Is there any link between HRM practices and organizational performance in the public sector? Business speaker Ram Charan (2014) argues that most Chief Human Resources Officers (CHROs) are process-oriented generalists and their expertise is in personnel benefits, compensation and labor relations. Social media and new technology are changing how HR professionals deliver transactional HR services.
I am very interested in getting the views of others on Entrepreneurial HR, which allows HR professionals to relate to the daily operations of the organization.
I have been told that an effective employee handbook is important for an organization to manage staff and enable leaders to provide effective leadership. Ulrich defines a HR manager's 4 key roles as: being a strategic partner, change agent, employee champion and administrative expert.
Which is in your opinion the most important role of these 4 for a HR manager in today's times and why? The Workforce Model Of Organizational Development (Workforce MOOD) enables a review of an organization's workforce. In times of crisis, companies make difficult HR decisions and often choose between downsizing or reducing payroll salaries, but really what is the best option? This presentation plays attention to workforce planning in the dynamic and ever-chaing environment in which we live today. Presentation about unsafe and unfriendly workplaces, that includes characteristics and the practices to minimize them. According to Jack Welch HR is one of the two most important functions of a company, besides finance.
This chapter describes a technique known as Business Transformation Readiness Assessment, used for evaluating and quantifying an organization's readiness to undergo change.
Enterprise architecture is a major endeavor within an organization and most often an innovative Architecture Vision (Phase A) and supporting Architecture Definition (Phases B to D) will entail considerable change. Understanding the readiness of the organization to accept change, identifying the issues, and then dealing with them in the Implementation and Migration Plans is key to successful architecture transformation in Phases E and F. The Canadian Government Business Transformation Enablement Program (BTEP) provides guidance on how to identify the business transformation-related issues. The BTEP recommends that all projects conduct a transformation readiness assessment to at least uncover the business transformation issues. The following sections describe Business Transformation Readiness Assessment using the BTEP method, including some lessons learned. The first step is to determine what factors will impact on the business transformation associated with the migration from the Baseline to Target Architectures. This can be best achieved through the conduct of a facilitated workshop with individuals from different parts of the organization. Desire, Willingness, and Resolve is the presence of a desire to achieve the results, willingness to accept the impact of doing the work, and the resolve to follow through and complete the endeavor. Business Case exists that creates a strong focus for the project, identifying benefits that must be achieved and thereby creating an imperative to succeed. Funding, in the form of a clear source of fiscal resources, exists that meets the endeavor's potential expenditures. Sponsorship and Leadership exists and is broadly shared, but not so broad as to diffuse accountability. Governance is the ability to engage the involvement and support of all parties with an interest in or responsibility to the endeavor with the objective of ensuring that the corporate interests are served and the objectives achieved. Accountability is the assignment of specific and appropriate responsibility, recognition of measurable expectations by all concerned parties, and alignment of decision-making with areas of responsibility and with where the impact of the decisions will be felt. Workable Approach and Execution Model is an approach that makes sense relative to the task, with a supporting environment, modeled after a proven approach.
IT Capacity to Execute is the ability to perform all the IT tasks required by the project, including the skills, tools, processes, and management capability.
Enterprise Capacity to Execute is the ability of the enterprise to perform all the tasks required by the endeavor, in areas outside of IT, including the ability to make decisions within the tight time constraints typical to project environments based upon the recent successful execution of a similar endeavor of at least half the size and complexity.
Enterprise Ability to Implement and Operate the transformation elements and their related business processes, absorb the changes arising from implementation, and ongoing ability to operate in the new environment. Once the factors are determined, it is necessary to present them in such a way that the assessment is clear and the maximum value is derived from the participants. The care spent preparing the models (which is not insignificant) will be recouped by a focused workshop that will rapidly go through a significant number of factors. It is important that each factor be well-defined and that the scope of the enterprise architecture endeavor (preliminary planning) be reflected in the models to keep the workshop participants focused and productive. Circulating the models before the workshop for comments would be useful, if only to ensure that they are complete as well as allowing the participants to prepare for the workshop.
The use of a series of templates for each factor would expedite the assessment, and ensure consistency across the wide range of factors. The vision for a readiness factor is the determination of where the enterprise has to evolve to address the factor. Once the factor visions are established, then it is useful to determine how important each factor is to the achievement of the Target Architecture as well as how challenging it will be to migrate the factor into an acceptable visionary state. The BTEP uses a Readiness Rating Scheme that can be used as a start point for any organization in any vertical. Urgency, whereby if a readiness factor is urgent, it means that action is needed before a transformation initiative can begin.
Readiness Status, which is rated as either Low (needs substantial work before proceeding), Fair (needs some work before proceeding), Acceptable (some readiness issues exist; no showstoppers), Good (relatively minor issues exist), or High (no readiness issues).
Degree of Difficulty to Fix rates the effort required to overcome any issues identified as either No Action Needed, Easy, Moderate, or Difficult. Although a more extensive template can be used in the workshop, it is useful to create a summary table of the findings to consolidate the factors and provide a management overview.
Once the factors have been rated and assessed, derive a series of actions that will enable the factors to change to a favorable state.

Each factor should be assessed with respect to risk using the process highlighted in Part III, 31. These newly identified actions should then be formally incorporated into the emerging Implementation and Migration Plan.
From a risk perspective, these actions are designed to mitigate the risks and produce an acceptable residual risk. The assessment exercise will provide a realistic assessment of the organization and will be a key input into the strategic migration planning that will be initiated in Phase E and completed in Phase F. The readiness factors, as part of an overall Implementation and Migration Plan, will have to be continuously monitored (Phase G) and rapid corrective actions taken through the IT governance framework to ensure that the defined architectures can be implemented.
The readiness factors assessment will be a living document and during the migration planning and execution of the Transition Architectures, the business transformation activities will play a key role.
The business transformation workshops are a critical part of the Communications Plan whereby key individuals from within the organization gather to assess the implications of transforming the enterprise. Their determination of the factors will again create a culture of understanding across the enterprise and provide useful insights for the Implementation and Migration Plan.
The latter plan should include a Communications Plan, especially to keep the affected personnel informed. In short, enterprise architecture implementation will require a deep knowledge and awareness of all of the business transformation factors that impact transitioning to the visionary state. In the main Contents frame in the left margin of the page, click the relevant hyperlink to load the Contents List for that Part of the TOGAF document or go direct to a chapter within the document. Within a chapter you can select Previous and Next at the top and bottom of the page to move to the previous or next chapter, or select Home to return to the welcome page.
Downloads of TOGAF®, an Open Group Standard, are available under license from the TOGAF information web site. TOGAF is a registered trademark of The Open Group in the United States and other countries.
One of the confusing things about the business model concept is that there are a wide variety of models of business models, and it seems as though everyone that talks about them makes up a new one.
At their core, all business models address this questions: how do we sustainably deliver value to our customers?
In a special issue of the journal Long Range Planning, Charles Baden-Fuller and Mary Morgan say that business models can serve three different purposes. More recently, Steve Blank has added another use – he says that business models are hypotheses about how your organisation might be able to create value for customers (see my discussion of this here). To help illustrate some of the important points about business models, here are some of the models of business models that I’ve run across. Value Networks from Verna Allee: Verna was working with some of the basic concepts of business models in the 90s. Henry Chesbrough: described business models in an article with Richard Rosenbloom and in his book Open Innovation. Patrick Staehler: wrote a PhD called Business Models in the Digital Economy that was published in 2001. Business Model Canvas: around the same time that Staehler was writing his PhD on business models, Alex Osterwalder as also writing a PhD on business model innovation. Long Range Planning: the special issue mentioned above makes a couple of important contributions. Key points: the issue with the Teece model illustrates the point that Baden-Fuller and Morgan make about the different uses of the business model concept. People build their own model for different reasons, but it’s important to understand that they are all trying to find ways to get at essentially the same issues. WebsiteTim KastelleStudent and teacher of innovation - University of Queensland Business School - links to academic papers, twitter, and so on can be found here. As you are aware I favour the ones that are easy to grasp and communicate and fluid enough to keep re-working.
The growing issue is what feeds into the BM and what needs to be underpinning the result- the one big bite is Business Architecture.
Also a frame for implications and change when you move from an existing and established, well embeddded BM to the new design.
Hola Juan, te estoy siguiendo en twitter, me intereso mucho lo que publicaste, podrias enviarme el paper?
In a constantly a dynamic market, organizations need to consider the internal and the external factors that affect their sustainability and viability in the industry.
As I understand the 8 models can be use for analyzing business, or to monitor the primary operations and their viability to the organization’s strategy or to be a role model which I strongly doubt. How about innovating in the strategy itself and create your own model based on your position in the market ? The simplest model of a business model that I know of and which surprisingly wasn’t listed here is a series of three questions: What? I remember being taught there were 4 basic business models, all having certain benefits and weaknesses.
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These changes in HR services also allow executives, line managers, employees, and others to fulfill their own needs through self-serve operations. The Workforce MOOD identifies a phased 12-step framework that can be used to review an organization. This will be a joint effort between corporate (especially human resources) staff, lines of business, and IT planners.
Readers should keep in mind that most organizations will have their own unique set of factors and criteria, but most are similar. This is where management is able to clearly define the objectives, in both strategic and specific terms. There is active discussion regarding the impact that executing the project may have on the organization, with clear indication of the intent to accept the impacts.

There are clear statements regarding what the organization will not be able to do if the project does not proceed, and equally clear statements of what the project will enable the organization to do. The business case document identifies concrete benefits (revenues or savings) that the organization is committed to deliver and clearly and unquestionably points to goals that the organization is committed to achieving. Accountability is aligned with the area where the benefits of success or consequences of failure of the endeavor will be felt as well as with the responsibility areas. There are clear notions of the client and the client's role relative to the builder or prime contractor and the organization is experienced with endeavors of this type so that the processes, disciplines, expertise, and governance are already in place, proven, and available to apply to the transformation endeavor.
It is clear to everyone how implementation will occur, how it will be monitored, and how realignment actions will be made and there are adequate resources dedicated for the life of the transformation.
There has been a recent successful execution of a similar endeavor of similar size and complexity and there exist appropriate processes, discipline, skills, and a rationale model for deciding what skills and activities to source externally. There exist non-IT-specific processes, discipline, and skills to deal with this type of endeavor. The enterprise has a recent proven ability to deal with the change management issues arising from new processes and systems and has in place a solid disciplined and process-driven service management program that provides operations, maintenance, and support for existing systems.
If each factor is converted into a maturity model (a re-usable governance asset as well) accompanied by a standard worksheet template containing all of the information and deductions that have to be gathered, it can be a very useful tool. Note that the model shown below also has a recommended target state put in by the enterprise architect; this again acts as governance.
Using a mechanism such as maturity models, enterprise architects will normally have to cover a great deal of ground in little time. First, the factor should be assessed with respect to its base state and then its target state. Before starting anew, existing actions outlined in the architectures should be checked first before creating new ones.
As risks, they should be part of the risk management process and closely monitored as the enterprise architecture is being implemented. It is important to note whether the business transformation actions will be on the vision's critical path and, if so, determine how they will impact implementation. To do this they will become aware of the Architecture Vision and architecture definition (if they were not already involved through the business scenarios and Business Architecture). In many cases collaborating with the unions and shop stewards will further assist a humane (and peaceful) transition to the target state. With the evolution of IT, the actual technology is not the real issue any more in enterprise architecture, but the critical factors are most often the cultural ones. The license is free to any organization wishing to use the TOGAF standard entirely for internal purposes (for example, to develop an information system architecture for use within that organization). The website has a bunch of useful resources, and the book has some great stories about business model innovation. In it he includes a 9-point Market Strategy Framework, which includes elements like Target Customer, Compelling Reason to Buy, Partners and Allies, etc. Regardless, I only recommend products or services I use personally and believe will add value to my readers.
Is?t possible to to get some paper or demo, becouse I’m doing a doctoral study of fast-growing SMEs.
Employees have to know and understand the vision of the business and believe they are somehow benefiting beyond just receiving a paycheck. For example, if the enterprise envisages a consolidation of information holdings and a move to a new paradigm such as service orientation for integrated service delivery, then the human resource implications are major.
The outcome is a deeper understanding of the challenges and opportunities that could be presented in the course of the endeavor. In this workshop it is very useful to start off with a tentative list of factors that participants can re-use, reject, augment, or replace. There are visible and broadly understood consequences of endeavor failure and success criteria have been clearly identified and communicated. The endeavor is sponsored by an executive who is appropriately aligned to provide the leadership the endeavor needs and able to articulate and defend the needs of the endeavor at the senior management level.
There is no point deploying new IT capability without employees trained to use it and support staff ready to sustain it. This group will feel ownership of the enterprise architecture, recognizing the enterprise architect as a valuable steward. A book is also available (in hardcopy and pdf) from The Open Group Bookstore as document G116.
Potentially coupled with a change-averse culture and a narrowly skilled workforce, the most sound and innovative architecture could go nowhere. Many of the challenges translate directly into risks that have to be addressed, monitored, and, if possible, mitigated.
Predictable and proven processes exist for moving from vision to statement of requirements. There is a recognition of the need for knowledge and skill-building for the new way of working as well as the value of a formal gap analysis for skills and behavior.
Neglecting these and focusing on the technical aspects will invariably result in a lackluster implementation that falls short of realizing the real promise of a visionary enterprise architecture. I also focus on value promise (Customer benefits less costs to acquire benefits) versus value proposition as the former is a more powerful concept for aligning people internally and creating ongoing improvements in differentiators.
There is a communication plan covering all levels of the organization and meeting the needs ranging from awareness to availability of technical detail. The scope and approach of the transformation initiative have been clearly defined throughout the organization.

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