Stakeholder Satisfaction Bridging Skills & People Organizational Assessment Team Building Competitive Benchmarking HR Measurements Employee Relations Development & Learning Talent Acquisition & Retention HR Leadership HR Strategic Plan Human Resources Planning Leave behind for: Selection Committee Brookhaven National Laboratory In support of candidacy by Mauro “MAC”. Calcaño July 24, 2008 S.W.O.T Confidential
How the HR function, under my leadership, could impact the Brookhaven National Laboratory organization and business in terms of effectively managing the human capital by focusing on business strategy and people planning integration, HR transactions in terms of company repositioning, positive HR interventions, strategic planning and functional process improvements.
HR Process Planning – First six months :
Initially review and assess the HR function in terms of deliverables to the business and affect on Brookhaven National Laboratory people ( commercialization perspective andR & D focus) , structure and HR competencies to determine how best to:
Establish HR credibility by solid working relationships with executive and functional managers.
Set priorities for HR deliverables and HR programmed activities and determine how best to address customer needs
Align HR plans and actions to business strategy that have not previously been met
Build trust in HR team with senior leadership and colleagues by facilitating and by respectfully managing change process
Assess how management teams work together in order to identify people growth opportunities
1.) Identify HR roles and responsibilities - Who does what?
Alignment of the HR function to the business strategy with top-down analysis of business needs
Value creation - ensure that HR architecture and blueprint programming is integrated
with the rest of the organization in terms of people process, systems and implementation
2.) HR Planning and processes – the drive for “Company of Choice” status – Recruiting and Retention
HR as a process facilitator - play an active role at the ‘strategy development table’ and business meetings
Focus not only on strategy itself, but also on HR planning and implementation - often strategy is too vague for employees to understand and therefore implement effectively and enhance operational efficiencies
HR transactional services rather than HR program content which will differentiate successful from unsuccessful HR leadership
Manage the development, retention and deployment of resources to achieve business objectives
Demonstrate HR’s contribution to Brookhaven National Laboratory leadership teams – develop partnering relationships from customer and market-driven perspective
Research & Development industry assumptions - Over the last ten years, companies in the USA have continued to restructure, consolidate or downsize R & D. These actions have created opportunities for HR management to take on leadership positions in response to the new business paradigms. This new focus has placed a demand for human resources managers that posses the ability to lead and manage in a diverse labor environment and be the linking-pin between strategy and HR action planning. Brookhaven National Laboratory’s unique positioning in critical in the areas of health and life sciences, energy and homeland in conjunction with the g rowing need for efficient delivery systems is changing how the industry work is done, how employees work and the way to manage . Key Trends - Business growth and turbulence have blurred borders between functions requiring a need for timely response and flexibility to employees’ concerns. In order to be seamless in responding to these needs and to employee behaviour, business leadership has encouraged managers to enhance their human resources skills. practices and processes. The gr owing complexity of managing human capital due in a tighter labor market, competition to attract and retain talent and the transition to a growing diverse employee population have placed renewed focus on business leadership and HR management. Success has come to those leaders that promote the principles of “Company of Choice” best practices as an competitive advantage. Areas of opportunity - Employees are requesting and sometimes demanding (through threats of organizing activities) that there be a shift from explicitly governance to compassion and flexibility. employees are requesting consideration in working hours, work locations, type of work, job duties and task assignments. In some workplace environments, there exist a trend which is fluid not only in the way people are managed but the way people are integrated into the operations. There now is a rapid and cha approach to people management which has come about by the implications of a mobile and global workforce – open borders. Focus on Human Resources: + Immerse in the R & D business process (not as an add on), learn systems, procedures and develop key line relationships + Assist functional leaders think through the organization and people issues + Assess and provide optimal HR organization design + Work with Brookhaven National Laboratory leadership to develop strategies and execute HR plans + Identify non-productive HR activities and provide business solutions + Proactively identify organization SWOT that address the need for action plans Employee Relations - Work with managers and employees (through focus groups) to identify and address root causes of workplace issues. Prioritize and address the immediate the needs then work toward sustainable solutions. Facilitate and coach on performance management . A ssist managers in the development of solutions through professional, cultural and personal development Repositioning HR – Lead, participate and remain. Focus on employee inclusion programs, as appropriate. .
Actively influence Brookhaven National Laboratory management in organization change process and opportunities to renew support of people engagement.
Maintain a strategic focus in the development of human resources approaches as it related to compensation, recruitment and retention and employee relations in concert with functional leadership.
Leveraging HR talent and knowledge base by ensuring proper and passionate investment in support of distribution objectives .
Partner with senior leadership by understanding the Brookhaven National Laboratory business and operational objectives including: HR transactional services offerings and capabilities
Management assessment, competitive workforce planning and competency modeling to facilitate decision making in terms of employee development and commitment to the Brookhaven National Laboratory business.
Take ownership for the organizing status and issues, assess situation and create change models for leadership review and consensus to help guide a variety of different approaches in an effort integrate the businesses. .
Consult on issues and assess HR activities as a collaborative work effort which identifies and supports the key differentiating competencies been Good - Better & Best practices.
Deliver, after partnership with stakeholders, the relevant HR programming which is linked to their functional business strategy
Function as a dispassionate “third party” when consulting managers engaged in conflict and problem resolution by advising both employees and managers on performance issues. Provide research abilities and analysis in order to then provide recommendations or innovative solutions, as appropriate. Confirm operational relevance and appropriateness of HR practices are fairly and consistently applied. Provide leadership, coaching and development of Team HR by creating internal communications ( face to face, group methods to engage employees in Town Hall meetings, intranet, web casts and Brookhaven National Laboratory leadership letters and employees’ newsletters and activities.
Work with Brookhaven National Laboratory leadership on enterprise initiatives that may require HR involvement.
“ Diagnosis and Testing” techniques in order to conduct organizational development reviews in terms of what the business requires VS how people are behaving and make recommendations on how best to structure in support of the business process by:
1.) Assessing operational plans (i.e. targets & goals) and current competencies – (i.e. People Planning)
2.) Assessing HR strategy and organizational requirements
- What is the mission? – i.e. Human Capital philosophy
3.) Assessing HR programs and functional activities
- Budget Planning – managing the HR “cost center”
- Headcount & Redundancy – manage staffing levels
4.) Audit Competencies
Behavior and communication relationships – How and Who speaks to Whom?
To what extent does line supervisors have the “right” and collective mindset in support of the business strategy?
5.) To what extent is the right organizational structure in place to improve work processes, to change, and to continuously learn in order to reach the desired state?
Hold each team member accountable - w hat are the behaviors changes / outcome needed?
How are results measured and tied-in to above average performance?
What are the Rewards and Recognition plans? Any non-monetary?
Assure people deliver on metrics and focus on the above average performance.
Share what it takes to be successful at Brookhaven National Laboratory
Building HR relations cross organizational lines with self directed teams by being the HR “ linking-pin” between strategy and implementation
Explain why and how HR can support the strategy
Show HR’s return on investment to the business – more than just the “soft-side” to drive cultural change.
HR ROI - Successful culture implementation is driven by:
Strategic focus and commitment
employee and operational process alignment
Balanced performance measurement system and rewards
Goals are critical rather than nice procedures to have in place.
Performance indicators (KPI) for people to measure progress.
People competencies and behavior necessary to achieve cultural change
Drive high performance culture and accountability
Talent & Retention as the “premier” driver to business success
Organizational Analysis – flexible and dynamic to operational needs
Design the transactional measurement
HR scorecard (leading, lagging, cost control and value creation measures)
Calculate the ROI of HR deliverables with high energy and sense of urgency
Drive HR systems, rewards and recognition, competencies development and structure so as to provide these deliverables.
11 Communicate how an employee’s job contributes to Brookhaven National Laboratory success and their personal gain and career growth.
Communicate a culture of accountability and that of a learning organization.
Resource Diagnostic and Testing Explain – the Why? Diagnosis: To what extent is each function characterized by the following: Score: Seldom = 1 to Often = 5 Control: Management controls key decision and processes on how work is done Commitment: employee have a passion and direction that commits them to working hard Innovation: employees are given challenging work that provides opportunities to learn new skills and learn and to do new things. Collaboration / Teamwork: Line management and employees work in teams to accomplish goals Culture: Clinton office work environment provides opportunity for celebration, fun, excitement, and openness and well being Compensation: employees share gains for work accomplished and Brookhaven National Laboratory success
Resource Diagnostic and Allocation Competence: employees have the skills in order to do their work well and know where to get help Concern for due process: each employee is treated with dignity and respect and differences are openly shared – professional maturity Technology: employees have access to and use of technology that makes their work easier – Emailing is a culture that supports the use of technology and communication - email kiosks. Communication: Employees enjoy open, candid, and frequent information sharing with management – Brookhaven National Laboratory leader s and VP HR are very visible. Score – Best in Class 48 - 50 Total Points
Motivation – Willingness to drive change without affecting morale and spirit or labor strife
Self management and drive
By measuring the following dimensions….
Measuring HR value and organization satisfaction Assess: HR Functional Assessment Diagnosis of Business Needs HR not involved in business issues - Focus on HR issues HR asked for advice on action planning, training in response to business need diagnosis - reactive HR involved in business planninpartner which is able to contribute and do progress tracking and provide feedback Medium Low High 1 2 3 4 5
Business Strategy HR not involved in business strategies or organization strategies HR learns the business objectives and organization strategies after they are decided HR asked to translate business objectives into organization objectives - strategies into actions HR asked to Leadership Team meetings to make presentations on HR but sporadically HR Junior Member of Management Team - only HR issues HR participate in business decisions and discuss business issues - HR a business partner Advisor in the Management Team Medium Low High 1 2 3 4 5 Medium Low High 1 2 3 4 5
Relations with Operations – Distribution – Logistics & Corporate HR responds to requests for help and support from line management. Manages difficult people issues and relationships managers do not want to deal with HR coaches management on difficult issues and proactively responds to requests for support and help HR prepares management to deal with most people issues - HR regarded as an important business function HR runs programs according to schedule decided by HR - Content also decided by HR HR runs development and training according to performance needs - Advises on performance management HR works on all aspects of performance management not just training - Supports management in their development skills Development and Performance Measures Medium Low High 1 2 3 4 5 Medium Low High 1 2 3 4 5
Organization Development Organization development plans made outside of HR Organization development plans developed with management - implementation advice given to management HR makes suggestions and takes action on organization development activities in order to achieve business goals Business Processes HR knows own process and gives process advice HR facilitates business process HR Co-leads business process Medium Low High 1 2 3 4 5 Medium Low High 1 2 3 4 5
Continuous Improvement Process (CIP) HR participates in Continuous Improvement activities HR trains and facilitates Continuous Improvement teams HR is the consultant of CIP - trains, teaches, facilitates management teams and other staff functions Other functions suspicious of HR - people do not trust HR - no open dialogue HR is trusted for advice - regarded as trustworthy in business issues
HR gives respected advice on business ethics
Driver of Change
Keeper of Culture
Integrity Medium Low High 1 2 3 4 5 Medium Low High 1 2 3 4 5
Commitment to Corporate Goals and Values HR follows rules is the policy police HR explains and manages policies to the needs of business HR develops policy that contribute and supports the development of business HR Policies and Practices HR separate from business objectives and values - HR isolated HR knows objectives and values - tries to work in line with management HR involved with creating the business objectives - measures goals and communicates values Medium Low High 1 2 3 4 5 Medium Low High 1 2 3 4 5
Influence HR has no influence HR involved in social, bar-room, conversations and backroom “deals” HR involved in strategic “Away-Days” as critical contributor - Leader listens to HR HR not asked for advice before organization changes are made HR asked for comments on implications of proposed people changes HR asked for advice on how to change the organization to gain business benefit - before decisions are made Practical Business Expertise Medium Low High 1 2 3 4 5 Medium Low High 1 2 3 4 5
Business Behavior HR not really a business function - HR activity only involved in personnel administration HR participates in business but on HR issues only - often seen as a barrier to change or sees problems negative HR positive contributor to business issues - always creative and supportive of culture - managers seek out HR advice on change and improvement HR only administrative - always behind on administration work 1 2 3 4 5 HR administrative up to date - meets expectations HR benchmark for efficient, unobtrusive administration Best in Class and a Center of Excellence Excellence in HR Administration Medium Low High 1 2 3 4 5 Medium Low High
Developing the HR Action Plan – Six Months to a Year
Interview Brookhaven National Laboratory leadership – What is HR delivering for you or NOT?
Interview with HR staff and provide feedback and perceptions
Review HR Systems and Processes - what needs “fixing?”
Determine HR organization effectiveness and structure
Set priorities for HR staff – develop metrics
Evaluate primary reasons why employees look for other opportunities:
Lack of job challenge or opportunity for personal growth (25%);
Limited advancement opportunities (23%);
Compensation & Benefits (20%);
Poor company culture (19%)
Boss not a good match (13%)
Alignment: define to what extent current HR organization is able to accomplish goals
Develop HR Plan to the business strategy and secure leadership commitment
Focus on employee and stakeholder driven action
Determine resources availability and responsiveness
Evaluate results of HR deliverables
Follow up and monitor progress – report to leadership on results
Secure clear understanding of HR expectations and deliverables needed in terms of the overall business
Develop HR practices, polices and procedures and systems applications.
Implement communication platform and secure grounding needed by conducting management, staff and employee meetings/presentations
1.) Identify pervasive HR plans that cut across organization and support the business (i.e. review HR applications).
2.) Organizational Savvy
Transactional focus – keep eye on process improvements
Secure a sense for people, structure and HR organization impact on employees
Develop comprehensive knowledge of the variety of business functions and understand functional accountability, behavior and specific functional Clinton Brookhaven National Laboratory businesses.
Show sense of urgency and accelerate learning in order to establish personal credibility
Develop the HR plan that includes a balanced approach to human resources and transactional administration, program development, and recruiting
What is essential for HR Director’s credibility and how to ensure Team HR is “visible” and has organization presence?
Team HR to make recommendations that address people policies and procedures, organization structure, transitions phasing and mapping of HR plans.
People Planning Teams could be instituted with representation from the various functional stakeholders to address people and organizational issues.
Communicate openly and forthright on HR plans without being defensive and being transparent and open to feedback on HR deficiencies and implement best practice approach and create practical solutions
Advice and Counsel – Active listening
Create awareness about the consequences of individual actions and highlight opportunities for development.
Stress a hands-on approach (People Specialists) and attention to detail and to work in a consultative manner with employee workforce.
HR Accountability – the value that drives strategy
What gets measured gets done
Activity Deliverable Outcome HR Leader Business Partner Structure Coaching & Mentoring Facilitation HR DELIVERABLES AND ACTIVITIES Efficient processes and Assessments Provide HR solutions Aligning HR and Business strategy Executing HR strategy Being an effective business partner Organizational diagnosis Roles & Responsibilities Cross functional efficiency Efficient organization & Administrative Efficiency Listening and responding to needs, providing resources And counsel Increase commitment and competencies Being an Operations enabler and employee champion Facilitate Business Processes Creating a cross functional organisation - Process facilitator