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HR Upgraded - presented by Keynote Speaker Dave Ulrich - HRMATT

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  • These are the stakeholders, customers, investors, communities, governments, ventors and of course employees. In the next few minutes, each group take one of these stakeholder groups and answer the questions provided on the next page.

HR Upgraded - presented by Keynote Speaker Dave Ulrich - HRMATT HR Upgraded - presented by Keynote Speaker Dave Ulrich - HRMATT Presentation Transcript

  • HR trends and beyond: HR from the outside in HRMATT HR Upgraded – v2K13 and beyond Trinidad May 2013 Dave Ulrich dou@umich.edu
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 2 Overall Goals Think: • What are the challenges for today’s businesses • How can HR add value to employees, customers, investors, and communities Behave: • Identify things that you can do to further your HR contribution Have Fun: • Enjoy the experience together
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 3 HR Trends Trend Definition 1 HR outside in We have evolved HR to focus on external conditions and stakeholders HR value added 2 Talent 3 Capability 4 Leadership We invest in HR to deliver value through • Talent • Capability • Leadership 5 HR transformation We have transformed the HR function to operate efficiently and/or effectively to match business requirements 6 HR practices We have innovated, integrated, and aligned HR practices in people, performance, information, and work 7 HR competencies We have identified critical competencies for HR professionals and invested in building them
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 4 HR outside in: Evolution of HRHREvolution Time HR Administrative Utility HR Strategy HR Outside/In HR Functional Expertise HR Upgraded – v2K13 and beyond
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 5 HR outside in: HR practices HR domain Examples of outside in: What this means for us? Staffing Are we the employer of choice of employees our customers would choose? Training/development Do we involve customers in designing, attending, and delivering training and development? Performance management Do our standards for effective performance match customer expectations? Rewards Do we involve our customers (suppliers or investors) in allocating rewards? Communication Do our communication tools link employees and customers? Leadership Have we created a leadership brand where leaders actions are tied to customer expectations? Culture Does our culture have the right events, patterns, and identity?
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 6 HR outside in: HR professionals What HR outside in means for me? – Do I see my organization through the eyes of the customers, investors, suppliers, regulators and other external stakeholders? – Am I aware of general business conditions that affect my industry and organization? – Do I spend time with external stakeholders? – Do I align my HR work with expectations of external stakeholders?
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 7HR Outside in: HR Creates Value to Key Stakeholders Dealers Customers Employees Investors/ Owners Line Managers Key Stakeholders Communities/ regulators Market value • Financial performance • Intangibles • Risk Reputational value • Social responsibility • Regulatory oversight • Cultural awareness Customer share • Target customers • Customer intimacy Collaborative value • Partnerships • Outsourcing Strategic value • Shaping strategy • Creating organization traction Employee value/ Productivity • Competence • Commitment • Contribution
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 8Assessment: HR outside in…HR Upgraded – v2K13 and beyond We focus HR on administrative work We focus HR on innovative HR practices We focus HR on delivering strategy We focus HR on external conditions and stakeholders Ideas for improvement • • • • • low high 31 2 4 5 6 7 8 9 10
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 9 HR Trends Trend Definition 1 HR outside in We have evolved HR to focus on external conditions and stakeholders HR value added 2 Talent 3 Capability 4 Leadership We invest in HR to deliver value through • Talent • Capability • Leadership 5 HR transformation We have transformed the HR function to operate efficiently and/or effectively to match business requirements 6 HR practices We have innovated, integrated, and aligned HR practices in people, performance, information, and work 7 HR competencies We have identified critical competencies for HR professionals and invested in building them
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 10 Roles for HR Line managers as Owners • Fully engaged • Make final decision • Accept accountability • Ensure follow up HR Professionals as Architects • Coach • Facilitate • Design • Deliver
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 11 HR value creation: What value does HR create?IndividualAbility Organization Capability High Talent Workforce People Culture Workplace Process Leaders Leadership Low Low High
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 12HR value creation: Importance of talent and teamwork What percent of the time is the leading scorer (winner of the Golden Boot) on the team that wins the World Cup?
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 13HR value creation: Importance of talent and teamwork How many of the 20 “Best Actor/ Best Actress” Academy Award winners in the last ten years were also in the “Best Picture” for that year?
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 14 What do we mean by “talent”? C-suite executives: Succession, customization, teamwork High potentials: 5-10% of people 5-10% of time Personal development plan All Employees: Competence Commitment Contribution Leadership cadre: leadership academy
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 15 What do we mean by talent? COMPETENCE COMMITMENT CONTRIBUTION Talent = Right person, right place, right time, right skills •Set standard •Assess •Invest •Integrate Enact an employee value proposition •What do I get? •What do I give? Create meaning at work •Identity •Purpose •Relationships •Work environment •Work itself •Learning/resilience •Civility
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 16Assessment: HR Value Created Talent…HR Upgraded – v2K13 and beyond We recognize that talent matters We have a plan to improve talent (C*C*C) We align talent investments with strategy We build a talent agenda (C*C*C) with stakeholders Ideas for improvement • • • • • low high 31 2 4 5 6 7 8 9 10
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 17 HR value creation: CapabilityIndividualAbility Organization Capability High Talent Workforce People Culture Workplace Process Leaders Leadership Low Low High
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 18 What is Organization Capability? Organization culture or archetypes Business processes Core competency Resource view of the firm Organization Capability
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 19 To what ext ent ar e we capabl e of cr eat i ng a cul t ur e t hat shi f t s f r omevent t o pat t er n t o i dent i t y? Shared mindset / culture Event Pattern Identity
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 20 Culture as a key capability Leadership Brand Top/down intellectual agenda Bottom/up : behavioral agenda Side to side Process agenda Make identity real to employees What are the top 3 things we want to be known for by our best customers (or other key stakeholders)?
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 21Assessment: HR Value Created Capability or culture …HR Upgraded – v2K13 and beyond We define our organization as structure We improve work processes Our organization structure matches strategy Our capabilities match stakeholder expectations Ideas for improvement • • • • • low high 31 2 4 5 6 7 8 9 10
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 22 HR value creation: LeadershipIndividualAbility Organization Capability High Talent Workforce People Culture Workplace Process Leaders Leadership Low Low High
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 23 HR value creation: The key questions of leadership Dimension of Leadership Question Challenge Why Why should I work to improve my personal leadership and to build leadership in my organization? Build the business case for leadership What What do I have to do to be a better leader or to build better leadership in my organization? Articulate the leadership brand, with both code and differentiators How How do I ensure that what I turn what I know I should do into what I do? Know and accomplish the seven factors for leadership sustainability
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 24 Leadership Brand: Shared Theory of Leadership Leadership Code (Common) Leadership Differentiators 1. What percentage of leadership is basically the same? 2. If there are common rules for any leader, what are they? LEADERSHIP BRAND COMPETENCIES
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 25 Leadership Code: The DNA of Effective Leaders
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 26 Levels of branding… 1.Product Brand 2. Firm Brand 3. Leadership Brand
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 27 Leadership Differentiators Firm Brand FIRM BRAND: What are the top 3 things we want to be known for by our target customers? LEADERSHIP DIFFERENTIATORS: What are the leadership behaviours that would reflect each firm brand? • • • • • • • • • Turn firm brand into leadership differentiators
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 28Assessment: HR Value Created Leadership…HR Upgraded – v2K13 and beyond We appreciate good leaders We invest in building leadership We define what makes an effective leader We create a leadership brand Ideas for improvement • • • • • low high 31 2 4 5 6 7 8 9 10
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 29 HR Trends Trend Definition 1 HR outside in We have evolved HR to focus on external conditions and stakeholders HR value added 2 Talent 3 Capability 4 Leadership We invest in HR to deliver value through • Talent • Capability • Leadership 5 HR transformation We have transformed the HR function to operate efficiently and/or effectively to match business requirements 6 HR practices We have innovated, integrated, and aligned HR practices in people, performance, information, and work 7 HR competencies We have identified critical competencies for HR professionals and invested in building them
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 30HR transformation: Run the HR function as if it is a business within a business Overriding organizational design principles: • Differentiate clearly between transactional and strategic HR work. • Make the HR organization follow the logic and structure of the business organization. • Make the HR organization follow the flow of any professional service oriented organization.
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 31HR transformation: Start with business strategy Diverse business strong business unit Single business, Strong corporate Matrix: Find balance of corporate versus business unit Decentralized Centralized HighLow Low High
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 32HR transformation: Organization design options HR decentralized organization (holding company) Single business, Strong corporate Decentralized Centralized HighLow Low Hig h HR community of practice HR as professional services HR solutions center / process leaders HR outsourced
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 33 HR Trends Trend Definition 1 HR outside in We have evolved HR to focus on external conditions and stakeholders HR value added 2 Talent 3 Capability 4 Leadership We invest in HR to deliver value through • Talent • Capability • Leadership 5 HR transformation We have transformed the HR function to operate efficiently and/or effectively to match business requirements 6 HR practices We have innovated, integrated, and aligned HR practices in people, performance, information, and work 7 HR competencies We have identified critical competencies for HR professionals and invested in building them
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 34 HR Practices Performance Work People Communication • Buy ● Bounce • Build ● Bound • Borrow ● Bind • Set standards • Ensure consequences - financial - non financial • Do feedback Build communication plan • Top down • Bottom up • Inside out • Outside in • Side to side • Restructure organization • Reengineer work process • Manage teams • Architect physical setting HR transformation: Align, integrate, and innovate our HR practices?
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 35Assessment: HR practices …HR Upgraded – v2K13 and beyond We do HR practices efficiently We have innovative ideas in HR practices We integrate HR practices to deliver capabilities We ensure that our HR practices meet external expectations Ideas for improvement • • • • • low high 31 2 4 5 6 7 8 9 10
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 36 HR Competency Study introduction What are the competencies of HR professionals and how do they affect: • The perceived effectiveness of HR professionals • Business performance What characteristics of HR departments best predict business performance? Research assumptions: • Partnership with leading HR associations • Non HR and HR assessment (360) • Global, cross industry, mixed firm data set • Longitudinal/predictive data and insights
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 37 2012 HR Competencies: Six primary domains
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 38What competencies matter to helping drive business performance? Competency Degree to which it helps achieve personal effectiveness (L/M/H) Degree to which it helps achieve business results (L/M/H) Current strength of this competency in our HR organization (L/M/H) Strategic Positioner M M Credible Activist H L Capability Builder M H Change Champion M M HR Innovator & Integrator M H Technology Proponent L H
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 39 HR Trends Trend Definition 1 HR outside in We have evolved HR to focus on external conditions and stakeholders HR value added 2 Talent 3 Capability 4 Leadership We invest in HR to deliver value through • Talent • Capability • Leadership 5 HR transformation We have transformed the HR function to operate efficiently and/or effectively to match business requirements 6 HR practices We have innovated, integrated, and aligned HR practices in people, performance, information, and work 7 HR competencies We have identified critical competencies for HR professionals and invested in building them
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 40Assessment: HR Competencies…HR Upgraded – v2K13 and beyond We have roles and competencies for HR competencies We assess HR professionals against competencies We invest in HR professional development We ensure that HR professionals deliver value to the business Ideas for improvement • • • • • low high 31 2 4 5 6 7 8 9 10
  • © 2011 The RBL Group© The RBL GroupMay 2013 / HR trends and beyond 41 HR Trends Trend Implications for me… 1 HR outside in Learn the external context and stakeholder expectations for my business HR value added 2 Talent 3 Capability 4 Leadership Become aware of and able to implement latest trends in • Talent: competence * commitment * contribution • Capability: event… pattern… event • Leadership: why … what … how 5 HR transformation Create an HR organization with a mission and structure that gets work done effectively 6 HR practices Learn and upgrade HR practices so that your business creates new practices and HR systems 7 HR competencies Master the personal competencies of an effective HR professional; make personal progress