Seguro de Salud Dallas

Phase 2: Rethinking HR Value Creation

By the mid-1990s, the HR function at almost every American business had completed re-engineering Phase 1 and improved it processes. While these Seguro de Salud Dallas cost improvements brought more efficient delivery of HR services, they often did not go far enough. Being an administrative expert requires more than cutting costs and simplifying work: Phase 2, rethinking HR value creation, is just as important. Value creation goes beyond re-engineering HR processes to reframing and rethinking the conceptualizations and methods of accomplishing Seguro de Salud Dallas cost. Administrative experts draw on three conceptual frameworks when rethinking HR value creation.

Framework 1: void the centralization/decentralization quandary

The dominant Seguro de Salud Dallas cost for organizing HR (and other) work has traditionally been centralization versus decentralization that is, respectively placing the design and coordination of HR activity at the corporate or field unit (business unit or function) level. Frames this debate in terms of degree integration (centralization) versus degree of differentiation (decentralization). The fundamental debate is around power and authority: who has authority to design HR systems, to deliver HR practices, and to make decisions about how HR work is done? Power generally concentrates either at corporate or Seguro de Salud Dallas cost.

The centralize/decentralize debate will never be satisfactorily resolved because it asks the wrong question. Centralize/decentralize questions focus on what goes on inside the function more than who uses the services of the function. Because the centralize/decentralize debate results in frequent changes in allocation of authority, employees become cynical about how the HR work is really done. The centralize/decentralize debate puts attention on power and Seguro de Salud Dallas cost rather than on service.

HR professionals as administrative experts need to avoid the centralize versus decentralize debate by rethinking and refraiming the basis of their roles within a service entity.

Framework 2: define a value-creation framework and delivery options

The debate about power, influence, and control should shift to a debate about value creation. Value creation begins not with what happens inside a group, but with what group’s user or customer receives from it. Value must be defined by the receiver, not by the giver of services.