HR and OD - Creating a Business Case


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This presentation provides real-world data that connects people development, talent management, and human resources with real, bottom line business results. We look at how more effective communication, more informed and productive teams and stronger attention to solid leadership practices can help reap big benefits to all aspects of an organization - including the bottom line. This presentation highlights industry stats that help make the case for why training and development of employees is critical to building healthy, profitable and sustainable organizations.

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  • Human capital development makes a significant difference to the health, sustainability and profitability of organizations. Organizations can no longer say they are only about “the bottom line” and think about that in relation to typical balance sheet. The balance sheet now must include how employees are being engaged, how communication is being strengthened, how employees are put to work to create synergistic efficiencies, and how leaders connect financial ideas with the broader vision of the organization.This presentation will show why human capital development is a clear win for organizations.
  • Soft skills are no longer immeasurable and can no longer be marginalized in the corporate world. The most successful companies in the world create a corporate culture where effectiveness is drawn from unique employee perspectives, work styles and behavioral approaches.Recognized industry leaders and publications like Harvard Business Review are keyed into this approach for company prosperity.
  • According to an IBM study, APQC, and Workforce Management study, organizations that spent 5 days or less on training their employees garnered $137,000 in revenue per employee. Those organizations who utilized more than 5 days of training per employee bumped that up by more than 35% to 210,000+! (
  • Finding your CORE through people means business…literally.According to a Bloomberg BusinessWeek study in 2009, they found that of the top companies in terms of “Places to Work” and high performance, 83% invested heavily in their people.
  • Finding your CORE through people means business…literally.According to a Bloomberg BusinessWeek study in 2009, they found that of the top companies in terms of “Places to Work” and high performance, 83% invested heavily in their people. Top 50 firms in terms of company training investment produced 86% stock market value returns. Compare this to the returns of the S&P firms (25%) and the bottom 50 training investment firms (19%). (American Society for Training and Development, Competitive Advantage from Human Capital Investment)
  • 12.4% may not seem like that big of a number, but a 2010 Boston Consulting Group site, found that even in innovative companies (a list of the top 50), of which nearly half stated the innovation was a top 3 priority, those companies who scored highest in innovation outperformed their industry peers by 12.4% over 3 years. Pretty impressive, especially given the push that this can bring to even the best of the best.
  • DDI study that found, “When people question their assumptions about stakeholders, think differently about potential solutions, experiment in order to build the highest value solutions, and get things done so that solutions are brought to market, they begin to overcome the challenges to innovation in an organization.” only does cognitive diversity lead to better decision-making, it is associated with identity diversity, the diversity of people and groups, which enable new perspectives. Diversity broadly construed, is associated with higher rates of innovation and growth. (S. Page, 2007, The Difference)The more open a place is to new ideas and new people—in other words, the lower its entry barriers for human capital—the more talent it will likely capture. (Florida & Mellander, 2006, The Creative Class or Human Capital?)
  • Shareholder returns for organizations with the most effective communication were over 57 percent higher during the years 2000-2004, than were returns for firms with less effective communication.Companies that communicate effectively have a 19.4 percent higher market premium than companies that do not.Watson Wyatt, Effective Communication: A Leading Indicator of Financial Performance - 2005/2006
  • In a study of 60 organizations, Leadership was identified as the most important Human Capital Capability to achieving business strategy.(White Paper: The Accenture Human Capital Development Framework: Assessing, Measuring and Guiding Investments in Human Capital to Achieve High Performance, 2005)
  • Article References:
  • Research points to the effectiveness of organizations who are able to create successful team communication patterns. This also coincides with the way the brain processes ideas and the way people behave:Thinking Attributes – The way people approach their work can be more easily communicated and understood.Behavioral Tendencies – The Expressiveness preferences in particular showcase how a person will prefer to communicate.
  • On these three key patterns, the following tactics can be used:Energy: Providea method to quickly identify and explain team members’ interaction and communication preferences to maximize impact of energy.Engagement:Provide a blueprint for all team members to be engaged through their preferred Thinking/Behavior styles.Exploration:Provide a way to more readily Explore by allowing team members to seek out others outside the team who think differently and utilize their preferences.
  • To create the most effective teams, organizations should seek to provide a method to quickly understand how team members will react to a fluid team environment. Organizations need to realize the uncertainty of a change-heavy work environment and provide outlets for a team to respond in diverse ways.
  • # of american associates / how many cities
  • HR and OD - Creating a Business Case

    1. 1. Human Capital – The Business Case The Building Block of Strong Organizations More Effective Leaders Creative, Productive Teams Streamlined, Efficient CommunicationGreater Employee Connectivity and Engagement
    2. 2. Why “Soft Skills” Make Business SenseCommunication, Engagement and CognitiveDiversity have proven financial value.Strength-based employee training directly hasalready made a difference for organizations.New research coming out from sources likeHarvard Business Review point to the need forbetter, more productive teams.
    3. 3. The New Metrics for Business ImpactIndustry research is pointing to newconnections that talent development andtraining is having on business impact andorganizational capabilities.• Communication – Enhancing the Bottom Line• Cognitive Diversity – Sparks Team Development and Innovation• Leadership – A Top Priority for Successful Organizations• Training and Development Investment – Tied to Business Results
    4. 4. Training Investment = Increased Revenue >5 days training $137,931 <5 days trainingLong-term, sustainable training with workshops designed toimpact the life cycle of the employee should be the new norm. Not just more training, but better training.
    5. 5. Training Investment = Higher PerformanceCreate learning and training opportunities that fit an employee’sunique work style. Engaged workforce = Higher Performance
    6. 6. Training Investment = Financial Returns Stock Returns TripledUtilizing a full slate of training and development options creates afinancial multiplier effect.Investment in yields even greater returns out.
    7. 7. Innovation = Industry-Leading Performance 12.4%Creating a platform to harness diverse thinking perspectivescan yield a more innovative workforce. The Innovation Pipeline Starts with People.
    8. 8. Cognitive Diversity = InnovationCognitively diverse teams based on thinking and behavior andcouched in strengths-based approaches yields innovation. Innovation is driven by diverse ideas.
    9. 9. Communication = Financial Performance 57%Developing an understanding of how people communicateaccentuates strengths and drives productivity. Communication is a force for effectiveness.
    10. 10. Leadership = Achieving Business StrategyLeadership development starts from the inside - out.Leaders must connect in on an emotional and deep level withemployees and direct reports.Leadership skills are built on personal strengths and tied to acompany’s leadership competency set.
    11. 11. Part 2 – Team Building Research New research points to the organizational impact of strong, diverse, communication- intensive teams. Creating clear paths for teams to attain high performance via these focal points.Recent Harvard Business Review articles meshperfectly with the Emergenetics team approach. • Article 1: The Science of Building a Great Team • Article 2: Teamwork on the Fly
    12. 12. Harvard Business Review - Article 1: The Science of Building a Great TeamMIT Research – The best way to create strongteams is through excellent communication.• High-performing teams show greater energy, creativity and shared commitment.• Pinpoint natural communication styles that connect to the most successful team patterns (Team Energy, Team Engagement and Team Exploration).
    13. 13. Harvard Business Review - Article 1: The Science of Building a Great TeamThe Research - Key Communication Patterns• Energy – Amount of contact points for a team (Face/Face, Phone, Email)• Engagement – Distribution of Energy throughout the team (should be high)• Exploration – Communication team members engage in outside the team
    14. 14. Harvard Business Review - Article 2: Teamwork on the FlyHarvard Research – Teaming is a new way tocreate teams “on-the-go” to better and morequickly respond to unpredictability• Teaming is effective in uncertain, constantly changing situations that require team members to cross boundaries and allow for different work styles.
    15. 15. Harvard Business Review - Article 2: Teamwork on the FlyBehavior Traits of Successful Teaming• Speaking Up – Provide a model for direct communication by asking targeted questions, acknowledging errors, raising issues, and explaining ideas.• Experimenting – Embrace diverse thinking to take an iterative approach to pushing team boundaries.• Reflecting – Create a language for people to reflect and observe via their own innate preferences.• Listening Intently – Provide a platform to better understand how others communicate, allowing for more productive interactions.• Integrating – Synthesize different facts and points of view to create new possibilities.
    16. 16. A global consultancy developing peopleand organizations through proven, brain- based science.
    17. 17. ABOUT US• A legacy of over 20 years of success• Used by Global 1000 companies and educational institutions worldwide• Over 400,000 profiles worldwide• Over 1,000 Associate Partners in 45 locations worldwide. More than 500 Associates in the US.• 3 headquarters worldwide: Denver, Colorado; Singapore; and Rotterdam, The Netherlands
    18. 18. Our AdvantageEmergenetics: Knowledge workers› Proven to form better need knowledge. teams. >> About the way they work.› Built for applicability.› >> How they create ideas. Easily understood by >> Problem solving methods. employees.› Implementable relationships. >> Complex – in meetings, for conflict, with collaboration and innovation.› Memorable. Usable.
    19. 19. The Emergenetics Difference A talent management system. Assessments, training, e-learning, train-the-trainer, subject matter focused. Built on brain science. Developed for the workplace. Practical. Non-theoretical. Accurate. Industry leading validity. Tied to performance. Linked to business goals. Customized to your organization.
    20. 20. Learn