HR Competencies for managing                   Paradoxes and Transformation                                               ...
Overall Goals            Think…..                     What’s next for HR?                     How can an organization add ...
Source of ideas                                   Leadership                              Human Resourceshttp://pune.natio...
Outline for the day            Context                     What’s happening in business that changes the game for HR?:    ...
Overview                               New business realities                                  HR must create value       ...
Context               Technology                       Connectivity: always connected                        G            ...
Fundamental Message:                          Value is defined by the receiver more than the giverhttp://pune.nationalhrd....
Fundamental Message:                          Value is defined by the receiver more than the giverhttp://pune.nationalhrd....
Fundamental Message:                          Value is defined by the receiver more than the giver                    Huma...
HR and Value                              If we have better HR,                                 What happens?http://pune.n...
HR and Value                                                        Investor                 Customer                     ...
HR Measurement Stakeholders             Stakeholder HR is effective                       Possible stakeholder measures   ...
Summary: Why HR creates value         Think of your interactions with senior line managers.               Why do they invi...
The nature of paradox                                                      Paradox….               Avoids either/or answer...
HR legacy paradoxes                                 HR legacy paradoxes….               Set terms and conditions of work a...
Paradoxes to make HR happen                                    Overview of paradoxes                    Paradox      Ancho...
Paradoxes to make HR happen                              Paradox: Philosophy for HR work                                  ...
Paradoxes to make HR happen                              Paradox: Accountable for HR work                                 ...
Paradoxes to make HR happen                                                   Paradox: Target for HR work                 ...
Assessment of where we are                  Paradox       Anchor                                Vs.               Anchor  ...
Overview                               New business realities                                  HR must create value       ...
How to transform HR                              Transformation of HR: Overview                                           ...
HR Practices               HR Practices: How can I align, integrate, and Innovate our HR practices?                       ...
HR Practices               HR Practices: How can I align, integrate, and Innovate our HR practices?                       ...
How to be a Business Partner                                             How HR creates value:                            ...
HR Department: Split into 2 parts                              HR work: first transaction, then transformation            ...
HR Department     Align our HR organization                                                  Corporate      Centers Of Exp...
HR Department: Corporate        Corporate        A small dedicated group of senior HR executives who focus on:            ...
HR Department: Centers of Expertise        Centers of Expertise        Specialists who have unique insights and great dept...
HR Department: Embedded HR        Embedded HR        HR business partners who work on the business        Management team ...
HR Department: Shared Services        Shared Services        Technically focused HR professionals who process HR administr...
HR Department: Assuring HR     Professionalism (action, roles, & competencies)                                            ...
How to transform HR : Competencies 2007              Credible Activist                                               Talen...
HR Professionals : HR roles & competencies 2007        Dependent Variable:        Overall, compared with other Human Resou...
HR Professionals : HR roles & competencies 2007        Dependent Variable:        Average of the following 4 business meas...
Personal worksheet on my HR competencies                    Domain             Data                               Do      ...
Credible Activist Factors: things you should be able to do                Factor                                          ...
Credible Activist Factors: things you should be able to do                Factor                                          ...
Credible Activist : development efforts                Factor                                                 Action Items...
Credible Activist : development efforts                Factor                                                Action Items ...
Operational Executor Factors                              Factor                                  Sample Items           I...
Operational Executor Factors:     things you should be able to do                   Factor                                ...
Operational Executor Factors: how to improve                   Factor                                           Action Ite...
Business Ally Factors                              Factor                                  Sample Items         Serving th...
Business Ally Factors:   things you should know and be able to do                       Factor                            ...
Business Ally Factors:   things you should know and be able to do                              Business Literacy Test     ...
Business Ally Factors: how to improve                    Factor                                       Action Items        ...
Business Ally Factors: how to improve                     Factor                                    Action Items         A...
Strategy Architect Factors                          Factor                                  Sample Items         Sustainin...
Strategy Architect Factors:   things you should be able to do                       Factor                                ...
Strategy Architect Factors: how to improve             Factor                                                   Action Ite...
Talent Mgr / Org Designer Factors                   Factor                                         Sample Items         En...
Talent Mgr / Org Designer Factors:   things you should be able to do                   Factor                             ...
Talent Mgr / Org Designer Factors:   things you should be able to do                   Factor                             ...
Talent Mgr / Org Designer Factors:   how to improve             Factor                                                    ...
Talent Mgr / Org Designer Factors:   how to improve            Factor                                                     ...
Talent Mgr / Org Designer Factors:   how to improve            Factor                                                     ...
Culture and Change Steward Factors                  Factor                                          Sample Items         F...
Culture and Change Steward Factors:   things you should be able to do                  Factor                             ...
Culture and Change Steward Factors:   how to improve             Factor                                                Act...
Why HR Department Performance Matters        Dependent Variable:        Average of the following 4 business measures:     ...
Stakeholders to an HR Department                                                    Customer              Community       ...
Stakeholders to HR Department            Stakeholder                                               R Square               ...
HR Professionals: actions, roles and competencies 2007                              HR Individual Competencies            ...
Overview                               New business realities                                  HR must create value       ...
Thank youhttp://pune.nationalhrd.org   Source : The RBL Group, 2008   Speaker Series | Copyright NHRD Pune Chapter
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HR Competencies for Managing Paradoxes Transformation

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Transcript of "HR Competencies for Managing Paradoxes Transformation"

  1. 1. HR Competencies for managing Paradoxes and Transformation Sudhir V Sohoni Founder Director Purple HR Consulting Private Limited 592/593 Clover Water Gardens Kalyani Nagar Pune 411 006 India Cell: +919823010099 Landline: 020-40044880 020- sudhirsohoni@purplehrconsulting.com www.purplehrconsulting.comhttp://pune.nationalhrd.org Speaker Series | Copyright NHRD Pune Chapter
  2. 2. Overall Goals Think….. What’s next for HR? How can an organization add value to customers, investors, managers, and employees? How can HR help? Behave….. Be able to do something that makes a difference in business results Have fun!http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  3. 3. Source of ideas Leadership Human Resourceshttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  4. 4. Outline for the day Context What’s happening in business that changes the game for HR?: The nature of value Value of HR for: employees, line managers, customers, investors, communities HR paradoxes (How to do HR) Philosophy for HR work Accountability for HR work Referent for HR work Strategic focus for HR work Application for HR work Connection for HR work Geographic focus for HR work Responsiveness for HR work Control for HR work Measures for HR work Transformation of HRhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  5. 5. Overview New business realities HR must create value How to THINK about HR How to DO (TRANSFORM HR) Managing paradoxes HR practices Inside/out HR department Individual/organization HR people HR/line Implications What I do? What we do?http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  6. 6. Context Technology Connectivity: always connected G Accessibility: no boundaries L Ambiguity: uncertain future O B Industry / economic trends A Transparency: open book management L Adaptability: the need to change I Intensity: market conditions Z Convergency: overlap of industries A T Demographics I Mobility: movement of talent globally O Diversity: globalization of work force N Spirituality: a need for trust and valueshttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  7. 7. Fundamental Message: Value is defined by the receiver more than the giverhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  8. 8. Fundamental Message: Value is defined by the receiver more than the giverhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  9. 9. Fundamental Message: Value is defined by the receiver more than the giver Human Resources Line Management What we do? What you do? Actions/behaviors Actions/behaviors What we want? What you do? (values, beliefs, goals) (values, beliefs, goals)http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  10. 10. HR and Value If we have better HR, What happens?http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  11. 11. HR and Value Investor Customer Community Employee Line Manager Today / tomorrowhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  12. 12. HR Measurement Stakeholders Stakeholder HR is effective Possible stakeholder measures if… for HR Investor It helps create Keep promises intangible value Have strategy for growth Ensure core competencies Build organization capabilities Customer It helps create Revenue from targeted customers customer share Relationship with targeted customers Community It helps build brand Firm’s brand image in community image Degree of social responsibility Line Manager It helps deliver Organization capabilities in place strategies Strategies executed Retention Employee It helps build Competence of employees employees Commitment of key employees Contribution of employeeshttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  13. 13. Summary: Why HR creates value Think of your interactions with senior line managers. Why do they invite you in? How can you build a case that HR will create value for Employees Line managers Customers Investors Community How do you make HR their issue, not yours Change the conversation….http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  14. 14. The nature of paradox Paradox…. Avoids either/or answers and replaces them with and/also Challenges complex thinking Sequencing (A, then B, then C) Dividing (A vs. B vs. C) Dialoguing (seeing alternative) Leveraging Responds to the complex world we live inhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  15. 15. HR legacy paradoxes HR legacy paradoxes…. Set terms and conditions of work and care about employees Be administrative and strategic Focus on what we do and what we deliver Be short term and long term Etc.http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  16. 16. Paradoxes to make HR happen Overview of paradoxes Paradox Anchor Vs. Anchor Philosophy Inside Outside Accountability HR Line Target Individual Organizational Application Transaction Transformation Connection Integrated Aligned Responsiveness Stable Change People focus Equality Equity Connection Touch Technologyhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  17. 17. Paradoxes to make HR happen Paradox: Philosophy for HR work 2 4 Internal 1 3 Externalhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  18. 18. Paradoxes to make HR happen Paradox: Accountable for HR work 2 4 HR Professionals 1 3 Line Managershttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  19. 19. Paradoxes to make HR happen Paradox: Target for HR work 2 4 Individual ability 1 3 Organization capabilityhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  20. 20. Assessment of where we are Paradox Anchor Vs. Anchor Philosophy Inside C B A 0 +1 +2 +3 Outside Accountability HR C B A 0 +1 +2 +3 Line Target Individual C B A 0 +1 +2 +3 Organizational Application Transaction C B A 0 +1 +2 +3 Transformation Connection Integrated C B A 0 +1 +2 +3 Aligned Responsiveness Stable C B A 0 +1 +2 +3 Change People focus Equality C B A 0 +1 +2 +3 Equity Connection Touch C B A 0 +1 +2 +3 Technologyhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  21. 21. Overview New business realities HR must create value How to THINK about HR How to DO (TRANSFORM HR) Managing paradoxes HR practices Inside/out HR department Individual/organization HR people HR/line Implications What I do? What we do?http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  22. 22. How to transform HR Transformation of HR: Overview HR Professionals: What competencies must HR professionals demonstrate HR’s Fundamental challenge: Value to key stakeholders HR Practices HR Department How can I align, integrate, and How do we organize to Innovate our HR practices? deliver work?http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  23. 23. HR Practices HR Practices: How can I align, integrate, and Innovate our HR practices? Performance Set standards Buy Bounce Ensure consequences Build Bound financial Borrow Bind non financial Do feedback People HR Communication Practices Build communication plan Top down Restructure organization Bottom up Reengineer work process Inside out Manage teams Architect physical setting Work Outside in Side to sidehttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  24. 24. HR Practices HR Practices: How can I align, integrate, and Innovate our HR practices? Align Integrate Innovate People Performance Information Workhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  25. 25. How to be a Business Partner How HR creates value: HR Function or governance Run the HR function as if it is a business within a business Strategy: what is our vision, mission, and value proposition? Structure: how do we organize resources to deliver our mission? Transaction work Service centers / e-HR / outsourcing Transformation work Centers of expertise Embedded HR Operational HR Corporate HRhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  26. 26. HR Department: Split into 2 parts HR work: first transaction, then transformation TRANSACTION TRANSFORMATION Better, faster, cheaper Accessibility/access Rationalize: remove redundancies Customization Standardize: on core processes Flexibility Optimize: reduce costs and Simplicity upgrade legacy systems Connectivity Globalize: one standard Adaptability worldwidehttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  27. 27. HR Department Align our HR organization Corporate Centers Of Expertise Embedded HR: Line Manager Generalist /Client Partner People Relationship Manager Performance Project Team Information Operational HR Work HR Transaction Employeeshttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  28. 28. HR Department: Corporate Corporate A small dedicated group of senior HR executives who focus on: Top management : paying attention to unique HR requirements of top management Corporate initiatives : crafting HR policies that affect the overall organization and shape CEO’s agenda Integration and oversight : leading the HR function by managing careers and disputes Corporate brand : representing the firm to key stakeholders with a consistent culture face and identity Develop HR professionalshttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  29. 29. HR Department: Centers of Expertise Centers of Expertise Specialists who have unique insights and great depth in HR practice areas around people (staffing, training), performance (rewards), communication, and organization (organization development, labor) Create and control a menu of choices Provide specialist expertise on targeted problems Push to businesses corporate wide challenges Be pulled into business to provide specialist expertise on targeted problems Share learning from one business to another Connect with external thought leadershttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  30. 30. HR Department: Embedded HR Embedded HR HR business partners who work on the business Management team and participate in business discussions Perform talent and organization diagnosis to align with and drive strategy Be a strategic architect in shaping strategy Coach the business leader and other team members Help make strategy and change happen Measure and track quality of HR work in the businesshttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  31. 31. HR Department: Shared Services Shared Services Technically focused HR professionals who process HR administrative requirements with high efficiency Build administrative systems to process information Ensure responsive, cost efficient, consistent, and accurate services Leverage technology to deliver services Share information to other members of the HR communityhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  32. 32. HR Department: Assuring HR Professionalism (action, roles, & competencies) Talent Culture Mgr & Strategy Organization Org Change Architect Designer Steward Capabilities Operatio Business nal Ally Executor Systems & Processes Credible Activist Relationships HR Professionalismhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  33. 33. How to transform HR : Competencies 2007 Credible Activist Talent Manager / Org Designer Delivering results with integrity Ensuring today’s and tomorrow’s talent Sharing information Developing talent Building relationships of trust Shaping organization and communication Doing HR with an attitude Fostering communication Designing rewards systems ++ Culture and Change Steward Operational Executor Facilitating change Implementing workplace policies Valuing culture Advancing HR technology Crafting culture Personalizing culture Strategy Architect Business Ally Sustaining strategic agility Interpreting social context Engaging customers ++ Serving the value proposition Articulating the value proposition Leveraging business technologyhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  34. 34. HR Professionals : HR roles & competencies 2007 Dependent Variable: Overall, compared with other Human Resource professionals whom you have known, how do you compare? NOTE: scores are scaled to 100 points based on R2 All HR HR Non HR Respondents Participants Associates Associates Credible Activist 24% 23% 24% 23% Culture and Change Steward 20% 19% 20% 20% Talent Mgr / Org Designer 20% 23% 19% 19% Strategy Architect 17% 17% 17% 16% Operational Executor 9% 7% 9% 11% Business Ally 11% 10% 11% 10%http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  35. 35. HR Professionals : HR roles & competencies 2007 Dependent Variable: Average of the following 4 business measures: Meeting customer requirements Being competitive Meeting owner / shareholder requirements Financial management All HR Non HR Respondents Associates Associates Credible Activist 22% 22% 19% Culture and Change Steward 20% 18% 19% Talent Mgr / Org Designer 19% 15% 17% Strategy Architect 12% 17% 18% Operational Executor 13% 12% 13% Business Ally 13% 15% 14%http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  36. 36. Personal worksheet on my HR competencies Domain Data Do Develop What do we have What does the What do I need to How can I improve to be good at? data say? know and/or do to in this area? make this happen? Credible Activist Culture and Change Steward Strategy Architect Talent Manager / Org. Design Operational Executor Business Allyhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  37. 37. Credible Activist Factors: things you should be able to do Factor Action Items Delivering Focus on meeting pre-negotiated or pre-stated commitments. results with Strive to be error free. integrity Ask important questions that help to frame complex ideas in useful ways. Achieve results without violating moral principles or compromising on ethics and values. Take responsibility for actions and their consequences. Sharing Figure out key information to share information Learn to share both why and what Build a communication planhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  38. 38. Credible Activist Factors: things you should be able to do Factor Action Items Building From John Gottman and Nan Silver (Seven Principles for Making Marriage Work) relationships Enhance love maps/know yourself and other of trust Nurture fondness/admiration; express appreciation Turn to each other, not away; build emotional bank account Let partner influence you; yield, involve Solve solvable problems Overcome gridlock; dream together Create shared meaning Doing HR Taking appropriate risks, both personally and for the organization. with attitude Providing candid observations. HR professionals have a unique and needed point of view. Influencing others. Not waiting for problems to find you. Anticipating problems increases your credibility and puts you in the role to help the business devise innovative solutions.http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  39. 39. Credible Activist : development efforts Factor Action Items Delivering Create HR measures that track both the output of HR and the means of generating the output. Apply Six Sigma quality standards and processes to improve the accuracy of all HR activities results with and practices. integrity Ensure that line management clearly understands and accepts HR standards, receive feedback from internal clients about the extent to which standards are achieved, and make appropriate improvements. Practice drawing visual images of complex problems that clarify key issues. Lead an HR or management team in a discussion on ethical issues. Include a clarification of the company’s ethical parameters and a definition of the processes that will be used to ensure compliance. Examine your HR practices from the standpoint of unanticipated consequences. Do any of your HR practices such as measurements, rewards and promotions inadvertently encourage employees to perform in ways that might result in violation of the firm’s ethical parameters? Sharing Make a presentation to a major conference on an HR activity in your company. Also arrange to present the topic to an internal audience. information Write an article about a major business issue for publication in an internal or external magazine, newspaper, or journal. Have some of your written material critiqued by a writing coach or English instructor from a local college or university. Arrange to speak in an in-house training program. Request that the speaker evaluation from include a section for feedback on verbal communication issues you have greatest interest in improving. When listening to effective speakers in any forum, take notes about the content of the message and the speaking techniques they use to get their messages across.http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  40. 40. Credible Activist : development efforts Factor Action Items Building Elicit feedback from colleagues on your interpersonal skills. Act on the feedback. Don’t be defensive. Translate the feedback into simple and focused action. relationships Avoid using the word “I” for an entire day. of trust Practice non judgmental empathizing with family members or close friends. Diagnose the root cause behind an interpersonal problem that you have with an associate at work. Determine what needs to be done to establish a more effective relationship and take action. Defuse an interpersonal problem between colleagues that is causing a productivity or performance problem. Doing HR Examine your HR practices from the standpoint of unanticipated consequences. Do any of your HR practices, such as measurements, rewards, or promotions, with attitude inadvertently encourage people to perform in ways that might result in violation of the firm’s ethical parameters? Honestly evaluate your willingness to express opinions and ideas in staff meetings in or other forums. If you have a tendency to be quiet or hesitant in these meetings, make a goal to remedy the situation. Find something that is within your power to fix and fix it. Don’t let your actions or inactions fall subject to co-worker approval.http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  41. 41. Operational Executor Factors Factor Sample Items Implementing workplace Labor legislation policies Manage the arrangement of physical space and workplace environment Design flexible work schedules Advancing HR Leverage information technology for HR technology practices Use technology to facilitate organizational transformation Leverage HR information systems to make better decisionshttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  42. 42. Operational Executor Factors: things you should be able to do Factor Action Items Implementing Managing labor policies and procedures workplace Understanding labor legislation in the industry in which your policies business operates, including the legal rights of the people at work Managing the arrangement of physical space and workplace environment Designing flexible work schedules that fulfill the needs of the business while accommodating the needs of individual employees. Advancing HR Understand the latest technology trends in HR technology Learn to use the appropriate technology vendor Find ways to use HR technology to process information for improve HR decision makinghttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  43. 43. Operational Executor Factors: how to improve Factor Action Items Implementing Visit with local companies that have established effective working relationships with their unions and make a presentation to manage about what you learn. workplace Conduct an informal survey of employees to discover how the company could help them policies better meet their non-work demands. Create an on-line bulletin board or blog where people can share ideas for achieving more satisfying work schedules. Apply Six Sigma quality standards and processes to improve the accuracy of all HR activities and practices. Compare your company’s position on key legal issues to those of your competitors. Interviews two on-staff attorneys to identify the major legal threats that potentially face your company. What are the major issues? What is the likely outcome? Advancing HR Work on a team to design an online competency evaluation process. Draw a graphic representation of the flow of major HR information in your HR department technology and identify the points at which HR technology might be more effectively utilized. Identify how to leverage 360-degree feedback more effectively through online follow up. Determine which critical competencies within HR can be best taught through online technology, which are taught best on the job, and which are best taught in a classroom setting. Determine how your employee recruitment process might be redesigned to use less paper, replacing it with electronic tools. Experiment on employee portals from other companies.http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  44. 44. Business Ally Factors Factor Sample Items Serving the value chain Competitor analysis Managing customer relationships Requirements of external customers Interpreting social Globalization of business External Political environment context Design of work processes Demographic trends that influence your business Articulating the value Knowing how your business makes money Financial statements (balance sheet, income statement) proposition Requirements of shareholders and owners Leveraging business Computer information systems Production or manufacturing processes technology Research & Development E-Commercehttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  45. 45. Business Ally Factors: things you should know and be able to do Factor Action Items Serving the value Competitor analysis Knowing the requirements of external customers. chain Understanding supplier relationships Interpreting social Identifying the globalization of business and its implications. Grasping the external political environment. context Being able to clarify social issues that may impact their industry. Recognizing the demographic trends that influence their business. Understanding government regulation and how HR practices are affected by this regulation. Articulating the value Know how your company creates wealth Define the key wealth creating positions within the company proposition Know the financial requirements of the firm Leveraging business New emerging technologies. E-commerce. technology Production and manufacturing processes. Design of work processes. Computer information systems.http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  46. 46. Business Ally Factors: things you should know and be able to do Business Literacy Test Who is our largest competitor and why do people buy from them? What is our stock price? What is our P/E ratio? What was the profit and revenue of our division / company last year? Who sits on the board of directors? What is our market share? Is our market segment growing or shrinking? What are the emerging technology trends facing our industry? What are the top 2 or 3 priorities for our business leaders this year? Who is our largest customer and why do they buy from us? What social and political trends might be disruptive to our industry?http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  47. 47. Business Ally Factors: how to improve Factor Action Items Serving the value Interview leading thinkers from each component of the value chain. Lead a focus group whose task is to identify common interests and agendas chain that might improve quality, reduce costs or time, or create more effective processes, products, or services. Develop a process for identifying and transferring internal best practices across departments or businesses within your company. Identify which aspect of the value chain your company is most critical with respect to its wealth-creating abilities, and establish a study plan for becoming more knowledgeable in that area. Conduct a competitive study that includes a value chain analysis of your major competitors. On which aspects of the value chain does your company outperform your competitors and vice versa? On which aspects of the value chain is it most important for your company to outperform the competition? Interpreting social Search the internet for Dr. Geert Hofstede and his cultural assessments. Research cultures where you currently do (or will do) business in the near future. context Prepare a three-page memo on the context of the industry and culture in which your business primarily operates. Take into account all stakeholders: investors, customers, communities, employees, and line managers. Prepare a presentation on the demographic trends that will affect how your department crafts HR practices within your business.http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  48. 48. Business Ally Factors: how to improve Factor Action Items Articulating the Interview an investment analyst who is a specialist in your company’s industry about the factors that constitute wealth creation in your industry. value proposition Be involved in a task to determine the outsourcing criteria for your company and the activities of your firm that should be outsourced. Lead a discussion with a diagonal cross section of informed people in your company on the topic wealth-creation activities. Determine what percentage of your employees create 90% of the wealth and what they do. Work with your company’s investment officer to identify the buy, hold, or sell criteria of some of your dominant shareholders. Lead a task force that identifies the ethical principles of your firm. Discuss how to enhance the firm’s ethical behavior and how to communicate its ethical position to the financial community. Leveraging Brainstorm ways to improve the current IT systems so that they better serve your customers. business Evaluate your business’s current use of technology. Benchmark your competitors technology to determine whether improvements can be made. Assess what changes will need to be made to current people, systems and processes in order to implement. Educate yourself on current developments in the information technology field. Develop a cost/benefit analysis for a proposed technological improvement within your company.http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  49. 49. Strategy Architect Factors Factor Sample Items Sustaining strategic Help establish the business strategy agility Have a vision of the future for your business Translate business strategy into annual business initiatives Engaging customers Facilitate dissemination of customer information Contribute to building the brand of the company with customers, shareholders, and employees Facilitate the integration of different business functionshttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  50. 50. Strategy Architect Factors: things you should be able to do Factor Action Items Sustaining strategic Help clarify the strategy; create strategic clarity; build agility strategy as story Align HR practices with desired strategy Align leadership behaviors with desired strategy Manage the process of shaping the strategy Engaging customers Facilitating the dissemination of customer information throughout the organization. Contributing to the building of the company’s brand with customers, shareholders, and employees. Facilitating the integration of different business functions. Reducing or eliminating work that ultimately adds little or no value to the external customer.http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  51. 51. Strategy Architect Factors: how to improve Factor Action Items Sustaining Serve on a cross-functional team whose task is to identify customer buying habits and recommend steps to improve market share. strategic Conduct an industry analysis that includes a detailed plan for increasing the performance of your agility company relative to the competition. Work on a future scenario-building team whose task it is to develop a vision for the future of your company and the industry within which you compete. Prior to facilitating a decision-making process, develop your own recommendations for each issue that is likely to be raised. Develop an HR strategy. Devote the first three pages to a detailed examination of the state of your company relative to its competitors. Specify the steps that need to be taken to ensure company success. Base your recommendations on data, not on guesswork. Work with a not-for-profit on their strategy. Help them figure out how to position themselves in their market. Engaging Visit customers directly to elicit feedback about company performance. Work with the marketing department to involve employees more extensively in market research customers efforts. Ensure that information gathered through such an effort is used to solve customer problems and to improve customer-satisfaction indicators. Work with facilities management to ensure that the physical arrangement of office space or plant layout facilities optimizes internal communications and reinforces key values and strategies of the company. Conduct management team discussions on how to reduce low-value work and replace it with high-value work. Act as a customer to use your company’s products or services. Talk to friends and associates who use your company’s products or services and sense what they are experiencing. Look at your HR practices and see the extent to which they reflect customer expectations.http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  52. 52. Talent Mgr / Org Designer Factors Factor Sample Items Ensuring today’s Assess key talent Manage workforce diversity and tomorrow’s Establish standards for required talent talent Developing Offer training programs Design developmental work experiences Talent Follow up and reinforce personal change Shaping Organizational design Help establish reporting relationships organization Facilitate the design of organizational structure Fostering Facilitate design of internal communication processes Work with managers to send clear and consistent messages communication Develop a comprehensive internal communication strategy and plan Designing Design non-financial rewards systems Design performance-based compensation systems rewards systems Design measurement systems that distinguish high-performing individuals from low performing individualshttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  53. 53. Talent Mgr / Org Designer Factors: things you should be able to do Factor Action Items Ensuring today’s Define competencies required for the workforce of the future and tomorrow’s Create an employee value proposition that engages and commits talent employees Build a sense of contribution for employees Developing Identify future skills required for employees to succeed Talent Build individual development plans that help employees learn Create organization wide systems to develop employees Shaping Help define the roles, responsibilities and rules of the successful organization organization Identify and improve on work processes Create workforce policies that help sustain the organization Do an organization audithttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  54. 54. Talent Mgr / Org Designer Factors: things you should be able to do Factor Action Items Fostering Facilitating and the design of internal communication processes communication (how information moves into, out of, and through the company). Working with managers to send clear and consistent messages. Developing a comprehensive internal communication strategy and plan. Designing Design a measurement systems that turns desired outcomes rewards systems (strategies) into clear measures Link measures to financial and non financial rewards Build a process for creating reward systems that have a clear line of sight between desired outcomes and daily activitieshttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  55. 55. Talent Mgr / Org Designer Factors: how to improve Factor Action Items Practice translating general cultural attributes into specific behaviors. (If someone were flexible, cost Ensuring conscious, team-focused, creative, or disciplined, what specific and observable behaviors would she/he today’s and exhibit?). Be involved in college recruitment with a team of experienced recruiters. tomorrow’s Work in a volunteer position within an association that requires you to evaluate members for promotions. Review the talent pipeline of your organization and organize focus groups to help identify what works well talent and what needs to work more effectively. Work with a line manager to identify the technical and cultural competencies that he/she may need in the future. Identify competencies where there is a shortage or surplus, and decide what needs to be done to correct the situation. Evaluate your chances for promotion against both technical and cultural criteria. Participate in the talent review of a unit or team. If the company doesn’t conduct regular talent reviews, start one. General Electric, Exxon and PepsiCo all offer “best practice” approaches for doing so. Create inventories of key developmental jobs and experiences. Identify what the incumbents learn from Developing these experiences, and how such learning prepares them for greater contribution and leadership. Talent Work with managers to create simple, realistic lists of potential successors to key jobs and roles. Pay attention to the development of core technical people, not just future executives. Identify “just-in-time” learning catalysts that can give people the skills and perspectives they need just prior to taking on new responsibilities. (Example: arrange mentoring by an experienced supervisor for people who’ve just been promoted to their first supervisory job.) Identify both the business deliverables and developmental objectives for each job assignment, and coach managers to hold their people accountable for both. Keep a list of developmental resources (training consultants, coaches, executive programs, etc.) that have provided measurable impact in the past.http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  56. 56. Talent Mgr / Org Designer Factors: how to improve Factor Action Items Engage your work team in identifying and reducing low-value work. Shaping Be involved in an organization restructuring task force. organization Write a critique of a recent organization restructuring. What problems were solved? How might the created problems be resolved? Work with a department to create a more effective work process design. Identify alternative organizational integration processes that will make the organizational whole worth more than the sum of its parts. Identify how different units (or companies) review the effectiveness of their organization structure, compare and identify best practices that can be generalized in the company or implemented. Compare communications efforts within your industry. What do competitors do better than your company? Indentify Fostering one improvement you can adapt from each of your best competitors and share it with colleagues/business partners. communication Develop an internal communication plan that effectively disseminates customer or shareholder information. Conduct a communication audit of your organization. Evaluate how well information travels up, down, and across the company. Share your findings with your supervisor. Evaluate current methods for disseminating information throughout the company, find the weaknesses and propose / implement a solution. Streamline/simplify a communication process that has too many steps or too much red tape. Make a presentation to a conference on an HR activity or issue in your organization. Arrange to repeat the presentation for an internal audience. Expand your network to include people from different parts of the organization (or outside the organization) who don’t usually communicate. This puts you in a “knowledge broker” position, transferring critical information between groups. Write an article about a major business issue for publication in an internal or external magazine, newspaper, or journal. Coach a manager on the design and delivery of a key presentation. Teach basic techniques; critique and offer feedback. Volunteer to take the lead on designing the communication strategy for an upcoming organizational change (such as the implementation of a new policy, system or process).http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  57. 57. Talent Mgr / Org Designer Factors: how to improve Factor Action Items Designing Work with a management team to identify behaviors that are critical to your company’s performance. Formulate these behaviors into an evaluation process. rewards Identify key opportunities to perform high-value, challenging work and build them into your reward systems system. Identify what percent of employees create 90% of the wealth. Interview them concerning what they desire by way of financial and non-financial rewards. Design customized rewards for those individuals. Determine what percentage of your reward system is at risk and what percentage is entitled. Determine what might be done to tie your reward system more closely to performance. With a management team, determine what percentage of your reward system should be contingent on behaviors. If you are on the board of a volunteer organization, or your church or synagogue, consider initiating a talent and organization review process. They are rarely found in non-profit organization, and the need is just as great. Ask to be involved in improvement efforts that will provide you with a better focus on corporate rewards, and how they align with (or not) the competencies that are most important to the company’s performance.http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  58. 58. Culture and Change Steward Factors Factor Sample Items Facilitating Align individual behavior and organizational goals Identify and engage people who make change happen change Sustain change through HR practices Crafting culture Design and deliver HR practices that create and maintain the desired culture Share knowledge across organizational boundaries Make culture management a business priority Enacting culture Frame culture that engages employees Translate culture into management practices Make whole of the organization more than the sum of its parts Personalizing Help employees find purpose and meaning in their work Manage work/life balance within the organization culture Ensure that the culture of your business is recognized in the mind of the external stakeholdershttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  59. 59. Culture and Change Steward Factors: things you should be able to do Factor Sample Items Facilitating Build a disciplined process for turning what we know into what we do Understand how to make things happen change Crafting culture Define culture as the identify of the firm from the outside/in Make sure that the culture aligns with external customer expectations (firm brand) and internal strategy Enacting culture Make sure that the firm’s culture is consistent across the company Make sure that the culture shows up in HR practices and investments Make sure that the culture transfers to leadership behaviors Personalizing Help turn firm culture into individual leader behavior Help employees see how their personal identify is tied of the company’s culture identityhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  60. 60. Culture and Change Steward Factors: how to improve Factor Action Items Facilitating Design a change process that will lead to an important shift in your organization’s culture and will better align with the expectations of external customers. change Evaluate your work processes and HR practices from the point of view of the signals they send about the experience you’re trying to create for key customers. Gather information from internal and/or external sources regarding the future of your business. Does your current culture support future success? If not, what needs to change? How will you change it? Crafting Work with an HR team to ensure that HR processes are in place to support current change initiatives. Do you have the right people, with the right information, doing culture the right things, with the right measurements and the right incentives? Redesign your most effective change tools from a speed perspective. Develop and implement meeting guidelines that help make decisions happen more quickly and with better follow-through and consistently measurable results-in ways that drive the expected customer experience. Work with a key line executive to ensure that management team members consistently send the same messages about the desired direction of change through their words, time allocation and behaviors.http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  61. 61. Why HR Department Performance Matters Dependent Variable: Average of the following 4 business measures: Meeting customer requirements Being competitive Meeting owner / shareholder requirements Financial management Department Grouping R Square* Stakeholders .226 HR Focus .250 Value Added .279 Multiple Regression, all Domains .203 * Scores using associate rater data onlyhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  62. 62. Stakeholders to an HR Department Customer Community Investor HR Dept. Employee Line Managerhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  63. 63. Stakeholders to HR Department Stakeholder R Square % External Customer Average 0.162 19% Investor Average 0.180 21% Communities Average 0.176 21% Line Managers 0.168 20% Employees Average 0.170 20% Stakeholder Multiple Regression .226http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  64. 64. HR Professionals: actions, roles and competencies 2007 HR Individual Competencies 2 4 1 3 HR Department Capabilitieshttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  65. 65. Overview New business realities HR must create value How to THINK about HR How to DO (TRANSFORM HR) Managing paradoxes HR practices Inside/out HR department Individual/organization HR people HR/line Implications What I do? What we do?http://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter
  66. 66. Thank youhttp://pune.nationalhrd.org Source : The RBL Group, 2008 Speaker Series | Copyright NHRD Pune Chapter

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