Seat at the table

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What does it mean to have a "Seat at the Table?" do you really want one?

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Seat at the table

  1. 1. MANAGING YOUR CAREER For A SEAT AT THE TABLE
  2. 2. Survey Question1. What is THE most critical characteristic or behavior for successful future leaders?2. What is THE most critical characteristic or behavior for successful HR executives?Please write your answer and forward it to the middle for collection. The results will be shared at the end as well as a recent survey of Sr. Executives (first question).
  3. 3. Market conditions Corporate integrity waning Financial Pressures from lots of direction Corporate character challenged Longer process for things to happen HR viewed as a Cost Center in many organizations Candidates expected to jump through hoops Anything goes???
  4. 4. HRHR as a strategic playerManagement DevelopmentPerformance ManagementHiring and RecruitingEmployee RetentionEmployee RecognitionEmployee CommunicationDiscipline and TerminationBenefits and CompensationPolicies and Procedure
  5. 5. HR Roles
  6. 6. More HR roles
  7. 7. It’s no wonder there is a high stress leveland burnout when there are so manythings to do and yet, we still want a seatat the table! How can you take on more? HR as Caregiver: so busy taking care of everyone else, we forget to take care of ourselves.
  8. 8. You know what you need to do “though the voices around you kept shouting their bad advice” -mary oliver “the Journey”
  9. 9. Your Story Common threads to all stories Market conditions continue to change Listen to our lives Learn from each other
  10. 10. What is a Seat at the Table? No real data on this at SHRM Merely my opinions from research and interviewing SVPs of HR with major companies and consultants Learn from each other Walk away with a few ideas to help your career
  11. 11. What is a “Seat at the Table?”
  12. 12. Questions to ponder…. Why do you want a seat at the table? Are you willing to put forth the effort and commitment to earn a seat at the table? How does your organization view the HR function? Transactional Strategic What challenges are you facing now where your expertise can go beyond HR? What activities will your organization value in the future?
  13. 13. Defining a Seat at the Table Priest, fireman, social worker, therapist… There is no formula All about building credibility Respect will have to be earned You won’t have all of the answers Solve and resolve a problem without putting them through all of the processes we have to go through in HR.
  14. 14. More Seat at the Table thoughts In each situation how do I add value Compliance, Legal, Integrity, Protect organization, Why even have a policy if you’re always going to make exceptions… Policies reflect the organization, then a new financial instrument doesn’t fit… Critical thinker and a pragmatic problem solver TRUSTED ADVISOR
  15. 15. Case Study -- groups of 5-7 Company ABC Compliance issue with the SEC with Chairman/Founder/CEO and CFO – collectively some “bonehead” things. Company had a strong legacy with regulatory issues with the SEC and other bodies Founder of the organization is Chairman/CEO a little bit of a cowboy and reckless Corporate Integrity is challenged within the organization and with shareholders How would you work through these issues? Steps? Thoughts? Impact on the organization? Process?
  16. 16. Major Turnaround by SVP HR Moved quickly and decisively Maintained Integrity of individuals Split CEO and Chairman role for governance Hired a new CEO Replaced Board Members and formed a new board Eventually replaced Chairman Communicated throughout the organization especially once the new CEO was hired Trusted Advisor Did not use metrics and analytics only soft skills Challenged by CEO -- Implementation
  17. 17. HR VALUE PROPOSITION Dave Ulrich
  18. 18. Ulrich gets most of it right in his assumptions with the HRValueProposition, but perhaps or arguably misses one key ingredient or assumption….(my opinion only for debate purposes)
  19. 19. HR Value Proposition Knowing External Business realities Ensuring HR Professionalism Serving (HR roles, External competencies and Internal and Stakeholder development) HRValue PropositionAdapted fromUlrich (2005) Crafting HR Building HR Practices Resources (people, (HR Strategy performance, and Organization” information and work
  20. 20. External business realities Technology Economics Trends Globalization Demographics customer
  21. 21. Internal Stakeholders Politics of your organization Customers Investors Managers Employees
  22. 22. Crafting HR Practices People Performance Information Work
  23. 23. Building HR Resources HR Strategy Organizational Strategy
  24. 24. Ensuring HR Professionalism HR Roles Competencies HR professional Development How do you develop executives? What is your succession plan within HR? What is your development plan for yourself?
  25. 25. Framework for change… Set the parameters with a business implication from an HR perspective Analysis (i.e., SWOT, GAP, Interview stakeholders) Collaborate and define the outcome Investment and Commitment Monitor (metrics) how are we doing?
  26. 26. What can you do? Examine your role within your organization. Get out of your transactional comfort zone. Work on and Improve the soft skills. Understand the mission of the CEO and approach HR from a business perspective. Target key projects and interests where you know you will make a difference with a special project. Look for opportunities to align people, processes, mission and values for business success Use metrics and analytics to make better decisions.
  27. 27. What else can you do? Get an MBA and focus on the business first and HR second. Understand all of the departments and their challenges by working in all aspects of the organization. (stuck in search, benefits or employee relations) IF HR is not valued within your organization, you will need to consider changing employers to reach your destination or gain the experiences you need to grow your career.
  28. 28. HR Competencies TRUSTED Strategic Contribution ADVISOR Business Knowledge HR HR Delivery Technology
  29. 29. What is a typical BusinessApproach to Value Proposition
  30. 30. Business Case and Value Proposition ProductBased on modeldeveloped by &Treacy & Wiersema,Harvard Business Service OfferingsReview,Jan-Feb. 1993 Customer & Market Operational Excellence
  31. 31. Successful Business CaseComponents (Value Proposition) Value Proposition Current situation Define problem(s) Describe implication(s) Recommend solution(s) Recommend Strategic Action Plan Create roadmap/timeline Define resource requirements Identify “high impact” opportunities Outline appropriate knowledge sharing approach Define measures for success Develop deployment plan Secure Executive Sponsors Parallel activities
  32. 32. Identify Business Opportunities Pain Points within your organization are Business Opportunities Analysis – conduct interviews, SWOT, GAP Brainstorm – “blue ocean” solutions Evaluate for readiness, business value and intervention Identify passionate stakeholders Apply critical thinking throughout the organization Soft Skills and a Trusted Advisor will lead the way
  33. 33. Why do we Measure Measurement has the power to focus attention on desired behaviors and results. To tie the measures that matter to the organization Measures can provide: assessment and baseline information link strategy and tactics indicators of what is important (desired behaviors and outcomes) feedback to guide change basis for a business case
  34. 34. Potential areas of Measurement Financial Customer Employee Market leadership Innovation and learning Retention (customer and/or employee) Operational effectiveness Community Projects
  35. 35. Cause and Effect If learning improves, then internal processes improve If internal processes improve, customer value increases If customer value increases, financial performance improves In the final analysis, financial performance of the organization is the ultimate evaluation of any business strategy.
  36. 36. “Success Simplified” HR Company Fully Employee Engaged Organization
  37. 37. Are you practicing HR the way you want?
  38. 38. What skills or traits will drive HR in thefuture?What skills or personal development doyou need to impact your organization andgrow your career?
  39. 39. Seat at the Table: a Trusted Advisor thatfocuses on the needs of the organizationfrom a business perspective with an eyeon organizational development, people,HR Strategy, Processes and compliance.
  40. 40. Taking Charge of Your Development Personal vision Opportunities to Grow Self Awareness The person YOU Proactive stance want to be Create a learning environment Adapted from Morgan McCall, Jr.
  41. 41. Awareness begins with Knowing Your Strengths Assessment (M-B, DISC, Hogan, Birkman, et. Al) Coach, Mentor 360 Profile Knowing Your Weaknesses Extension of your strengths? Companies may exploit strengths Career limiting or derailment Recognize un- or underdeveloped areas for exploration
  42. 42. Purpose, Passion & Vision “You have the right to have meaningful work”(dampier) Who are you in community? Who are you at work? What do you want? What do you believe in? What do you stand for in yourself or others? What are your core beliefs and values? Tombstone Test – if you were to die tomorrow how do you want to be remembered? How do you choose to apply you talent & gifts?
  43. 43. Survey Answer - Intellectual Agility Collect and gather information from different sources to provide new insights or meaning Generate a number of solutions from simple to complex Adapt thinking and process to different environments, perspectives and options Work with new ideas or concepts including shifting paradigms Maintain flexibility over time as solutions play out Adapted and modified from RHR Int’l.
  44. 44. 7 Keys to Career Transition1. Know your PURPOSE2. Manage your ATTITUDE3. Customize your Resume4. Savvy Networking - Work by referral5. PREPARE for the Interview6. Exceptional Follow up7. FAITH – persistence
  45. 45. Manage Your Career Re-Awaken Your Passion for Work Know when to leave Work with a Coach or Mentor Manage Yourself Manage your Boss Surviving Leadership
  46. 46. Closing Thoughts Survey response from audiences Business HR If anyone would like to participate in a group to address these career issues, please see me after the meeting or email me. dampier Openings
  47. 47. OBJECTIVES Define a “Seat at the Table” Breakout and discuss a Case Study Discuss the HR Value Proposition Managing your Career for a Seat at the Table

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