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The Skills it Takes to Elevate HR



The role of the HR leader is constantly evolving. In order to stay at the forefront of that evolution, it is critical that the CHRO understand how to speak the language of the business and act as a ...

The role of the HR leader is constantly evolving. In order to stay at the forefront of that evolution, it is critical that the CHRO understand how to speak the language of the business and act as a true strategic partner to the C-suite, board of directors and stakeholders. Furthermore, they should be prepared to teach their HR teams how to do the same. Having the right business acumen allows the HR leaders the ability to create change and contribute to the future success of the organization. In this session, Ian Ziskin, President of EXec EXcel Group LLC and former CHRO of Northrop Grumman, highlights how an HR leader can work to elevate his or her skill set in order to make a lasting impact on the business.



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The Skills it Takes to Elevate HR Presentation Transcript

  • 1. Workplace-ShiftingTrendsHR DevelopmentNeedsFuture of HRThe Skills it Takes to Elevate HRPresented by Ian ZiskinMay 2013Discussion
  • 2. Workplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR DiscussionWorkplace-Shifting Trends
  • 3. GlobalizationOrganizational TrendsEmployee Trends Organizational complexity Hyper-connected Scalability Social business leadership trust gap Project economy Talent pressures Need for autonomy, mastery and purpose No longer expect employment for life Work-life integration Easy, self-serve; consumerization of IT Collaborative environmentKey work, workplace, and workforce trends3Workplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR Discussion
  • 4. Higher expectations of employees:Autonomy, Purpose, and MasteryOne of the top three reasons people leave organizations is thelack of challenging and meaningful development opportunities.(HCI, 2011)Source: Gallup8%17%20%2%31%22%Flexibility/schedulingManagement/general workenvironmentPay/benefitsCareeradvancement/promotional opportunitiesLack offit to jobJob security4Workplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR Discussion
  • 5. From a boss1. Will help me navigate my career path2. Will give me straight feedback3. Will mentor and coach me4. Will sponsor me for formal development programs5. Is comfortable with flexible schedulesFrom their next organization1. Will develop my skills for the future2. Has strong values3. Offers customizable options in my benefits andreward package4. Allows me to blend work with the rest of my life5. Offers a clear career pathMillennials will be the majority of ourworkforce - So what matters to them?5Workplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR Discussion
  • 6. Focus on the employee6Workplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR Discussion
  • 7. Workplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR DiscussionHR Development Needs
  • 8. 8What HR Leaders Do Gap Solid StrengthHuman Capital StrategyLeadership & Talent DevelopmentChange LeadershipAdvice & PartnershipDriving PerformanceBoard RelationshipsHR ExcellenceFuture of HRHR leadership development checklistWorkplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR Discussion
  • 9. 9HR leader development• Understanding the HR leader role• Integrating human capital strategy• Being a business partner/advisor• Developing talent• Driving performance• Building HR excellence• Other…• Start-up• Turn-around/fix-it• High growth• MA&D• Crossbusiness/function/industr• Reorganization• Global• New boss• New leadership• Other…• Board of Directors• CEO• Senior leadership team• HR leadership team• Leaders & high potentials• Workforce• Professional associations• Community & media• Other…©2011 Exec Excel Group LLC©2011 University of Southern CaliforniaWorkplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR Discussion
  • 10. Human Capital Strategy Framework• Do we have theright talent?• Can we acquireand retainthem?• Are theyengaged?• Have we identifiedour key leaders?• Do they know ourexpectations?• Are we assessing anddeveloping them tomeet theseexpectations?• Do we knowwhat drivesperformance inthis business?• Do we measureand reward keyperformanceaccountabilities?• Do we have anHR function thatis capable ofdelivering on theHuman CapitalStrategy?• Do we have theorganization design,systems, processesand policies thatreinforceobjectives?Identify 2-3 actions10Workplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR Discussion
  • 11. 11The Talenterprise™Processes• Assignments/Moves• Succession Planning• Leaders TeachingLeaders• Corporate Assets• Diversity & InclusionTools• Competency Models• 360 Feedback• Coaching/Mentoring• SignatureDevelopmentProgram(s)• SegmentationCulture• Clear ExpectationsAbout Behavior &Results• Leaders Know theTalent• Candid Feedback• AccountabilityIncludesDiscipline/Removal• Leaders are TalentAgentsWorkplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR Discussion
  • 12. 12Lessons learned about gapsExecutive Compensation & TalentBoard of DirectorsCEO/Senior Leader “Coaching”Courage/PushbackExternal PerspectiveWorkplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR Discussion
  • 13. Workplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR DiscussionFuture of HR
  • 14. 141. What are the “black holes” in HR – thingswe’ve been talking about for years, but neverseem to resolve?”2. Where are the “white spaces” in HR – thingswe’ve yet to talk about or address, but wouldmake a big difference?Workplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR Discussion
  • 15. The Future of HRHero leadership Collective leadershipFatigue SustainabilitySameness SegmentationIntellectual property Agile co-creativityPersuasion EducationEmployment valuepropositionPersonal valueproposition15Workplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR Discussion
  • 16. “…but, “Only 6% of HRorganizations reported beinginvolved in the creation ofstrategic sustainabilityprograms.” – SHRM“57% of respondents saytheir companies haveintegrated sustainabilityinto strategic planning.”– McKinsey“If Facebook usersconstituted a country, theywould be the world’s 3rdlargest, behind China andIndia.”– (Source Unknown)“65% of American adultssleep with their cellphones.”– (Source Unknown)“Netflix paid out a $1 millionprize to a team of outsideresearchers who developed amovie recommendationalgorithm.”- (Source Unknown)“Only 6% of employeesagreed that theircompany’s humanresources practices werehighly relevant to them.”– Accenture“40% of profits of firmsthat comprise the S&P 500Index are from overseas”– US News (2011)“By 2025, 75% of theworkforce will be GenY, vs. only 7% today.”– Professors Alec Levenson andGeorge Benson“By 2015, more than 60%of organizations thatmanage innovationprocesses will gamifythose processes” – Gartner, Inc.“Big Data is expected togenerate $3.7 trillion inproducts and services, andgenerate 4.4 million newjobs by 2015”– Gartner, Inc.The Future of HR: A Deeper DiveOpenInnovation16Workplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR Discussion
  • 17. 17Implications for HR leadersReaching Out…Infuse Talent from Outside HRVenturing Out…Influence Beyond Function, Company, andGeographic BoundariesSeeking Out…Find and Surface Unpopular TruthsBreaking Out…Lead Transformational Change and ActionsWorkplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR Discussion
  • 18. DiscussionDiscussionWorkplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR
  • 19. What one HR-related trend represents thebiggest enabler or obstacle to yourorganization’s global business performance?What one HR-related action would make thebiggest difference in improving yourorganization’s global business performance?Discussion19Workplace-ShiftingTrendsHR DevelopmentNeedsFuture of HR
  • 20. Thank youStay in touchIan ZiskinEmail: iziskin@exexgroup.comTwitter: @IanZiskin