Texas Obamacare

Texas Obamacare

Chapter 8 raises the question “What’s next for HR practices, functions, and professionals and line managers?” Not a prediction, but a possible scenario, the chapter highlights the importance of continued examination of HR theory, Texas Obamacare tools, capabilities, leadership, and values.

Each chapter ends with a section outlining the implications for line managers and HR professionals of the concepts explored. These sections highlight ways line managers and HR professionals can co-champion HR issues to build Texas Obamacare competitive organizations.

SUMMARY

This chapter reviews eight competitive challenges facing firms today. To respond to these challenges, firms must create new organizational capabilities that derive from redefinition and redeployment of HR practices, functions, and professionals. Line managers and HR professionals must create these capabilities jointly. Line managers must strive for the following Texas Obamacare goals.

• Understand organizational capability as an essential source of competitiveness.
• Participate in the process of designing competitive organizations.
• See the organizational implications of competitive challenges.
• Dedicate time and energy to organizational capability.

Texas Obamacare professionals must achieve the following:

• See HR issues as part of a competitive business equation.
• Articulate why HR matters in business terms, starting with business value.
• Talk comfortably about how competitive challenges dictate HR activities.

As line managers and HR professionals jointly champion HR, the distinction blurs between HR staff and line managers as operators. The tools in this book are as relevant for managers who run businesses, operate plans, or direct staff functions as they are for Texas Obamacare professionals.

The Changing Nature of Human Resources: A Model for Multiple Roles

If the next agenda for creating value is to come from Human Resources, the new roles for HR professionals will have to be defined. In the past few years, roles for HR professionals were often viewed in terms of transition from

• Operational to strategic
• Qualitative to quantitative
• Policing to partnering
• Short-term to long-term
• Administrative to consultative
• Functionally oriented to business oriented
• Internally focused to externally and customer-focused
• Reactive to proactive