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2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
2010 best practices workshop   gssna - ev
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2010 best practices workshop gssna - ev

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  • 1. HR Strategy: A Best-Practice Strategy Development Process Enio Velazco Philips Healthcare April 26, 2010
  • 2. Consultative and Enabling . . . Delivering on the fundamentals . . . 2
  • 3. Organizational Vision . . . 3
  • 4. Focusing on 2010
  • 5. HR Strategy Development Process Data Gathering Focus Areas S E R Corporate 1. Focus Area # 1 V Data Analysis & I Strategic C Plan Strategy E Formulation S 2. Focus Area # 2 O HR Sector F Input F E R Executives 3. Focus Area # 3 E D Input P R Other 4. Professional E P Resources Development A R I N G Oct/Nov 2009 Dec 2009 Jan 2010 5
  • 6. Executive Input Importance Desirability Matrix P Comp OD High E LD R C EES T F O TM O PM R Medium R M A N C E Low Less Same More Support Level Desired EES Recruitment Comp OD Talent Mgmt Onboarding Perf Mgmt Trng Comms Leader Dvpmt 6
  • 7. Sample question 7
  • 8. Executive Input: Select Comments • “[HR] does a great job, I get good support in all areas.” • “HR was very helpful on assisting in achieving business results translating ideas/survey results/corporate directives into meaningful action plans.” • “HR as a function has demonstrated the ability to perform the basics well and has earned the right to be a Business Partner.” • “Leadership development support is very limited, need more resources/programs.” • “Org. Effec/OD Consulting – lots of work involved with Maple and Cherry reductions. Both reductions were handled professionally.” • “In 2009, I found the HR support to be very good, the only challenge is that they are a little thin in resources which limits their ability to deliver as quickly as might be optimal. I sometimes wonder if we are not over driving the group. Good HR support takes time and is more than just filling in templates.” 8
  • 9. Executive Input: Select Requests • “Integrate the LTW concept more fully into the organization and culture. Better at articulating attributes that define each of the blocks.” • Biggest areas of concern/opportunities for 2010:  Transformation Training – organization needs to be prepared for major change in the way we sell products. New skills will be needed as well as different approaches. This work is related to the Channels project which will also require HR work as we move forward.  Compensation – need to keep an eye on balanced selling components and see if they are helping to achieve the business goals.  Employee Engagement - need to address issues/concerns identified in deep dives.  Retention – big concern that many people may be waiting until the job market improves and then will look to make a change.  Talent Management – need to continue what we are doing with a focus of increasing the High Potential pool.  Full integration of Respironics mid-year. • “Help in determining Marketing Training strategy across GSSNA for 2010” 9
  • 10. Aligning Agendas Our HR Strategy Philips Management Philips People Healthcare People Agenda 2010 Agenda 2010 Agenda 2010 Healthcare Mgmt Agenda 2010 Management Agenda 2010 GSSNA GCS 10
  • 11. HR Strategy Development Focus Areas Data Gathering 1. Organizational Effectiveness Corporate Data Analysis & Strategic Plan Strategy Formulation 2. Talent HR Sector Development Input Executives 3. Organizational Input Culture Other Resources 4. Professional Development 11
  • 12. 2010 HR Strategy Plan Focus Actions Areas (non-exhaustive list) Leaders 1. Organizational Effectiveness 1.1 Visicu, Emergin, & Respironics integration 1.1 Nancy K. 1.2 IS reorganization 1.2 Jim J. • Integrate acquisitions 1.3 Com Ops & Finance reorganizations 1.3 Janet & Jim J. 1.4 OD interventions 1.4 HRBPs • Org. simplification 1.5 Support various business initiatives; e.g., OACM, 1.5 Pertinent HRBPs • Reorganizations JEDI, Platinum, etc. 1.6 Strategic Workforce Planning 1.6 Tony, Enio, et al. 2. Talent Development 2.1 Conduct quarterly talent reviews 2.1 HRBPs • Foster talent 2.2. Identify TPs, HPs, and Promotables 2.2 HRBPs development mindset 2.3 Socialize “Leader-Led Development” 2.3 HRBPs 2.4 Offer Magellan, CORE, Inspire, Octagon, HPDC, 2.4 HRBPs and TPDC 2.5 Support College Hire Program 2.5 HRBPs 3. Organizational Culture • Influencing leader 3.1 Role-model, cascade, and support L2W behaviors 3.1 All behavior to increase 3.2 Coach managers on acting in ways to increase 3.2 All trust, accountability, and teamwork engagement: 3.3 Partner with managers to cascade Strategic Plan 3.3 HRBPs • Trust and practically position organizational actions • Accountability 3.4. Celebrate successes & reward good performance; 3.4 All • Teamwork e.g., HR Leadership Award 4.1 “Consulting & Communications Skills” Workshop 4.1 All 4. Professional Development 4.2 2010 HR Professional Development Series 4.2 All • Investing in ourselves 4.3 HR Book Club 4.3 All 12
  • 13. Philips Leadership Culture & Values Corporate Applied Practices Motivation Expected Behaviors Values (Reinforcing GSSNA Program) Shows passion for “Sense & Simplicity” • Consultative Selling • One List Focus (Playbook) We anticipate and Asks questions to learn customers Delight • Philips Promise exceed customer needs and success drivers Customers expectations • Promise Cycle (FP) Acts as a “One Philips” ambassador • Customer Satisfaction Survey Sets ambitious targets for himself and • Customer Segmentation others • Customer Based Solutions Deliver Great We continually raise Challenges status quo and seeks • Forecast Accuracy Results the bar innovative ways to accomplish work • Funnel Management Makes clear decisions and implements • Common Platform for Service Delivery with speed and discipline • Continuous Improvement (CCT) Attracts high performers and builds • Coaching & Mentoring strong diverse teams • Leadership & Managerial Skills We get the best from Development Develop ourselves and each Provides stretch development People assignments • Champion Structure (CCT) other Coaches and recognizes people ’s • Front Line Business Acumen contributions Development (CCT) Thinks as “One Philips” and acts as • Courageous Conversations (FP) owner We deliver more • 5 Speech Acts (FP) Depend on Each value by working as Trusts and empowers others • Accountability Cycle Other “One Philips” • Cross Functional Teaming (CCT) Works in teams and allocates resources to the most promising opportunities • Philips Promise Action Plan (CCT) 14
  • 14. Leader-Led Development • To maximize development opportunities across our organizations, we will emphasize the following three principles: 1. Leaders can play five keys roles to accelerate people’s development (see Slide 16) 2. Leaders should role model receptivity to feedback, recognizing their strengths and weaknesses, and following through on development goals, and 3. Employees should take responsibility for their own development 15
  • 15. Leaders’ Five Key Roles The roles capture the underlying activities (see graph below) that have the greatest impact on people’s performance. They rely on a leader’s privileged insight and position. In other words, leaders can become effective talent developers by relying on their natural strengths, experiences, and abilities. 16 * Based on “Leadership Development,” CLC, 2009
  • 16. Prepare, Act, Reflect, and Review (PARR) Model A PARR (Prepare, Act, Reflect, Review) is a 4-step methodology for linking skill development with work activities. Prepare Act Reflect Review Learning Model “What is the “What are the “What did I learn “What learnings for Managers and competency I activities that I from my can I share with Leaders must acquire?” should engage in?” experiences?” my manager and peers?” Coaching Model for “How can I help “What suggestions “What questions “What questions Direct Managers and contextualize the can I provide him or should I ask to should I ask to help Manager-Mentors competency he her based on my help him or her him or her further or she must personal reflect on his or explore his or her develop?” experience?” her learning?” learning?” 17 * Based on “Leadership Development,” CLC, 2009
  • 17. HR Professional Development Series Schedule Date Topic Leader Rita Allen 16-Mar-10 Emotional Intelligence (guest speaker) HR Book Club: "The Inner Game of Tennis: The Classic Guide to the 19-Mar-10 Enio Mental Side of Peak Performance" 29-Apr-10 M&A Mike Spahn HR Book Club: "Mojo: How to Get It, How to Keep It, How to Get It 11-May-10 Nancy K. Back if You Lose It" 18-May-10 “Common Legal Risks” Gerry Whitcomb Marie Moran & 26/27-May-10 Top of Your Game Consulting and Communication Skills Company 8-Jun-10 Mentoring Anetta HR Book Club: "Getting Things Done: The Art of Stress-Free 18-Jun-10 Greg Productivity" 22-Jun-10 Compensation / Benefits (tbd) Beth Grella tbd Strategic Workforce Planning Tony 13-Jul-10 SPIN Selling Jim J. 27-Jul-10 Finance for HR Dan Leonard 3-Aug-10 Influencing Skills Enrique 17-Aug-10 Sleep Biz Overview Ted 16-Sep-10 Political Intelligence Nancy K. 28-Sep-10 Systems Thinking Nicole 12-Oct-10 Cultural Differences Lora 27-Oct-10 Employment Value Proposition Sam tbd MBO Development Software Overview Pete/Will 17-Nov-10 UnDutchables Enio 18
  • 18. 2010 HR Goals: Q1 Update Individual 0 1 – Conduct one OD intervention 0 3 – Conduct at least 3 talent reviews/year 0 1 – Influence biz partner to do 1 training session 0 60% – Participate in development opportunities 0 1 – Participate in one major HR Sector/BG initiative Organizational 0 1 – Identify 1 new TPs 0 7 – Identify 7 new HPs 0 2 – Import 2 TP/HP from another BG/Sector 0 2 – Export 2 TP/HP to another BG/Sector 0 15 – Identify 15 openings for college recruits 19
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