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HR Strategy - How to Earn Your Seat at The Table
 

HR Strategy - How to Earn Your Seat at The Table

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The author outlines steps and actions that HR professionals can take to add value and develop trusted advisor relationships with their internal clients.

The author outlines steps and actions that HR professionals can take to add value and develop trusted advisor relationships with their internal clients.

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    HR Strategy - How to Earn Your Seat at The Table HR Strategy - How to Earn Your Seat at The Table Presentation Transcript

    • Secure Your Seat at the Table May 15, 2012 Buckhead GEM Meeting 03/11/14 1Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
    • Agenda • The “past” HR perception • What’s your advice? • 10 Tips • Application to your situation 03/11/14 2Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
    • The Old Perception “They have no seat, and the table is locked inside a conference room to which they have no key. HR people are, for most practical purposes, neither strategic nor leaders.” Keith Hammonds, Fast Company, Why We Hate HR, 2005 “To be sure, there are some firms that do HR well, such as Cardinal Health, Yahoo, Procter & Gamble and General Electric. But Keith's scathing magazine piece still rings true three years later.” Peter Galuszka, CBS News, 2008 03/11/14 3Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
    • The Past Perception • Don’t understand the business • Pursue efficiency in lieu of value • HR programs/policies don’t help the business • Go for short-term vs. long-term solutions • The Corner Office doesn’t “get” HR 03/11/14 4Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
    • • Good colleague just landed a job as an HR Manager in a large global pharma company • Her coverage area is the Americas • Headquarters are located in Ireland • Her predecessor retired and for the previous couple of years maintained the status quo • She asks you: – “What are 3 things I can do to become the trusted advisor with my internal customers?” 03/11/14 5Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved Help a Colleague
    • Ten Tips for Success 1. Delight your customers 2. Build followership 3. Display business acumen 4. Expand your scope 5. Influence direction 6. Display passion in your job 7. Proactive not reactive 8. Become more strategic 9. Know your blind spots 10. Measure what matters 03/11/14 6Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
    • Delight Your Customers • Price of admission • Survey customers • Builds credibility • Models the way 03/11/14 7Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
    • Build Followership • Identify your top 10 stakeholders • Rate the quality of personal and business relationships • Spend time with these stakeholders – block your calendars • Travel with leaders • Lunches or coffees 03/11/14 8Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
    • Display Business Acumen • Learn the business • Who are the company’s core customers? What are their challenges? • Who is the competition? What do they do well and not well? • What is your SWOT? • Input starts with impact on the business • Understand the financial aspects of the business – Finance for Non-Financial Managers 03/11/14 9Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
    • Aligning HR with Business Imperatives •Integrity •Personal Capability •Results •Interpersonal Skills •Leadership •Building Winning Teams • Strategic Leadership • Achieving Results • Personal Leadership • Interpersonal Skills • Personal Capabilities • Team Effectiveness • Strategic Leadership • Achieving Results • Personal Leadership • Interpersonal Skills • Personal Capabilities • Team Effectiveness Examples  Focus on the needs of retail and foodservice customers  Develop brand strength and products that meet consumers’ and customers’ needs  Invest in bakeries and people  Grow through acquisitions  Encourage an atmosphere that builds teamwork and embraces diversity To increase the value of the company Vision Strategic Objectives Leadership Competencies Guiding Principles Examples •Quality •Service •Commitment $3.0B Consumer Products Company
    • Expand Your Scope • Volunteer for business taskforces • Assume new responsibilities • Attend operator meetings • Transfer out of HR 03/11/14 11Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
    • Influence Direction • Understand your company’s direction • Speak up in meetings • State your position and back it up with facts/data • Attend a program on strategic planning or other functional topics 03/11/14 12Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
    • Display Passion in Your Job • Avoid taking on things that don’t help your mission • Shift from doer to LEADER • Shift from tactical to STRATEGIC 03/11/14 13Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
    • Proactive vs. Reactive • Find out from each key leader the annual and long-term goals, opportunities, threats, and weaknesses – what keeps them up at night • Pick 1-2 areas and create an action plan to help • What can you bring from the outside to help tackle opportunities? 03/11/14 14Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
    • Become More Strategic • Shift from “working in” to “working on” the business • Find the time to be strategic • Read a book on strategy • Go back 90 days – what time was spent on strategic goals 03/11/14 15Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
    • Strategic vs. Tactical Management of Strategic Human Resources- Strategic Partner Management of Transformation and Change – Change Agent Management of Infrastructure – Administrative Expert Management of Employee Contribution – Employee Champion 03/11/14 16Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved Source: Human Resource Champions, Dave Ulrich Future/Strategic Focus Day-to-Day Operational Focus PeopleProcesses
    • Mission Improve lives through leadership in the prevention, control and cure of XXX and related diseases Strategy Make XXX and its associated limitations unacceptable Ensure that all people with XXX can access the knowledge, skills and resources they need to minimize the impact of XXX on their lives. Drive a strategic research agenda that guides and accelerates progress toward XXX preventions and cures. Influence policies and strategies to produce better outcomes for people with XXX. Reduce XXX-related disparities in health and health care. HR Operating Guidelines Develop strategies and deliver services that build a culture of top performance among staff and volunteers. Provide XXX with a comprehensive system to attract, select, engage, retain, train, and develop a multicultural complement of staff and volunteer talent. Build an HR platform from which human capital strategies will be operating consistently across all regions of XXX. HR Initiatives Linking HR with the Business
    • Know Your Blind Spots • No News is not always Good News • Great leaders continually seek feedback • People will help if asked • Anyone can excel at this 03/11/14 18Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
    • Measure What Matters 03/11/14 19Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved • All the business functions have outcome measures – Sales, Marketing, Service, Operations • HR typically measures efficiency of services • Three measures needed: – Impact : How does this impact strategic success – Effectiveness: How does HR improve the capacity of the talent pools – Efficiency: How much do we get for our investment
    • Ten Tips for Success 1. Delight your customers 2. Build followership 3. Display business acumen 4. Expand your scope 5. Influence direction 6. Display passion in your job 7. Proactive not reactive 8. Become more strategic 9. Know your blind spots 10. Measure what matters 03/11/14 20Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
    • Action Steps 1. What improvements can you make to help secure your place at the table? 2. What are the key barriers to success? 3. What 2-3 tangible steps can you take back on the job? 03/11/14 21Copyright © 2012, Corporate Performance Strategies, Inc., All Rights Reserved
    • Please provide feedback, suggestions, and questions. Dave Brookmire 404-593-5001 dbrookmire@cpstrat.com