Global Hr Strategy & Approach

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What gets measured gets done

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Global Hr Strategy & Approach

  1. 1. Global Human Resources Tactic & Approach What gets measured gets done Mauro “MAC” Calcaño
  2. 2. International HR Transition & Analysis <ul><li>Global HR Organization : </li></ul><ul><li>Structure and Culture </li></ul><ul><li>Job Roles and Definition </li></ul><ul><li>Reporting relations </li></ul><ul><li>Drive for Results </li></ul><ul><li>HR Management: </li></ul><ul><li>HR Skills </li></ul><ul><li>Management Capabilities </li></ul><ul><li>HR Systems & Process : </li></ul><ul><li>Policy development </li></ul><ul><li>Compensation </li></ul><ul><li>Recruitment </li></ul><ul><li>Training </li></ul><ul><li>Communications </li></ul><ul><li>Culture Platform : </li></ul><ul><li>Belief in Globalization </li></ul><ul><li>Management Values </li></ul><ul><li>Private Company Norms </li></ul><ul><li>Entrepreneurial Style </li></ul>Corporate Strategy
  3. 3. HR needs to build relations cross organizational lines and global business partnerships and create HR-self directed teams by being the “ linking-pin” between Corporate and International business units. <ul><li>Explain why and how HR can support the business strategy </li></ul><ul><li>Show HR’s return on investment to the business – more than just the “soft-side” to drive cultural change. </li></ul><ul><li>Successful global culture implementation is driven by: </li></ul><ul><ul><li>Management strategic focus </li></ul></ul><ul><ul><li>HR process alignment </li></ul></ul><ul><ul><li>Balanced performance measurement system </li></ul></ul><ul><ul><li>Tactical goals that are critical rather than nice operational procedures to have in place. </li></ul></ul><ul><ul><li>Key Performance Indicators for the business and Critical Success Factors for People that measure progress and results. </li></ul></ul><ul><ul><li>Provides HR Leadership to the business with strong and decisive competencies and behavior necessary to achieve cultural change </li></ul></ul>
  4. 4. HR must posses the ability and competencies to contribution to the Global businesses <ul><li>In-country business alignment to corporate strategy and objectives and support the ”one-company – one culture” mentality of Human Resources to the businesses </li></ul><ul><li>HR value creation by ensuring that the HR architecture (i.e. footprint) and programming is effectively integrated with international HR functional expertise and action planning (and tactical implementation processes) </li></ul><ul><li>Cost control and process redundancy (driving out costs in functions and enhancing operational efficiencies </li></ul><ul><li>HR needs to play an active role at the “in-country” strategy development table’ and business meetings. </li></ul><ul><li>HR to be a global process facilitator </li></ul><ul><li>HR to focus not only on the Corporate strategy itself, but also on business plan implementation - often strategy is too vague for employees to understand and therefore to implement effectively </li></ul><ul><li>HR will manage the HR function and results rather than the in-country HR tactical activities which will enable successful intervention and integrated HR programs </li></ul>By creating measurement systems that focuses on:
  5. 5. The HR role in International <ul><li>Facilitator </li></ul><ul><li>HR Process Improvement & Change Management </li></ul><ul><li>Effective business partner </li></ul><ul><ul><li>Support In-Country Management </li></ul></ul><ul><li>Coach & Mentor - </li></ul><ul><ul><ul><li>Support global and HQ transformation </li></ul></ul></ul><ul><ul><ul><li>Secure management commitment to HR plans </li></ul></ul></ul><ul><li>Functional matter expert - HR processes & procedures </li></ul>
  6. 6. <ul><li>HR must have: </li></ul><ul><li>An exposure to global growth organization and managed organization effectiveness, with a strong acumen for business-related issues, and Human Resources operational experience </li></ul><ul><li>The ability to influence and be a thought partner with senior management, line managers, and functional managers. The ability to build a team-orientation with the staff without having direct authority. </li></ul><ul><li>Successfully lead organizational development in Global businesses. </li></ul><ul><li>Excellent management and administration skills, encompassing compensation planning with the ability to handle organizational design, staffing, and resource allocation. </li></ul><ul><li>Must have remote leadership experience and have experience in managing high potential generalists at multiple locations. </li></ul><ul><li>Significant experience in change management </li></ul><ul><li>Knowledge and experience in directing continuous process improvement and quality initiatives using methodologies such as Lean or Six Sigma </li></ul><ul><li>Experience in developing HR programs and policies at a senior strategic level and ability to implement </li></ul><ul><li>The ability to effectively communicate with corporate employees and interact with staff at all levels of Global organization. </li></ul>
  7. 7. <ul><li>HR will: </li></ul><ul><li>Provide comprehensive general human resources in </li></ul><ul><li>support of Global manufacturing operations. </li></ul><ul><li>2. Will be responsible for advice and counsel of employee relations, staffing, compensation, benefits, talent management, training and development, </li></ul><ul><li>and provide HR support/leadership. </li></ul><ul><li>Actively contribute to the Global business achievement of short-term and long-term growth targets </li></ul><ul><li>Build the international HR teams in support of senior leadership style to achieve high performance objectives </li></ul><ul><li>Develop the Human Resources talent and establish high standards of performance and results orientation </li></ul><ul><li>Build consistency in HR processes/practices - Build organization vitality </li></ul><ul><li>Leverage best practices across Global organizations </li></ul><ul><li>Develop organization design consistent with business strategies and growth needs </li></ul><ul><li>Increase organization effectiveness and continuously identify opportunities to increase organization alignment with Corporate </li></ul><ul><li>Lead the administration of Human Resources processes world-wide </li></ul>
  8. 8. HR deliverables within the Corporate strategy map <ul><li>High energy and sense of urgency </li></ul><ul><li>High performer and focus HR culture </li></ul><ul><li>Talent & Retention as the “premier” driver </li></ul><ul><li>Organizational Analysis – flexible and dynamic - entrepreneurial </li></ul><ul><li>Employee Training and Management Development – Succession plans </li></ul><ul><li>Design the tactical measurement </li></ul><ul><ul><li>HR scorecard (leading, lagging, cost control and value creation measures) </li></ul></ul><ul><ul><li>Measure HR - Intangibles – Functional performance relationships </li></ul></ul><ul><ul><li>Identify potential costs and benefits </li></ul></ul><ul><li>Calculate the ROI of HR deliverables </li></ul><ul><li>Drive HR systems and competencies development, work processes and organizations structure so as to provide the deliverables. </li></ul><ul><li>Extent the average Global employee’s understanding on how his or her job contributes to the Global business success </li></ul><ul><li>Communicated measures of learning and growth through out International </li></ul>

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