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Naomi Bloom - Poirot's Order and Method

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  • 1. BLOOM &WALLACE Presented by: Naomi Lee Bloom Managing Partner BLOOM & WALLACE 13300-56 So. Cleveland Ave. Ste 404 Fort Myers, Florida 33907 (239) 454-7305 phone (239) 454-9187 FAX naomibloom@mindspring.com Twitter @InFullBloomUS Blog http://InFullBloom.US Poirot’s Order And Method: Making The Business Case For HR Technology HR Technology Europe RAI Amsterdam 24/10/2013
  • 2. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 2E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 2 We will use Order and Method to develop our strategic HRM and HR technology plans plus …
  • 3. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 3E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 3 If the source of agreed business outcomes is an effective workforce, then of course that includes this contingent worker!
  • 4. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 4E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 4 Bad HRM = Bad Business Outcomes
  • 5. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 5E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 5 Is this your workforce? If yes, I hope you’re a circus! Not a circus? Then we have work to do!
  • 6. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 6E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 6 There’ll be odd creatures along the way, but the wizard to teach us that the answers lie within us.
  • 7. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 7E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 7 VISION STRATEGIES BUSINESS OUTCOMES HRM STRATEGIES HRM OUTCOMES HRM IMPLICATIONS/ DESIGN(S) HRMDS IMPLICATIONS/ DESIGN(S VISION STRATEGIES BUSINESS OUTCOMES HRM STRATEGIES HRM OUTCOMES HRM IMPLICATIONS/ DESIGN(S) VISION STRATEGIES BUSINESS OUTCOMES HRM STRATEGIES HRM OUTCOMES HRM IMPLICATIONS/ DESIGN(S) HRMDS IMPLICATIONS/ DESIGN(S) “Follow The Yellow Brick Road” to great organizational outcomes.
  • 8. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 8E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 8 Organizational Vision: • What is the organization's raison d'etre? • What is the organization's value proposition to its customers, shareholders and employees? • What does the organization want to do and be? • Why should shareholders, customers, employees, etc. invest their resources in the organization? • By what measures and target values over what time period will we recognize progress toward this vision? VISION
  • 9. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 9E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 9 Organizational Strategies: • What must the organization do well to achieve its vision? To meet stakeholder expectations? • By what strategies will the organization drive customer satisfaction, shareholder value and workforce effectiveness? • What strategies are needed to overcome specific obstacles to achieving the vision? • What strategies are needed to address specific issues that the organization and/or its industry faces? STRATEGIES
  • 10. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 10E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 10 Organizational Outcomes: • How will the organization recognize, via objective measures and target values within a defined time frame, to what extent its organizational business strategies are succeeding and needed results are being achieved? • By what measures and target values within a defined time frame will the organization recognize progress toward its vision and/or problem areas overcome? BUSINESS OUTCOMES Don’t have all of this that you need? Consider a vision & outcomes workshop using free “starter kit” …
  • 11. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 11E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 11 HRM Strategies: • What must HRM (designed and championed by HR) do well to enable the organization to achieve its vision? To deliver agreed organizational outcomes? • By what HRM strategies will HRM enable the organizational strategies, i.e. help drive customer satisfaction, shareholder value, and workforce effectiveness? HRM STRATEGIES With or without that vision & outcomes detour, it’s back to “The Yellow Brick Road.”
  • 12. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 12E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 12 HRM STRATEGIES HRM Strategies: • What HRM strategies are needed to overcome specific obstacles to achieving the organization’s vision? To delivering needed outcomes. • What HRM business strategies are needed to address specific issues that the organization faces? To ensure that needed organizational outcomes are achieved?
  • 13. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 13E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 13 HRM Business Outcomes: • How will the organization recognize, via objective measures and target values within a defined time frame, to what extent its HRM strategies are succeeding and achieving the intended results? • By what measures and target values within a defined time frame will the organization's progress toward its HRM strategies and results be validated and/or problem areas revealed? HRM OUTCOMES Don’t have enough of this? Consider an HRM workshop using the “starter kit” …
  • 14. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 14E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 14 Not All HRM Delivers Equal Value In Terms Of Driving Business Outcomes
  • 15. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 15E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 15 Administrative HRM Cost Savings May Be Important, But They Rarely Move The Dial On Business Outcomes
  • 16. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 16E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 16 Figuring out which aspects of HRM produce the biggest positive impact on business outcomes takes a great deal of knowledge and a little bit of magic. One way of invoking that magic is to use the strategic HRM domain model to see what’s most important for your organization.
  • 17. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 17E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 17 KSAOC: A specific, identifiable, definable and measurable body of Knowledge, Skill, Ability and/or Other deployment-related Characteristic, including attitude, behavior, work condition preference, physical ability, personal networks/ networking, whether inherent or subject to development, which a human resource may possess and which is necessary for or material to the performance of one or more relevant duties and responsibilities. KSAOCs must always be defined in their business context. Strategic HRM Is What Matters!
  • 18. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 18E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 18 KSAOCs are the currency of human resource management – we focus on getting them, keeping them, engaging them, deploying them, rewarding their use, developing them, and so much more.
  • 19. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 19E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 19 KSAOC 1.0 Manage The Organizational Structure 7.0 Lead The Workforce 6.0 Manage Relations With Labor Organizations 5.0 Manage The Work Environment 4.0 Compensate Employees 3.0 Develop The Workforce 2.0 Staff The Organizational Structure KSAOCKSAOC 1.0 Manage The Organizational Structure 1.0 Manage The Organizational Structure 7.0 Lead The Workforce 7.0 Lead The Workforce 6.0 Manage Relations With Labor Organizations 6.0 Manage Relations With Labor Organizations 5.0 Manage The Work Environment 5.0 Manage The Work Environment 4.0 Compensate Employees 4.0 Compensate Employees 3.0 Develop The Workforce 3.0 Develop The Workforce 2.0 Staff The Organizational Structure 2.0 Staff The Organizational Structure Strategic HRM Is What Matters!
  • 20. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 20E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 20 KSAOC Current/future needs for … Regulatory/contractual needs for … Current/future costs of … Jobs/positions/teams must have … Redesign work around … Outsource to get results of ... Plan for networks to access … 1.0 Manage The Organizational Structure Strategic HRM Is What Matters! 2.0 3.0 4.05.0 6.0 7.0 Just speeding through here, but all are included in “starter kit.”
  • 21. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 21E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 21 Acquisition/deployment strategies for … Applicant pool of and sourcing for … Market value of … Acquisition/deployment of … Onboarding and offboarding of … Testing and assessment for ... Expat/repat of … Use networks to generate … 2.0 Staff The Organizational Structure Strategic HRM Is What Matters! KSAOC 1.0 3.0 4.05.0 6.0 7.0
  • 22. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 22E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 22 Development strategies for … Record development of … Test development outcomes for ... Develop products/events which impart … Deliver products/events which impart … Use networks to impart … 3.0 Develop The Workforce Strategic HRM Is What Matters! KSAOC 2.0 4.05.0 6.0 7.0 1.0
  • 23. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 23E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 23 Compensate* to acquire/retain … Compensate to protect … Compensate to unleash … Compensate to reward … Compensate to ensure development of … Use networks to benchmark … * where total compensation includes benefits 4.0 Compensate Employees Strategic HRM Is What Matters! KSAOC 2.0 3.0 5.0 6.0 7.0 1.0
  • 24. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 24E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 24 Eliminate barriers to use of … Eliminate barriers to acquisition/deployment of … Protect … from accident and injury Provide resources to support ... Create desirable environment to attract/retain … Foster networks to unleash … 5.0 Manage The Work Environment KSAOC 2.0 3.0 4.0 6.0 7.0 1.0 Strategic HRM Is What Matters!
  • 25. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 25E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 25 Manage labor relations to obtain and unleash … Avoid work actions which remove ... Negotiate with unions which provide ... Negotiate labor agreements which unleash … Tailor networks across labor organizations to obtain … 6.0 Manage Relations With Labor Organizations KSAOC 2.0 3.0 4.05.0 7.0 1.0 Strategic HRM Is What Matters!
  • 26. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 26E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 26 Create/engage networks of … Schedule availability of ... Equip ... to perform Mentor … to perform Development plans for … Performance plans for … Assessments of … Assign work to ... 7.0 Lead The Workforce KSAOC 2.0 3.0 4.05.0 6.0 1.0 Strategic HRM Is What Matters!
  • 27. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 27E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 27 Figuring out which aspects of HRM produce the biggest positive impact on business outcomes takes a great deal of knowledge and a little bit of magic. One way of invoking that magic is to use the strategic HRM domain model to see what’s most important for your organization.
  • 28. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 28E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 28 Transformational Implications and Design(s) for: • HRM programs, practices, and plans; • HRM data, coding structures, information, metrics, analytics, forecasts, and knowledge; • HRM business rules, small p (workflow) and big P (strategic approach) processes; and • HR capabilities, competencies, leadership and operating models. HRM IMPLICATIONS/ DESIGN(S) What needs to change about HRM to unleash those KSAOCs?
  • 29. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 29E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 29 Figuring out what HRM delivery system design is needed to deliver transformational HRM takes a great deal of knowledge and a little magic. One way of invoking that magic is to consider the delivery system you’d design if you weren’t constrained by the one you have today.
  • 30. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 30E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 30 HRM Delivery System Implications/Design(s): • Insights re: user experience, software platform(s), operating model and interconnections; • Insights re: architectural preferences; • Insights re: cost model and business case for future state; • Insights re: implementation priorities and tactics; and • Insights re: scenarios with which to explore, compare and select technology and deployment alternatives. HRMDS IMPLICATIONS/ DESIGN(S)
  • 31. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 31E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 31 Now you need really expert knowledge and a ton of magic to sort through your tech options and select just the right combination -- and then to implement them. The best way to invoke really big magic is to overweight your team with the relevant KSAOCs.
  • 32. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 32E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 32 HR Technology Implications/Design(s): • Insights re: user experience, including social, mobile, global, location-based, actionable analytics, gamification…; • Insights re: object model and architectural preferences; • Insights re: deployment, integration, and ongoing support; • Insights re: implementation priorities and tactics; and • Insights re: more valuable scenarios with which to explore, compare and select technology alternatives. HR TECH IMPLICATIONS/ DESIGN(S)
  • 33. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 33E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 33 What’s the best state-of-the-art, true SaaS (ideally SaaS InFullBloom) integrated HRMS/TM platform? What’s the best state-of-the-art, true SaaS (ideally SaaS InFullBloom) integrated TM platform? Should we stay where we are, upgrade in place, move to our current vendor’s next gen, make a leap or ??? Trick Questions
  • 34. So What’s An HR Leader To Do?
  • 35. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 35E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 35
  • 36. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 36E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 36
  • 37. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 37E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final slides with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 37 Naomi Lee Bloom Managing Partner BLOOM & WALLACE 13300-56 So. Cleveland Ave. Ste 404 Fort Myers, Florida 33907 (239) 454-7305 phone (239) 454-9187 FAX naomibloom@mindspring.com Twitter @InFullBloomUS Blog http://InFullBloom.US

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