcà ¢Ã¢â€š ¬Ã‚ ¦), thus HR professionals are now free to spend less time on day-to-day recordkeeping and focus on value-added functions that aid in meeting the goals and objectives of the organization (i.e., talent management, staff development and retention, performance management, rewards, etc.). Furthermore MSS enable managers processing basic HR transaction (appraisals) and retrieve data without involving the HR professionals. Leadership Effective leadership of the change process is fundamental to its success (Buckingham, 2005;Hunt Buzan, 1999; Johnson Uline, 2005; Kamener, 2004). The concept of managerial leadership permeates and structures the theory and practice of work organizations and hence the way we understand SHRM. In the management texts, leadership has been defined in terms of traits, behaviour, contingency, power, and occupation of an administrative position. Most definitions reflect the assumption that leadership involves a process whereby an individual exerts influence upon others in anorganizational context. Employee satisfaction, motivation, and loyalty are of major importance when it comes to retain the most valuable employees and this is where a strong leadership becomes very important. There is a difference between management and leadership. Leadership means understanding the corporate mission, developing goals which support the mission, then using personal and management skills to help build a stable, skillful, productive and satisfied workforce. Leadership is seen as the power to inspire and motivate the ability to permeate employees with the desire to change the organization to the best. Training and development Swanson (1995) defined employee training and development as the process of systematically developing expertise in individuals for the purpose of improving performance. Trainings strategic contributions to the organizations goal include new employee orientations, diagnosis and correction of skills problems, remedial training and sometimes long-term career development (Ceriello and Freeman, 1991). Indeed training and development is an important aspect in HRT, with new technologies, enhancement of HR practices and processes put in place, training will be required to adapt to new HR requirements. Link: Survey of Global HR Challenges: Yesterday, today and tomorrow PWC Leadership development also proves to be a big challenge. HR professionals continue to wrestle with understanding the best ways to keep people in the pipeline and develop leaders for future succession planning. Increasingly recognized as becoming strategic business partners within their organizations, HR professionals are expected to provide the essential frameworks, processes, tools, and points of view needed for the selection and development of future leaders. Across the globe leadership development has been identified as a critical strategic initiative in ensuring that the right employees are retained, that the culture of the organization supports performance from within to gain market position, and that managers are equipped to take on leadership roles of the future so that the organization is viable in the long term. Performance Management Performance management is a holistic process, bringing together many of the elements which go to make up the successful practice of people management, including in particular learning and development. Performance management is about establishing a culture in which individuals and groups take responsibility for the continuous improvement of business processes and of their own skills, behavior and contributions. At AT T performance HR initiatives is monitored by using the corporations top-level business performance measures: Customer value-added. The degree to which the competencies, people-planning and culture/design requirements have an impact on customer satisfaction. Financials. Revenues, cost reductions and earnings realized from the deployment of competencies, people planning and performance management. People value-added. A measure of the degree to which employee perceptions of leadership, job satisfaction and diversity issues, among others, meet or exceed corporate goals and objectives for all four requirements of the performance-system model. Performance management will aid the HR Transformation process, measuring the performance of employees will help in monitoring the productivity in the organization and establishing a culture of continuous learning, motivation that will result in better ROI. HR managers and professionals must take the lead in building and maintaining this performance culture and in ensuring it permeates the organization. Rewards are often credited as a source of motivation. Communication Good communication between HR function, line managers and employees is essential. Employees need to feel they form part of the organisation and have to be made aware of what is happening within their workplace. Lack of communication to employees can lead to confusion, rumours, misinterpretations and negative morale. Managers often think that employees are more aware than they really are. By building strong communication messages to employees this could help obtain commitment of employees which is important to the good functioning of the business where HRM is being transformed strategically. User involvement All parties should be involved Change management (structural and cultural change) The Inside Track on HR Outsourcing: Retained HR and Other Success Strategies Bruce Barge, Namrata Mundhra and Hameedah Merchant, 2007 The changes associated with HR transformation put enormous pressure on HR. HR transformation has a wide reach, often affecting the entire organization. With the emphasis of HRO on self-service, managers and employees often have concerns about the decrease in face-to-face contact with HR. HR staff often have fears about performance expectations that are connected more strategically to the business. Business leaders might have doubts about HRs ability to attain a more strategic role. Further, while HR is often the champion of change in an organization, there are unique challenges in managing change around HR transformation. HR is supposed to be a role model of effective change management, yet in this case it is the function that will need to navigate through the most wrenching change as HR transforms itself to accept a new and difficult role. A strong understanding of stakeholder concerns and interests is necessary to take a proactive approach to change management. An impact analysis provides a basis from which enablers and barriers to change can be identified. In an impact analysis, a sample population from the stakeholder groups, including executives, managers, employees and HR staff, is surveyed through focus groups and interviews. The findings of the impact analysis drive the development and execution of practical approaches to effect change, which are documented in a change management plan. HRO should help the HR generalist, or business partner, staff focus more resources on the crucial change and talent issues that drive competitive success of the business. HR needs to change and lead change initiatives to transform other functions. If HR transformation is implemented skillfully, HR professionals will become a much more vital contributor to organizational success through business partnership and strong leadership. Hr professionals Engage in projects with other departments Role and competencies Training, coaching guiding Attract, hire, retain talent Employees Be more empowered Participate Engage on self-learning Committed Line Managers Encourage movement of staff to work collaboratively with other departments Empower and motivate staffs Building Employee Commitment encouraging employees professional development, compensating them fairly use MSS fine tune hr strategy to fit with org strategy structure and resource allocation communicating strategy, organization changes at all levels