In the phase 1 (thanks to David Ulrich) the reengineering (HR Administrative Expert) is

the same as the general process reengineering effort. Many books write about the process
reengineering and it was an extremely modern trend in 80s and 90s of the last century.
Later, the difficulties were discovered as the process reengineering and process
improvement did forget about the human part of the change.

The HR reengineering is a bit different from the classical business reengineering and
Arthur Yeung provided a simple six steps model for the HR reengineering:

1. Define target process to be reengineered.

2. Create models “how it works now”.
3. Critically check the background conditions.
4. Create models “how it will look”.
5. Implement, develop, and propagate.
6. Measure the impact on the organization and the business of the organization.

The goals of the six steps model by Arthur Yeung are pretty simple. It is about the
identification of the HR Processes to be abandoned and the rest of the HR Processes can
be simplified. It is done usually by investing into HRIS (Human Resources Information
System).

http://freehrguide.com/hr-administrative-expert/process-improvement-reengineering-
phase-1/
Reengineering Human Resources: Achieving Radical Increases in Service Quality--with
50% to 90% Cost and Head Count Reductions
Lyle M. Spencer
ISBN: 978-0-471-01535-2
Hardcover
256 pages

This price is valid for India. Change location to view local pricing and availability.

How to Buy

A survival guide to the human resources reengineering revolution

Sparked by the new information technologies, a revolution is about to take place

in the way human resource services are organized, staffed, and delivered. To
prepare HR professionals for these radical changes, Reengineering Human
Resources provides a comprehensive guide to the basic concepts, processes,
and technologies that are driving this change. In a clear, concise presentation
illustrated with numerous real-life examples, this unique book gives the reader:
* A detailed primer on the new information technologies, including specific human
resource uses of the personal computer, interactive information systems, CD-
ROMs, personal digital assistants, networks, and more
* An explanation of the basic concepts of reengineering, how it can be
implemented, and how to weigh costs and benefits--complete with work flow
graphics and spreadsheet templates
* Detailed advice on staffing--the competencies HR professionals will need in
order to succeed and how employee competencies will change with
reengineered work
* Specific cases of how human resource functions will be performed after
reengineering, including examples of recordkeeping, succession planning,
performance management, training and development, employment practices,
and more
Human resources management is on the brink of radical transformation and the
instrument of that transformation is information technology.

Starting with this provocative premise, Reengineering Human Resources offers

human resource professionals an eye-opening introduction to the changes that
are about to affect the organization, staffing, and delivery of human resource
services. For those who are prepared to take full advantage of the new
technology, it will mean dramatic increases in productivity and impressive
decreases in cost, as well as vastly improved services and greater client
satisfaction. In a real sense, the field of human resources is undergoing a
revolution.

Written by management expert Lyle M. Spencer specifically for human resource

professionals, this book shows how new technologies, reengineered work
processes, and retrained employees will bring about this revolution. Although it
assumes no technical expertise, Reengineering Human Resources brings the
reader up to speed on the latest hardware and software applications, including
personal computers, interactive voice response systems, personal digital
assistants, CD-ROMs, expert systems, information networks, and much more.

Not just a description of these changes, this important book provides complete
"how-to" instructions for reengineering, including activity-based costing, value
analysis, and work flow charting. It describes the radical new approaches to
organizing work made possible by combining traditional work analysis methods
with advances in information technology. Specific cases of reengineered human
resource functions, including recordkeeping, employee health care benefits,
performance management, training, compensation, and labor relations are
illustrated with real-life examples. An entire chapter describes the ways
employee competencies will change in the reengineered organizations and jobs
of the future. Information on implementing these changes explains how to
calculate both the costs and benefits of reengineering.

Timely, authoritative, and compelling, Reengineering Human Resources offers

human resource professionals the opportunity to shape the future of their
workplace and their profession.

http://as.wiley.com/WileyCDA/WileyTitle/productCd-0471015350.html
HUMAN RESOURCE PROCESS RE-ENGINEERING BLOG
An effective retention strategy is dependent upon the success of other human resource
strategies

AUTHOR
Chuck Muzzy (CBS) MS BS

At one time or another, we have all worked for a company where employees are hired
and then voluntarily leave a few months or a few years later. It is like a revolving door
where one day an employee is doing his job and the next day he is gone. What’s more,
these companies see this issue as merely a fact of being in business and not something
they can really change. They simply start the recruitment process over again and fill that
same job a few weeks later with another individual who may or may not stay for the long
term.

Unfortunately, improving employee retention is often a poorly managed issue in many

organizations. In most companies, no one is responsible for improving employee
retention. In others, the company may have someone overseeing retention, but this
individual does not get the support he or she needs to do the job effectively. In other
words, they wear the retention hat, but are not given the budget and resources necessary
to be successful in managing the issue.

The reality is that the Human Resources department is best suited to deal with the
problem of employee retention because they have the skill-set required to manage the
issue. However, in many companies, HR departments are “up to their eyeballs” in other
issues that prevents them from focusing on retention problems.

Another reason for a lack of focus is that improving retention is affected by virtually
every other human resource strategy a company has in place. If you have ineffective
strategies in other aspects of human resources, you will be unable to improve your
retention issues.

Retention is ultimately affected by your recruitment strategy. If you do not hire the right
employees who are best suited for long term employment relationships, you will be
unable to improve retention. Therefore, a successful recruitment strategy is of utmost
importance to improving retention. Many companies also have inconsistent and
ineffective orientation strategies. When an employee voluntarily leaves an organization in
his or hers first 90 days of employment, the reason often has to do with an ineffective
orientation strategy.

Other business cultures throw new employees right into the fire because they are often
“under the gun” to fill positions and get new employees into their responsibilities very
quickly. More often than not, these new employees have not had adequate training and
are immediately immersed into stressful situations before they truly understand the scope
of their roles. Therefore, not having a well orchestrated training strategy will kill your
employee retention efforts.

What motivates employees in your company? Well the answer is likely different for
every employee. But understanding the motivational factors of your workforce can have a
dramatic impact on improving employee retention. So, a successful motivation strategy is
of utmost importance in dealing with this important issue.

We all recognize that performance standards can be inconsistent by department or by the

management styles of managers. Employees see discrepancies in consistent performance
management techniques as favoritism of one employee over another. Why do some
employees appear to have someone serving as a mentor and watching out for their best
interests while others do not? Employees see this as employee favoritism and often
become disgruntled and even envious of the “favored” employee. Therefore, a company
also needs successful performance management and career development programs and
strategies if they are to improve employee retention.

Unfortunately, improving employee retention is difficult. Not only is a strong retention

strategy plan needed, but it will be fully dependant on many other human resource
strategies.

There are many different approaches that companies can take when developing a
retention plan. Some companies leave the problem to operating managers out in the field
who really do not have a good sense of how to improve their retention problems. This
“hands off” approach is often ineffective. Other companies try and create standard
uniform practices to improve their retention efforts. For example, improving employee
benefits or giving pay increases across the board are seen as ways of improving overall
employee retention by showing the employee population that the company cares about
them.

A third (and often more effective approach) is to focus retention efforts on a department
or area of the company that appears to be particularly hurt by the voluntary resignations
of employees. This more focused approach can be implemented more quickly and can
have a more immediate impact.

How do we determine what is causing a particular company’s employee turnover?

Certainly well crafted employee surveys and exit interview forms will give the company
some valuable information. But the opinions extracted from these employee surveys and
exit interviews need to be turned into data that can be used to compare departments, time
periods, reasons for leaving the company, etc. Measurements need to be established that
compare the past and present and will be used in the future to compare employee
retention trends.

Yet, there is nothing more powerful to the VP of Human Resources than the ability to
translate employee turnover into lost dollars. This individual will certainly get the
attention of the senior management team or Board of Directors if they can translate
voluntary resignations into expenses. Strategic objectives, strategies and clearly defined
action plans communicated to the senior management team – - with the estimated saved
expenses – - will get the attention, focus and SUPPORT of the senior management team.

What to do now:
Develop strategic objectives, strategies and action plans for the following human
resources subjects: recruitment, orientation, training, motivation, performance
management, career development, communications, compensation, benefits, leadership,
and of course RETENTION.
Successful implementation of strategies in any of these HR related topics will have a
positive impact on your retention plans and, once fully implemented, the company will
see dramatic improvements in their overall company employee retention rates.

ABOUT THE AUTHOR

Chuck Muzzy (CBS) MS BS is an approved Certified Business Specialist (CBS) with the
Academy of Business Strategy and his specialist subject is human resource process re-
engineering. He has achieved an MS in Human Resource Management from River
College, an Advanced Certificate in Personnel Administration from New Hampshire
College and a BS in Business Administration from Susquehanna University. He has been
employed as Director of Human resources in 3 different companies and has experience
within the electronics, manufacturing, distribution, building construction and professional
service industries. His clients or employers have included EIS Inc, Barton Employment
Outsourcing, Rugby Building Products and First New Hampshire Bank. He has
geographical working experience in the USA. His native language is English. His service
skills incorporate human resources, training, communications and process re-engineering.
To contact Chuck Muzzy, please contact the Academy of Business Strategy by
forwarding an email.

http://theacademyofbusinessstrategy-hrprocessreengineering.com/2010/04/02/07/