Your SlideShare is downloading. ×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Colorado presentation 1 20 12

753

Published on

A presentation to senior HR leaders at the Colorado Human Resources Association Conference, 1/20/12 in Denver.

A presentation to senior HR leaders at the Colorado Human Resources Association Conference, 1/20/12 in Denver.

Published in: Business, Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
753
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
5
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. StrategicCompetencies for theHR Leader: fromGeneralist toBusiness PartnerReturn on Involvement™
  • 2. Trends that matter Shifting work environments Leadership in flux Changing leadership priorities Collaboration in many forms Virtual work exploding Global resources constrained What’s happening inside your organization that is creating the need for HR Business Partners? © Interaction Associates Inc. 2
  • 3. At your tables, discuss What is happening inside your organizations that creating the need for HR Business Partners? Be prepared to list your top 2 © Interaction Associates Inc. 3
  • 4. Forces for and Against the Transformation: Increased HR generalist skill and Business leaders’ lack of interest in working strategically understanding of or interest in HR in with leaders this role. Increased evidence that it works Generalist responsibilities not reduced Increased data that employee engagement is directly related to Assumption that all HR business success; HR professionals professionals can make the shift acknowledged as experts What’s the strategy for ROI? © Interaction Associates Inc. 4
  • 5. How can you be strategic around engagement? © Interaction Associates Inc. 5
  • 6. Focus on Return on Involvement Engaged employees care about their work. Involved employees share responsibility for results. We care We’re in the game We deliver What does ROI look like? © Interaction Associates Inc. 6
  • 7. You get strong ROI when: Your people are aligned around Leaders engage people in decisions strategy and vision. that affect them. Business units collaborate well to Collaboration accelerates execution. drive results. The organization navigates change Successes are sustainable and successfully. repeatable. You have a strong bench – you attract and keep the best talent. What’s the strategy for ROI? © Interaction Associates Inc. 7
  • 8. HR Business Partners supportleaders to reflect a common wayof . . . being ………………… LEADERSHIP CULTURE thinking ………………… MODELS communicating …… LANGUAGE doing …………………… METHODS © Interaction Associates Inc. 8
  • 9. At your tables, discuss What are the current forces for and against the transformation from Generalist to business Partner? Be prepared to list your top 2 forces for and forces against © Interaction Associates Inc. 9
  • 10. HR Business Partners COLLABORATIVE ROI Return on Involvement SELF-AWARE STRATEGIC © Interaction Associates Inc. 10
  • 11. HR Business Partners: Key Competencies Diagnosing Facilitating Group Situations and Process Designing Interventions COLLABORATIVE Coaching Building Business Partnerships SELF STRATEGIC AWARE Personal and Interpersonal Business Acumen Competence and and Strategic Self Awareness Thinking Leading Change © Interaction Associates Inc. 11
  • 12. Sample Client Engagements: Fidelity Investments Curtiss Wright Boston Scientific What’s the strategy for ROI? © Interaction Associates Inc. 12
  • 13. Sometimes it is more effective to ask a good question than to make an advocacy. The following questions can help promote aINQUIRY TO SUPPORT strategic dialogue during meetings with yourSTRATEGIC THINKING leaders.DOMAIN SKILLS EXAMPLESee Perceiving What are you sensing or feeling about this issue? Scanning What other information is pertinent to the task at hand? Tracking How has this phenomenon (e.g. behavior, dynamic, impact) developed or unfolded over time? Envisioning What do you imagine is happening? What do you imagine for the future?Connect Patterning What overarching pattern or theme might best describe what is going on here? Hypothesis What conclusions are starting to emerge from this data? Creation Multivariate How do all these different elements interrelate? Analysis What appears to be the primary variable? Ideation What are the different ways we might think about or address this issue?Focus Delineating What is and is not part of this issue (question, problem, challenge, or decision)? Framing How might we define the issue at hand (question, problem, challenge, or decision)? Calibrating How large is this issue for us? How does it compare to other issues in which we might invest our time? Reframing What might be another way of looking at this issue?Test Examining What data supports your thinking? What is known and what is conjecture? Forecasting What do you envision happening? Evaluating What are the strengths and weaknesses of each approach (e.g. hypothesis, suggestion, or advocacy)? © Interaction Associates Inc. 13
  • 14. Your Questions What Questions Do You Have? ELP FY2011
  • 15. © Interaction Associates Inc. 15
  • 16. Sometimes it is more effective to ask a good question than to make an advocacy. The following questions can help promote aINQUIRY TO SUPPORT strategic dialogue during meetings with yourSTRATEGIC THINKING leaders.DOMAIN SKILLS EXAMPLESee Perceiving What are you sensing or feeling about this issue? Scanning What other information is pertinent to the task at hand? Tracking How has this phenomenon (e.g. behavior, dynamic, impact) developed or unfolded over time? Envisioning What do you imagine is happening? What do you imagine for the future?Connect Patterning What overarching pattern or theme might best describe what is going on here? Hypothesis What conclusions are starting to emerge from this data? Creation Multivariate How do all these different elements interrelate? Analysis What appears to be the primary variable? Ideation What are the different ways we might think about or address this issue?Focus Delineating What is and is not part of this issue (question, problem, challenge, or decision)? Framing How might we define the issue at hand (question, problem, challenge, or decision)? Calibrating How large is this issue for us? How does it compare to other issues in which we might invest our time? Reframing What might be another way of looking at this issue?Test Examining What data supports your thinking? What is known and what is conjecture? Forecasting What do you envision happening? Evaluating What are the strengths and weaknesses of each approach (e.g. hypothesis, suggestion, or advocacy)? © Interaction Associates Inc. 1
  • 17. Interaction Associates’ Critical Capabilities for HR Business Partners Business Acumen & Building Diagnosing & Facilitating Group Process Coaching Leading Change Personal and Interpersonal Strategic Thinking Business Designing Competence and Self Partnerships Interventions AwarenessLevel • Scan situations for pertinent,  • Provide productive  • Help partners articulate the  • Build common understanding and  • Identify coaching  • Make a compelling case for change in the  • Inquire and advocate effectively   critical information  feedback to clients  organizational context and goals  agreements based on full participation and  opportunities  organization   1 around situations and  informed discussion.  • Initiate difficult conversations with partners  • Organize information; categorize  •  Conduct explicit  communicate the “big picture”  • Create and articulate the  • Coach leaders through the design and  and colleagues  and “bucket” information  conversations with  • Intervene in situations to minimize the  desired outcome of the  implementation of change efforts  partners about  • Guide conversations to move  impact of disruptive behavior while  overall process  • Find common ground and get cooperation  • Create robust hypotheses and  expectations  beyond symptoms to root  maintaining maximize engagement.  • Communicate the “big picture”  with minimum dispute.  conclusions  causes  • Work with coachee to set  surrounding a change effort  • Make clear agreements  • Design group meetings that expedite the  realistic/measurable goals  • Apply  tools and guidelines for holding  • Describe conclusions in a way  about how you will  • Apply analysis tools to discover  intervention process and lead to specific  and implementation plan   • Conduct an effective stakeholder analysis  productive conversations, particularly in  that gets shared understanding  work together  the root causes of problem  results   dealing with challenging, threatening issues  & support  • Work through a Strategic  • Develop an effective pathway for  • Arrange to get explicit  • Use a systemic framework to  • Guide groups through conflict and  Coaching Process to ensure  designing change  • Give and receive individual and group  • Conduct effective multivariate  feedback from clients.   guide questions for data  differences of opinion to agreements.   clear processes and  feedback in a way that builds trust and  analysis  • Help others understand change and work  enhances performance  gathering and diagnosis  View conflict as opportunity; assess  outcomes  • Craft agreements that  situations quickly; builds difficult  their way through the phases of change  • Project the impact/subsequent  lead to early buy‐in and  • Map out projects with clarity  • Give and receive feedback in  (personal as well as professional)   • Practice attentive and active listening; hear  agreements and settles disputes equitably  consequences of actions  commitment to  around goals, milestones,  a way that builds trust and  people out; can accurately restate the  • Lead the process of creating a detailed  opinions of others even during disagreement.  implementation    deliverables, activities and  • Find common ground and solve problems  enhances performance.  • Quickly sense what will help or  roadmap to implement the change  appropriate stakeholder  for the good of all; can represent his/her  hinder achieving a goal, create  •  Present the truth in an appropriately, keeps  involvement  own interests and yet be fair to other  • Conduct effective stakeholder analyses to  focus.  confidences; admits mistakes; doesnt  groups.  engage key leaders and secure long‐term  misrepresent self for personal gain.    buy in toward implementation   • Use Team Agreement Model to integrate    many team member proposals. Level • Make decisions in a timely  • Present to executives  • Accurately scope out length and  • Use flexible processes; listen and check  • Demonstrate effective  • Obtain resources (people, funding,  • Diagnose the role that HR plays in  manner, sometimes with  without nervousness;  difficulty of tasks and projects;  before acting; seek to understand the  inquiry in difficult listening  material, support) to get things done; can  inadvertently contributing to intended or  2 incomplete information, under  anticipates how senior  set objectives and goals; break  people and the data before making  situations  orchestrate multiple activities at once to  unintended consequences with business  tight deadlines and pressure  managers think and  down work into the process  judgments and acting;    accomplish a goal  leaders  work.   Design  steps; develop schedules and  •  Coach partner about  • Decide and act without having  approaches likely to be  task/people assignments;  • Create strong morale and spirit in difficult  strategic thinking and  • Communicate a shared, compelling and  •  Pick up on the need to change personal and  the total picture, handle risk and  seen as impactful.  anticipate and adjust for  situations.   conclusions.  inspired vision or sense of core purpose    interpersonal behavior quickly; watch others  uncertainty.  problems and roadblocks  for their reactions  and adjusts;   • Provide feedback to  • Foster open dialogue, lets people be  • Advocate point of view about  • Deliver formal, executive business  • Use knowledge of the market,  executives and teams in  • Develop a detailed “roadmap”  responsible for their work, create a feeling  business strategies  presentations settings with controversial  • Seek feedback; is sensitive to changing  customers, and competitors to  difficult situations.  for implementing complex  of belonging in the team.   topics‐‐ manage group process during the  personal demands and requirements and  provide guidance in decision  • Analyze your own patterns  presentation and change approach  changes accordingly.  projects, clearly depicting  making.  • Negotiate skillfully in  • Identify broadest view of an  (and the patterns of others)  midstream when something isnt  stakeholder involvement  tough situations, settle  issue/challenge; describes future scenarios  in intervening and designing  working.  • Doesnt hold back, provides current, direct,  throughout the process  • Use research/data to develop  differences of opinion,  and discuss multiple aspects and impacts of  alternatives that lead to the  complete, and "actionable" positive and  detailed understanding of  win concessions  • Assign responsibility for  issues.  achievement of intentions  • Design a complex change process that:  corrective feedback to others; lets people  customer needs.  without damaging  deliverables and decisions; set  and goals   describes the final goals, structure a  know where they stand  • Take unpopular stands if necessary;  collaborative stakeholder process with  relationships;   clear objectives and measures;  • See ahead clearly, anticipate  encourage direct and tough debate   clear milestones and decision making.  • Step up to people problems or situation  monitor progress, and results;  future consequences and trends   • Demonstrate range of  quickly and directly; is not afraid to take  design feedback loops into    communicating from  negative action when necessary  • Create competitive and  work.  direct and forceful to    breakthrough strategies and    diplomatic.    plans    • Understand P&L’s and balance  sheets  • Develop a growth strategy, list  hinge factors and complete  pitfall analysis © Interaction Associates, Inc.

×