Getting things done, Teja Breznik Alfirev HR arena, Zagreb, 18-19.september 2012Presentation Transcript
Getting things done Business Execution Teja Breznik Alfirev S&T Slovenija d.d.
Content 1 New reality 2 Execution Gap 3 HR management...or just management 4 Example 5 Why IT is important?
NEW REALITYPressures and demands Ability to implement Employee satisfaction for changes FAST higher profitability Innovation for competitive Efficient cost management advantages Business demands Useful technology with Quality of services value add COMPANY Low buying power of Economic crises customers External factors Strong competition, Loss of customers saturation of the markets Demografic and cultural Reduction of employees changes
NEW REALITY Yesterday – Today – Tomorrow PAST PRESENT FUTURE Cheap workforce Advertising InnovationKSF Conveyor Development of Customer focus tehnology Use of naturalW H AT Tehnology resources People Marketing Mass manufacturing Engagement andHOW Workforce Capital people‘s performance
“A really great talent finds its happiness in execution.” Johann Wolfgang von Goethe
EXECUTION GAP Why is there a gap? STRATEGY EXECUTION GAP EXECUTION Reasons :* Only 15% of employees were able to WHAT AND identify their company’s goals and RESULTS HOW priorities. Only 19% bought into those goals and took ownership of them. Only 49% of people’s time was spent on company goals (the rest was spent on urgent distractions). 51% of the employees didn’t understand what they were supposed to do in their own positions to accomplish the company goals.* Harris Polling Group study
EXECUTION GAPWhy is there a gap? EXECUTION LEADERSHIP EMPLOYEE STRATEGY VISION ACTIONS RESULTS LEADERSHIP EXECUTION GAP
EXECUTION GAP How to bridge the execution gap? 4 DISCIPLINES* Discipline 1 : The discipline of FOCUS Discipline 2: The discipline of LEVERAGE Discipline 3: The discipline of ENGAGEMENT Discipline 4: The discipline of ACCOUNTABILITY• Sean Covey, Jim Huling and Chris McChesney:,The 4 Disciplines of Execution: Achieving Your Wildly Important Goals
“The final test of a leader is that he leaves behind him in other menconviction and the will to carry on.” Walter Lipmman
HR MANAGEMENT...OR JUST MANAGEMENTThe role of HRM ENSURE EMPLOYER MASTERING DEVELOPING LEARNING BRANDING TECHNOLOGY LEADERSHIP ENVIRONMENT TO ATTRACT TO ASSURE TO REDUCE TO PROVIDE & RETAIN CONSTANT TIME SPENT APPROPRIATE TALENT AND LEARNING ON ROUTINE TOOLS AND BUILD RIGHT & ON TIME TASKS & TO ENV. TO THE ORG. CULTURE KNOWLEDGE CREATE LEADERS DEV. TRANSPARENT ENV. The ultimate goal of HR is a successful execution of business strategy
“It has long since come to my attentionthat people of accomplishment rarely satback and let things happen to them. They went out and happened to things.” Elinor Smith
EXAMPLESo how it goes? VISION&MISSION • Why do we exist? • What do we want to change? GOALS • What do we want to accomplish and when? STRATEGY & KPI‘S • How will we accomplish our goals? • How will we know at any time where we are? DESIRED BEHAVIOURS/HR • Who, when and why should accomplish STRATEGY the goals?
EXAMPLECASE – Vision & Mission BUSINESS BUSINESS PEOPLE & VISION & MISSION STRATEGY STRATEGY KPIs HR STRATEGYCOMPANY:SOFTWARE COMPANY IN THE MATURE MARKETVISION:We will become leader in the area of ebusiness in ourstrategic marketsMISSION:Through technology, business knowledge and in strongpartnership with our customers we will amplify ourcustomer‘s competitive advantages and extend theirbusiness
EXAMPLECASE – Business goals and strategy BUSINESS BUSINESS PEOPLE & VISION & MISSION STRATEGY STRATEGY KPIs HR STRATEGY WHAT WHY HOW
EXAMPLE CASE – Key performance indicators BUSINESS BUSINESS PEOPLE & VISION & MISSION STRATEGY STRATEGY KPIs HR STRATEGYBUSINESS OBJECTIVES LEADERS IN DIVERSIFY REVENUE PREDICTABLEKEY SUCCESS FACTORS STRATEGIC MARKET STREAM PROFITABILITYCUSTOMER CUSTOMERS WITH MANAGINGINTIMACY REVENUE RETENTION MORE THAN ONE BU CUSTOMERS RATE REVENUE GoToMarketOPERATIONAL CUSTOMERS TIME FIXINGEXCELLENCE EMPLOYEE VALUE UPTIME BUGS ADDE-BUSINESS SOLUTION NEW SOLUTIONSLEADERSHIP STRATEGIC NEW PROFIT COMPETENCIES SOLUTIONS CONTRIBUTION
EXAMPLE CASE – Desired behaviours / HR strategy BUSINESS BUSINESS PEOPLE & VISION & MISSION STRATEGY STRATEGY KPIs HR STRATEGY FINANCIAL PERSPECTIVE REVENUE EMPLOYEE PROFIT What are our most VALUE ADD GROWTH GROWTH important financial outcomes? CUSTOMER INTIMACY, OPERATIONAL EXCELLENCE, PRODUCT LEADERSHIP CUSTOMER LINE MANAGERS BOARD CUSTOMERS PERSPECTIVE EMPLOYEES Enhance HR data Enhance impact HR Assure knowledge & How should we Improve engagement availability appear to metrics available quality Hire TOP talents Improve Strenghten relationships customers? competencies INTERNAL ATTRACT & RETAIN TALENT BUILD INNOVATIVE&CUSTOMER BUILD ORG.READINESS PROCESSES PERSPECTIVE Employer FOCUSED ORG.CULTURE Implement CompetencyAt what do we need branding based Competency Perfomance competency Leadership to excel to fulfill strategy development based based comp. model dev.program customer Implement expectations? Internal& recruting Succession management External planning for by objectives comm.pr. key positions LEARNING & DEVELOP HR COMPETENCIES IMPLEMENT PROCESSES TRANSPARENCY & OPTIMIZATION GROWTH Develop PERSPECTIVE business Setup HR Outsource ImplementHow will we sustain competencies reporting HR admin IT system our ability to within HR team system improve?
“Its not a faith in technology. Its faith in people.” Steve Jobs
W H Y D O W E N E E D I TDoing things right & doing the right things EMPLOYEE INNOVATION LEADERSHIP CHANGE ENGAGEMENT MANAGEMENT DEVELOPMENT MANAGEMENT MANAGEMENT HR REPORTING PERFORMANCE LEARNING & RECRUITING COMPENSATION MANAGEMENT DEVELOPMENT HEALTH & LEGAL PAYROLL HR ADMIN SAFETY HR IT SYSTEM
W H Y D O W E N E E D I TDoing things right & doing the right things EMPLOYEE INNOVATION LEADERSHIP CHANGE HR impact – to what extent have HR ENGAGEMENT MANAGEMENT activitiesMANAGEMENT business needs? met strategic DEVELOPMENT MANAGEMENT HR REPORTING PERFORMANCE LEARNING & RECRUITING HR effectiveness – to what extent is the HR function ‘doing the right things’? COMPENSATION MANAGEMENT DEVELOPMENT HEALTH & LEGAL efficiency – to what extent is the HR function HR PAYROLL ‘doing thingsHR ADMIN right’? SAFETY HR IT SYSTEM
“All truths are easy to understand once they are discovered; the point is to discover them.” Galileo Galilei
Summary 1 Good strategy with bad execution doesn‘t exist. Strategy without execution its not a strategy! 2 If Business Strategy does not integrate HR strategy, who is suppose to execute it? 3 HR needs to be transparent, personal and analytical. This doesnt work out without IT 4 No matter how good business strategy is and how excellent IT support we have, the main responsibility for business strategy execution have the leaders of the company!