Being a Strategic Partner
Silvia Johnson

Human Resource as a Strategic Partner
 Not a new concept
 CEO’s through line managers agree
CEO s
 As the bar raises for companies it raises for HR
 Outsourcing will push strategic partnership further
 It’s about being part of the business not just a business
partner
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Being a Strategic Partner
 4 main areas of focus for being a strategic partner
 Confidence in abilities with a plan for areas of gap
 Knowing the business
 Accurately assessing the business based on relevant data
 Influencing change based on assessment
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Confidence in Skills
 Is both confidence in yourself and others having
confidence in you.
 Focus on first building your own confidence by
acknowledging your strengths
 Spend time determining areas of development
 Establish both short and long term strategies for areas of
development (partner, read books, training, etc.)
 Inspire confidence in your skills by:
 Executing on quick wins
E k
 Build and maintain rapport
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Knowing the Business
 Understand the basics of how a business is run
 Financial
 Business models
 General business strategies
 Take time to learn the ins and outs of your business
 End to end financial strategy
 Business model and why it’s in place
 Short and long term business strategies
 Leadership needs (short and long)
 Business cycle
 Competitors (existing and emerging)
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Assess the Business
 Consider the following questions as you assess the
organization:
 What type of data do you need to accurately make an
assessment?
 Where will you get the data to ensure it gives you the whole
picture?
 What is your organizational point of view based on the
assessment?
 Have you applied a systems thinking approach to ensure you
k d ti th t ill h
make recommendations that will have the bi
th biggest i
t impact?
t?
 What do you recommend based on your assessment (have 2
to 3 strategies in mind)
g )
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Influence Change
 Ability to build a compelling story and need for change is
essential
 Consider what information you will be sharing and who
your audience will be
 Negotiate commitments, key milestones and owners
 Once a plan is in place, execution is essential
 Hold yourself and others accountable
 Make course corrections as necessary
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Are You a Strategic Partner?
 On a scale from 1 to 10, how strong of a strategic
partner are you?
p y
 1 - not at all
2
3
4
5
6
7
8
9
 10 – definitely a strategic partner
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Are You a Strategic Partner
 If you are not a 10, what areas do you need to focus on?
List them here:
1. ___________________________________
2. ___________________________________
3. ___________________________________
4. ___________________________________
5. ___________________________________
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Are You a Strategic Partner?
 Of the areas you need to work on, pick one that you will
focus on first. Capture it here as a goal:
 ____________________________________
 What will your top 3 to 5 actions be towards
y p
strengthening this area? List them here and include dates
for completion:
 _____________________________________
 _____________________________________
 _____________________________________
 _____________________________________
 _____________________________________
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Your Commitment
 Take a moment to acknowledge your commitment
towards becoming a stronger strategic business partner
 Implement your actions and hold yourself accountable
 If you want to spend more time focusing on this very
y p g y
important aspect of your career you have many options
 Work with your manager to create a development plan
 Read books, articles, newsletters to keep up to speed
 Training or coaching program
 Hire a coach
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Learn More
 To learn more about Silvia Johnson and her innovative
new approach in developing human resource
professionals please see:
 HR Coaching Program page:
http://www.insightscc.com/HR_Coaching_Program.pdf
 Contact her today for more information at:
408-879-9431
silvia@insightscc.com
http://www.insightscc.com
12 © Silvia Johnson Nov-08