The Power of a Plan: Unlocking the Full Value of an HR Strategic Plan

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Strategic planning in HR is less about the plan than it is about the process. It's a tool that can allow you to take control of the "story of HR" within your organization.

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The Power of a Plan: Unlocking the Full Value of an HR Strategic Plan

  1. 1. The Power of a PlanUnlocking the Full Value of an HR Strategic PlanJason Lauritsen March 1, 2012
  2. 2. Agenda1. Paint the Backdrop2. Why Strategic Planning3. 3 Phase Strategic Planning Process4. Lessons I’ve Learned
  3. 3. The Rules1. This is your session, not mine.2. You are responsible for getting what you came for.3. Ask me questions, even if I’m on a roll.4. Interrupt me, please.5. Challenge me if you disagree or your experience is different than mine.
  4. 4. Playing the Game4
  5. 5. 1,000 employee 2,600 employee 800 employee national national community bank call center call centerMy Role: My Role: My Role:Talent Management/ VP HR/Recruiting VP Human ResourcesRecruitingScenario: Scenario: Scenario:HR not respected Post acquisition Hired as strat. leaderRecruiting failing Merging two teams HR administrationHostile relationships HR not respected HR underperformingHigh turnover Recruiting struggles Lack systemsImmediate impact Very high turnover Low turnover Strong culture
  6. 6. Common Themes• HR was not connected to the business.• HR lacked relationships with business leaders.• Even when HR did perform, results were discounted.• HR blamed for a lot.• HR lacked a plan, so spent most of time in reactive mode. Needed a catalyst for change.
  7. 7. The GapsWhat was missing:• Key relationships• Perception management• Performance linkage to the business• Confidence in HR team’s abilities The Solution: A Strategic Planning Process
  8. 8. Why Strategic Planning?• Strategy is hot.• Business people will make time to talk strategy.• Created opportunity to engage the business.• Just talking about strategy makes you appear more strategic.
  9. 9. The Approach StatedReasons Side Benefits
  10. 10. The Approach Strategic PlanningStated Reason• Prepare a plan for HR for the next 3-5 years.Side Benefits• Build relationships with key decision makers.• Get to know the business in more depth.
  11. 11. 3 Phase Process 1. Discovery 2. Planning 3. Communication •The Approach •Overview •Case Study Examples
  12. 12. 3 Phase Process 1. Discovery 2. Planning 3. Communication •The Approach •Overview •Case Study Examples
  13. 13. The ApproachStated Reason• Gather information to use in planning.Side Benefits• Develop relationships.• Change business perceptions of HR.• Learn about the business and their needs.
  14. 14. OverviewDiscovery is all about asking questions andgathering information. – What do we do well? – Where are we broken? – How can we drive the business forward? – What is the most important thing we can do to create value for the business?
  15. 15. OverviewGathering feedback on HR’s performance – Collect input strengths and weakness first • What do we do well? • Where aren’t we meeting your needs? – Non-personal to get best feedback • Survey • Focus Groups
  16. 16. OverviewGather data on business goals and challenges – Meetings with business leaders • Communicate purpose of meeting before scheduling • Send agenda and questions in advance • Encourage broad involvement by business units • In-person meetings are optimal • Resist email responses
  17. 17. Case StudyFocus Group Discussions – Facilitated by an External FacilitatorInternal Customer Groups• Why do you think HR exists? What is their primary purpose?• In what ways does HR excel today?• How has HR changed in the past few years (positively or negatively)?• In what areas does HR need to improve?• What do you believe to be HR’s top 3 goals? What do you think they should be?• How would you describe HR’s performance in providing customer service to you and your associates? Where do they excel? Where do they struggle?• What would you like HR to accomplish over the next 3 years?• What could HR do to add more value to your dept/division?• How would you rate the overall effectiveness of HR?
  18. 18. Case StudyFocus Group Discussions – Facilitated by an External FacilitatorHR Staff• In what ways does HR excel today?• How has HR changed in the past few years (positively or negatively)?• In what areas does HR need to improve?• What do you believe to be HR’s top 3 goals? What do you think they should be?• In your opinion, what is the most important think HR could accomplish in the next 3 years?• How would you rate the overall effectiveness of HR?• What are the strengths of the team?• What are the weaknesses of the team?• What resources or support are lacking that might prevent you from excelling within your role or as a team?
  19. 19. Case StudyBusiness Leader Meetings – In-Person Discussions• What are the three most important goals for your division to achieve over the next 3-5 years?• What are the most significant threats to your divisions performance in the next 3-5 years?• How will these goals and threats impact what you expect from your people?• What is our competitive advantage in the market? What do our people do better than anyone else?• What are the major trends in your business/industry that you expect to most significantly impact how you do business in the future? What does that mean for your workforce?
  20. 20. Case StudyBusiness Leader Meetings – In-Person Discussions - continued• In what other ways do you expect that your people need to perform their jobs differently in the future than they do today?• What people issues in your business are the most concerning to you?• What will be the single biggest people issue that you expect to confront in your division in the next 3-5 years?• What makes your area a great place to work?• If someone in your area were to leave for another job, why might they leave?
  21. 21. 3 Phase Process 1. Discovery 2. Planning 3. Communication •The Approach •Overview •Case Study Examples
  22. 22. The ApproachStated Reason• Create a strategic plan for the development of HR over the next 3-5 years.Side Benefits• Validate that you understand the business.• State how HR should be measured and held accountable.• Galvanize the HR team around key objectives.
  23. 23. OverviewPlanning is the process of extracting the themesand highest payoff actions from discovery data.• Where can we create the most value?• How do we make it happen? – What specific steps must we take? – Where do we start?• What does success look like?
  24. 24. OverviewAnalysis and Summary Process• Broad involvement of HR staff promotes ownership and buy-in• Leverage your analytical resources and talent• Off-site, facilitated process accelerates the process• Define what success looks like to the business
  25. 25. OverviewThe Plan• There is no single right format or structure of a strategic plan. It has to work for your org.• Components – Themes -- Objectives – Highest Impact Strategies within each theme – Specific actions and outcomes related to each
  26. 26. Case Study Human Resources Strategic Plan Vision PurposeCompany is a thriving, healthy organization because To deliver resources, tools, and solutions that ensure of our thriving, healthy people. the organization has the talent needed to succeed. ValuesService We go above and beyond to help our associates succeed. We strive to solve problems before they happen.Performance HR gets the job done, every time. We use our expertise and passion to produce great results.Team We succeed and fail together as one. We help each other grow.Innovation We solve problems in creative ways and continually find new ways to create value. Strategic Objectives1. HR is recognized as providing excellent service and solutions.2. HR’s people, processes, and technologies are efficient and effective.3. Associates are continually developed and provided advancement opportunities.4. Our total compensation program drives associate performance and retention.5. Associates are measurably healthier because of our culture of wellness.
  27. 27. Case Study Strategic Roadmap CompletionStrategic Objective Strategy Action Step Owner Date Outline process for systematic development of management skill level in the operation for executive review and buy-in Wade 2/13/2008 Identify skill profile for key management roles within operations Wade 3/15/2008 Outline management development priority list with ops key leaders Wade 3/15/2008 Operations Assess management skill for locations based on priority established and Management deliver management training plan Wade 7/1/2008Management Skill Development Process Define process for identification of "supervisor potentials" among current Development collector staff Wade 7/1/2008 Develop training process for "supervisor potentials" Wade 8/1/2008 Launch "supervisor potentials" program Wade 9/1/2008 Design Individual Development Planning tool for managers to use in creating Individual Development development plans for their direct reports Kelly 2/29/2008 Planning Process Provide tool and training to all managers within WAM Kelly 2/29/2008 Utilize retention studies to determine turnover root causes Kelly 12/31/2008 Retention Studies and Planning Develop retention plans with ops management to address root cause issues Kelly 12/31/2008Collector Retention Develop training/development program for managers that instill a retention Training Retention Skills mindset and build skills needed to retain employees Jason 2/29/2008 to Management Deliver training to management based on operational priority TM Team 12/31/2008 Conduct through recruitment process audit production recruiting processes recommend process improvements based on audit Kelly 2/29/2008 Recruitment Process Conduct through recruitment process audit staff recruiting processes Audit recommend process improvements based on audit Kelly 3/31/2008 Participate in and/or facilitate process documentation and redesign with Enhanced Talent Talent Acquisition team Kelly 6/1/2008 Selection Design pre-screening processes for production employee selection Kelly 3/31/2008 Design pre-screening processes based on audit recommendation and Improve Selection customer needs Kelly 7/1/2008 Process Identify and recommend selection tools where appropriate Kelly 7/1/2008 Train managers and talent acquisition staff on best practice techniques Kelly 12/31/2008
  28. 28. Case Study HR Strategic Plan HR STRATEGIC PLAN 2006-2008 Company Strategic Cornerstones People Professional Culture Performance Growth Human Resources Strategic Objectives Ensure workforce Foster Culture ofDeliver strong ROI Commit to process Lead the Capitalize on readiness to Respect andon human capital discipline transformation technology execute on Engagement corporate strategy Strategy Maximize OWI’s Utilize HR processes to Prepare the business to Develop HR strategies Maximize all systems to Build a workforce with the investment in human facilitate engagement manage through systems that drive corporate their full utilization capacity to support capital Create an environment and processes business results Invest in technology for existing business, new that fosters meaningful Manage HR through Partner with the business the future services, and new communication systems and processes to create value ventures Create a culture that Deliver flawlessly on HR Ensure HR readiness values and encourages processes recognition Provide employees with great managers 2006-2007 Tactics ETM process HR Policy Manual Define & document ETM Restructure HR to better Fully deploy talent builder Define strategic job Complete talent redesign processes support business & Automate staffing families & associate assessments Define benefit & Define Human Capital corporate strategy requisition processes competencies Align HR processes to compensation strategy scorecard Clearly define HR roles & E-Time Build flex staffing plan competencies & brand and redesign plan responsibility Computer Based Training Contract with recruitment
  29. 29. 3 Phase Process 1. Discovery 2. Planning 3. Communication •The Approach •Overview •Case Study Examples
  30. 30. The ApproachStated Reason• To communicate HR’s strategy to the organization.Side Benefits• Promote HR’s image as a strategic player.• Gain buy-in and support for HR initiatives.• Control the story of how HR is performing.
  31. 31. OverviewCommunication is how HR ensures that the plan isaccepted and supported for execution.• Does this plan address the needs of the business?• How does the plan create value for the business?• How will HR be different?• How will we know if HR is successfully executing the plan?
  32. 32. OverviewFeedback on the plan• Return to those involved in discovery to ensure the plan resonates with them.Share with the Organization• Simplify the plan for broad sharing.• Presentation is important.• Frequently update on progress—particularly to the HR team.
  33. 33. OverviewWhat to communicate:• That you are going to plan• That you are planning• That you have a plan and here it is• That you are working your plan• That you are making progress (many times)• That you have finished the plan• That you are going to plan (repeat)
  34. 34. OverviewWhere to communicate:• Email• Intranet• Meetings• One on one• Retreats• Social media• Conference calls• Webinars
  35. 35. Case Study Enterprise Talent Management Assimilate culturally and Training and Orientation prepare to perform Human Performanceon what’s Execute Management expected today Results Capital Compensation motivate Reward, and Incentives and align behavior Build competence to Talent Management execute tomorrow
  36. 36. Case Study Style Matters
  37. 37. Our PurposeTo create sustainable competitiveadvantage for the company throughthe attraction, selection, and retentionof great talent.
  38. 38. HR Strategic Planning 1.Discovery 2.Planning 3.Communication
  39. 39. Lessons LearnedPay attention to culture. Don’t fight the currentwhen you don’t have to. Use external help where appropriate, but never outsource one on one interaction with business leaders.Keep it simple. It’s always okay to do more thanyou promise. Communicate, communicate, communicate.
  40. 40. “Plans are worthless. But planning is everything.” -Dwight Eisenhower
  41. 41. Let’s ConnectJason Lauritsen402.651.4148Jason@BulletproofTalent.comwww.JasonLauritsen.com www.BulletproofTalent.com

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