human resource architecture

architecture of HR function is a new area and not explored fully. architecture as a science is heavily influenced by design besides structural engineering, mechanics of components, environment, besides ones values and culture as mentioned earlier. coming to hr function in an organisational context, what then could be the starting point perhaps is the business strategy that becomes the seed or genesis for architecture design for holding together its vital resource ie HR. Once we take up design as an area for examination next, there are two aspects to it to look into. one the physical aspects and two the process part. both together completes the background for designing.

1. Physical aspects:
The physical aspects are important in the sense that it holds together the HR processes between people. To a certain extent that is dependent of strategy as i mentioned above. eg: for Knowledge intensive strategies or operations,  the communication technology that binds the employees daily is a critical factor. For an operation with low knowledge intensity, one can relax the concern for committment and can go for long term low cost employment contracts. you also get the flexibility to contract out in such cases. however where you need knowledge intensive employees for short durations and also for a specfic buisness phase, a collaborative framework of employment will become necessary . eg during mergers or acquisitions. such collaborations and utilisation of people from the partner can be an option. In short the matrix lies between talent source on one axis and knowledge intensity of other axis and the four quadrants can vary from high to low in term of knowledge intensity against the source of talen - internal to external .

So you have
Top right : High Knowledge intensity; own employees ; core functions; critical.
Bottom right: Low knowledge intensive operations, long term low skill employees which can be outsourced to
Bottom Left: external contractors/outsourced talent/low criticality; unless such outsourcing or dependence is for short duration for specefic buiness purpose or life in which case you need to move to 4th quadrant ie
Collaborative strcuture : with partners.
The axes could be y axis ; high to low on knowledge intensity
x axis; source of talent ; from internal, adjacent to low knowledge intensity to external contractors towrads left.
and above bottom left ie top left quadrant : Collaborative HR.

I will touch the Process side for these later.

Analytics of values

Analytics gives insight into relationships, interdependence between elements and its combined influence on outcomes. at least that is what i have learned in my maths classes.

low cost organisation model

Architecture principles in building often suggest to have a cost effective structure, sustainable and environment friendly and infusing warmth and positive energy to its inhabitants. Somewhere it points out that there is a link between structure and life within. Even in single cell amoeba the structure of cell is supportive of life. The soul of an organisation is reflected in its values. Values stated and reflected in each of its actions. If talent is attracted based on those values, mutual acceptance between employees will come in on its own. and will be visible through trust and open sharing of  responsibilities. This will help the need to avoid  having multiple layers, hierarchies and levels and grades. This can also help avoid the need to define and design 'compensation' and 'rewards' for owning and endorsing those values. mutual trust can replace need for having formal power levels and resultant delegations and performance gauging mechanisms. However such a value based culture cannot be built in isolation. One need to be conditioned for appreciating the value of values. one need to be conditioned to think beyond the way success and failures are defined in current business model in terms of profit and loss. I think a deeper understanding of indian vedic teachings need to be the philosophy for an unique indian business model. fortunately there is a growing realisation of late on the value of eastern cultures.