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BLOOM &WALLACE
Presented by:
Naomi Lee Bloom
Managing Partner
BLOOM & WALLACE
13300-56 So. Cleveland Ave. Ste 404
Fort Mye...
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Copyright© 2009 by Naomi Lee Bloom.
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So What’s An HR Leader To Do?
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Naomi Bloom's Starter Kit

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Transcript of "Naomi Bloom's Starter Kit"

  1. 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 10/24/2013 -- “Starter Kit”
  2. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 2 HRM Drives Business Outcomes Achieving agreed business or mission outcomes is the primary focus of every organization. Human resource management (HRM) contributes to achieving agreed business or mission outcomes via workforce capabilities, performance, engagement, intellectual capital, and professional networks -- and these are the only sustainable source of competitive advantage.
  3. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 3 HRM Drives Business Outcomes HRM is much more about what the workforce and org leaders do than about what HR does; ideally HR establishes HRM strategies, implements best practice processes and business rules, and minimizes compliance costs and issues. HRM isn’t easy -- it’s regulated heavily, constrained by local custom/org culture, has both broad and complex data and processes, and goes unnoticed unless there are problems.
  4. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 4 HRM Drives Business Outcomes To design and deliver effective HRM -- and desired org outcomes -- we need to know what HRM policies/practices/etc. will produce/drive what outcomes, at what levels, and at what cost, i.e. we must use predictive analytics. The burden of proof rests on us to draw that line of sight from the specifics of HRM to those agreed org outcomes, and then to deliver reliably against believable metrics.
  5. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 5 HRM Drives Business Outcomes Every investment in HRM -- and in HRM technology -- must be predicated on driving business or mission outcomes and have a business case that, in addition to achieving desired efficiencies, demonstrates the line of sight to those outcomes. Human resource management is what we envision, shape, tech-enable and lead!
  6. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 6 HRM Drives Business Outcomes Effective business strategy and planning are a necessary but not sufficient condition for achieving the desired business or mission outcomes. The best strategy and planning are only as effective as is their execution -- and our workforce, at every level, must execute well against a strategy, implementation tactics, and goals which they understand and to which they subscribe.
  7. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 7 HRM Drives Business Outcomes Execution is all about workforce capabilities, performance, engagement, intellectual capital, and professional networks -- so execution is all about HRM. Information, especially actionable analytics, and HR technology, including mobile, social and global capabilities, can be huge enablers and amplifiers of HRM and workforce performance -- or, when they fail, they can block all progress.
  8. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 8 Drawing a line of sight from organizational objectives and goals to needed business outcomes and on to what HRM and the workforce must achieve is the essential starting point for: Choosing and executing investments in HRM, in the HRM delivery system, and in HR technology; and Making the business case for those investments. HRM Drives Business Outcomes
  9. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 9
  10. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 10 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.
  11. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 11 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
  12. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 12 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
  13. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 13 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 workshop using next slides …
  14. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 14 Changing Organizational Context Our organizations are subject to: Fierce, global competition -- for customers, competencies, capital, technology, suppliers, ideas, intellectual property, market and mind share, and influence; and Growing customer information access and decision-making sophistication -- about their business needs, their product and service choices, and the financial implications of both.
  15. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 15 Changing Organizational Context Our organizations are subject to: Rapid changes in technology -- with improved availability, capability, ease of use, affordability, but also with greater complexity of choices, integration and management; and Nearly pervasive information and technology -- from embedded systems to manufacturing robotics, social collaboration, mobile ubiquity, analytics, and every teenager’s mastery of the basics.
  16. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 16 Changing Organizational Context Our organizations are subject to: Changing business models and investment strategies as work is digitized and moves to where it can be done with the best combination of cost, quality, speed and risk; and Tremendous growth and availability of knowledge -- and with much shorter cycle times for its creation, distribution, vetting and obsolescence.
  17. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 17 Changing Organizational Context Our organizations are subject to: Pent-up demand for scarce competencies -- and those workers in greatest demand vote with their feet! and Increasing regulatory coverage and enforcement -- of environmental, trade, labor, security and financial activities -- more so in the developed economies but perking along in the emerging ones.
  18. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 18 Our organizations are subject to: Enormous pressure to do the right things faster and better and with fewer, less expensive resources; and Diverse workforces, including both employees and non-employee workers, four generations, BYOD-enabled, and with expectations set by consumer technology. Changing Organizational Context
  19. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 19 Changing Organizational Strategies Successful, growth-oriented and cohesive organizations: Comply with but are not driven to poor strategies or decisions by regulations or labor contracts; and Achieve significant economies of scale, in- house and through outsourcing and partnerships, without bureaucracy, and without loss of flexibility, speed, reliability, or security/privacy.
  20. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 20 Changing Organizational Strategies Successful, growth-oriented and cohesive organizations: Maximize the value of their assets, including their workforce, while partnering to enhance time-to-market, enter new markets, tap into expert providers for essential but non-core capabilities and, in general, extend their reach.
  21. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 21 Changing Organizational Strategies Successful, growth-oriented and cohesive organizations: Attract and retain the best possible workforce - - be the “employer of choice” -- and enhance the productivity, the real effectiveness, of their workers, especially those with critical, but often scarce, competencies and those filling key positions; and Create flexible, adaptable organizational designs and use technology to enable them.
  22. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 22 Changing Organizational Strategies Successful, growth-oriented and cohesive organizations: Increase their capacity (so speed and range) for change while avoiding change for its own sake; and Make the capabilities of their workforce, enabled via information technology and actionable analytics, a differentiating and substantial source of sustained leverage and competitive advantage.
  23. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 23 Changing Organizational Strategies Successful, growth-oriented and cohesive organizations: Rethink their business models to leverage such key IT-enabled capabilities as mass customization, disintermediation, cloud, consumerization, gamification, experience- based customer interaction, borderless commerce, social collaboration, and all the rest of the growing list of disruptor buzz words.
  24. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 24 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 detour, it’s back to “The Yellow Brick Road.”
  25. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 25 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?
  26. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 26 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 all of this that you need? Consider a workshop using next slides …
  27. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 27 HRM Strategies Please be very careful here to separate the concept of the HRM business processes from the responsibilities of the HR function. There are many workable ways in which an organization may organize itself and assign responsibility for the definition and achievement of HRM strategies, HRM outcomes, and the HRMDS (design through implementation and ongoing support).
  28. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 28 HRM Strategies What's important is to recognize that the HR function does not have responsibility for every aspect of HRM -- everyone has a role to play. However, it can be argued that HR should provide leadership to every aspect, including the setting of HRM strategies, the design of HRM policies and programs, the definition and accomplishment of HRM outcomes, and the design through implementation and support of the enabling HRMDS.
  29. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 29 Sorting out which HRM strategies will deliver which business outcomes takes a great deal of knowledge and a little bit of magic. One way of invoking that magic is to run a workshop that goes from the issues you face to the strategies that address them.
  30. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 30 Naomi’s Hierarchy Of HRM Issues Operational HRM efficiency -- doing more of what’s required in HRM with fewer resources; Operational HRM effectiveness -- doing the right HRM “things” well; Organizational effectiveness -- increasing the quantity and quality of what the overall organization achieves; and Organizational success -- increasing the value of what the overall organization achieves.
  31. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 31 HRM Operational Efficiency Issues We must do more of what’s required in HRM with fewer resources: Control unit labor and HRM costs while meeting rising organizational needs and worker expectations; and Minimize the impact of regulatory compliance on organizational costs, outcomes, and flexibility.
  32. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 32 HRM Operational Efficiency Issues We must do more of what’s required in HRM with fewer resources: Control unit HRMDS costs and improve service delivery quality, intimacy, timeliness and agility; and Reduce the complexity of dealing with and improve the responsiveness of the HR function.
  33. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 33 HRM Operational Efficiency Issues We must do more of what’s required in HRM with fewer resources: Assimilate acquisitions/divestitures/mergers efficiently, e.g. with the least loss of productivity of the in-place workforce and the fastest time-to-productivity of the acquired workforce; and Manage effectively a workforce that is increasingly not just employees but which includes every flavor of contingent worker.
  34. 34. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 34E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 34 HRM Operational Efficiency Issues We must do more of what’s required in HRM with fewer resources: Manage effectively a workforce that is increasingly diverse, mobile, social and global.
  35. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 35 HRM Operational Effectiveness Issues We must do the right HRM “things” well: Provide managers with accurate, timely, visible and actionable workforce data, HRM metrics/analytics, and expertise as “point of sale” embedded intelligence -- and deliver these capabilities to that increasingly mobile, social, global and non-employee workforce.
  36. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 36 We must do the right HRM “things” well: Increase the self-sufficiency and productivity of the entire workforce, to include delivering just-in-time training and related “getting the work done” tools to that same highly mobile, social, global and not just employee workforce. HRM Operational Effectiveness Issues
  37. 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 starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 37 We must do the right HRM “things” well: Manage a workforce that is increasingly telecommuting, working flexible hours, taking parental leave, past the usual retirement age, culturally and generationally diverse, spread across many time zones, speaking many languages, working under very different levels of infrastructural development, etc. HRM Operational Effectiveness Issues
  38. 38. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 38E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 38 We must do the right HRM “things” well: Deploy workers in the fastest possible time, at the lowest possible cost, and with the greatest possible level of engagement, productivity and effectiveness to the roles in which they can add the greatest value to the organization. HRM Operational Effectiveness Issues
  39. 39. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 39E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 39 HRM Organizational Effectiveness Issues We must help increase the quantity and quality of what the overall organization achieves: Attract and retain the best workers for our specific needs, both as to competencies and cultural fit, at the right labor costs; and Improve durably the match between worker competencies and the demands of the work.
  40. 40. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 40E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 40 HRM Organizational Effectiveness Issues We must help increase the quantity and quality of what the overall organization achieves: Increase/sustain the integrity, loyalty, engagement, focus and, most importantly, the business results of workers. Create and sustain the flexible organizational designs needed to seize and deliver on business opportunities.
  41. 41. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 41E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 41 HRM Organizational Success Issues We must help increase the value of what our organizations achieve by ensuring that we can: Collaborate beyond the organization’s “walls”, with suppliers, customers, communities, regulators, labor organizations, educational and research institutions, free-agent workers, etc.
  42. 42. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 42E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 42 HRM Organizational Success Issues We must help increase the value of what our organizations achieve by ensuring that we can: Institutionalize good practices in continuous learning, innovation, leadership development, collaboration, and change management; and Use competencies to drive/optimize all HRM and work processes.
  43. 43. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 43E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 43 HRM Organizational Success Issues We must help increase the value of what our organizations achieve by ensuring that we can: Scale (or shrink) the organization quickly in terms of size, geographic dispersion, business diversity and/or workforce diversity in response to changing business requirements.
  44. 44. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 44E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 44 HRM Organizational Success Issues We must help increase the value of what our organizations achieve by ensuring that we can: Create deep and broad leadership capabilities, i.e. bench strength, across all the relevant geographies and competencies; and Deploy workers quickly to their most profitable uses.
  45. 45. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 45E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 45 Not All HRM Delivers Equal Value In Terms Of Driving Business Outcomes
  46. 46. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 46E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 46 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 you.
  47. 47. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 47E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 47 Strategic HRM makes a difference where it matters, by increasing revenues and/or profits materially -- everything else is administrative HRM. Strategic HRM makes a difference via the effective and efficient performance of individuals, teams and other organizational groupings. Strategic HRM is directed at improving organizational performance by improving individual and workforce performance. Strategic HRM Is What Matters!
  48. 48. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 48E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 48 Strategic HRM = Talent Management Plus
  49. 49. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 49E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 49 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!
  50. 50. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 50E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 50 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!
  51. 51. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 51E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 51 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
  52. 52. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 52E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 52 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
  53. 53. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 53E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 53 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
  54. 54. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 54E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 54 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
  55. 55. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 55E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 55 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!
  56. 56. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 56E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 56 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!
  57. 57. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 57E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 57 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!
  58. 58. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 58E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 58 Transformational Design(s) for: • HRM programs, practices, and plans; • HRM data, information, metrics, analytics, forecasts, and knowledge; • HRM business rules, small p and big P processes; and • HR capabilities, competencies and operating models. HRM IMPLICATIONS/ DESIGN(S)
  59. 59. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 59E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 59 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 use consider the delivery system you’d design if you weren’t constrained by the one you have.
  60. 60. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 60E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 60 HRM Delivery System Implications/Design(s): • Insights re: customer, platform and operating model views; • Insights re: architectural preferences; • Insights re: cost model and business case for future state; • Insights re: implementation priorities and tactics; and • Lots of valuable scenarios with which to explore, compare and select technology and deployment alternatives. HRMDS IMPLICATIONS/ DESIGN(S)
  61. 61. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 61E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 61 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 knowledge and experience.
  62. 62. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 62E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 62 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 • Lots more valuable scenarios with which to explore, compare and select technology alternatives. HR TECH IMPLICATIONS/ DESIGN(S)
  63. 63. So What’s An HR Leader To Do?
  64. 64. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 64E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 64 How and where do you begin this journey? Gather all of the organizational strategy, current state HRM and HRMDS information you can find. Read it all through the lens of strategic HRM, looking for the specific impacts on business strategies and outcomes that must come from well-executed strategic HRM. See the patterns in those strategic HRM requirements and design HRM policies etc. to deliver them. Update your HRM policies, practices, and operations to support converged HRM and converged HR technology.
  65. 65. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 65E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 65 How and where do you begin this journey? Inventory your current HRMDS, including all the “informal” components:  What software are you using -- brand/module/release – and what is it costing, including both out-of-pocket and opportunity costs;  What outsourcing are you doing -- provider/scope of service -- and what is it costing, including both out-of- pocket and opportunity costs; and  What spreadsheets, Word documents, private databases, and even paper files (gulp!) are you depending on for some of your HRM processes?
  66. 66. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 66E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 66 How and where do you begin this journey? Learn all you can about the differences between poor, good and great HR technology, and about what the market offers -- continuous learning needed here. Clean up your HRM data -- including organization data, people data, competency models, business rules, and data granularity -- to support converged HRM and converged HR technology. Insist upon detailed product roadmaps, with dates, against which to evaluate vendors and providers for evidence that they’re on top of converged HRM and converged HR technology -- and do probe for their strategies around all eight convergence themes.
  67. 67. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 67E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 67 How and where do you begin this journey? Determine what components of your current HRMDS platform are serving you well, which are not, what needs to be upgraded/enhanced/replaced, what can remain as it is (but keep on eye on this as all components “age”). Design your HRMDS to deliver those strategic HRM requirements and then make your HR technology decisions. Be disciplined/methodical in evaluating potential HRMDS platform component changes, or changes in people and process, and don’t be a victim of vendor “promises.”
  68. 68. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 68E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 68 How and where do you begin this journey? Weed out/de-emphasize vendors and providers who can’t take you to a converged future -- and run away from those that don’t even know that the converged future is coming. Do not judge the needs of tomorrow’s workforce or HRM by yesterday’s standards, but do judge your own responsibilities and their results in terms of driving business outcomes.
  69. 69. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 69E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 69
  70. 70. E:B&WPRESX.PPTXX/XX/XX Copyright© 2009 by Naomi Lee Bloom. BLOOM &WALLACE Making The Business Case For HR Technology 70E:B&WPRESHRTechEurope2013 Making The Business Case For HR Technology final starter kit with fonts.ppt – 10/19/2013 Copyright© 2013 by Naomi Lee Bloom. 70 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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