Strategic HR

Strategic Human Resources Transforming HR from a staff function to a strategic business partnership SBP

Introduction

Course Facilitator

Course Objectives

Your Objectives

Course Schedule

Ground Rules

Materials/Environment

Any Questions?

Course Facilitator Tony Osime Name Facilitation Specialty Finance Experience BSc. Economics Education Nigeria Based In

Course Objectives

Share Knowledge

Share Experience

Raise Issues

Topic

Strategic HR

Theme

Transformation

Your Objectives

Special Challenges

Special Contributions

Special Interests

Course Schedule

Start

Close

Breaks

Sessions

Topics

Exercises

Ground Rules

Participation

Interaction

Confidentiality

Mobile Phones

Questions

Have Fun!

Materials/Environment

Course Manual

Lighting

View

Sound

Temperature

Distractions

Facilities

Safety

Questions?

Topics

HR Framework for Today

Business Success

The HR Function

The SBP Framework

Building Client Partnerships

Access

Credibility

Trust

Strategic HR Techniques

Understanding Strategic Opportunities

Reframe Requests

Proactive Identification

Kick Off

Tools

Conclusion

Topic 1

Business Success

The HR Function

The SBP Framework

Access

Credibility

Trust

Reframe Requests

Kick Off

Tools

Conclusion

The Challenge Why We Hate HR “ In a knowledge economy, companies with the best talent win. And finding, nurturing, and developing that talent should be one of the most important tasks in a corporation. So why does human resources do such a bad job -- and how can we fix it?” Keith H. Hammonds

Business Success Yesterday Today Tomorrow

The HR Function Yesterday Today Tomorrow

A SBP Framework

Three Kinds of work

The Need Hierarchy

Translating Business Needs into Human Performance Requirements

Identifying the true client

Four SBP Concepts

Three Kinds Of HR Work

Administrative Work

Benefits single individuals

Requires providing information or guidance to the individual

Requests to counsel a supervisor

Requests to fill an open position

Transactional Activity

Three Kinds Of HR Work

Benefits work groups

Requires design/delivery of solutions

Training  Organizational redesign

Recruitment  Compensation

Resource intensive

Offered within a strategic initiative or as a stand-alone event or program

Tactical Activity

Three Kinds Of HR Work Strategic Activity

Benefits the

Unit

Department

Entire enterprise

Moves the business into a favorable position

Long term in scope

Requires multiple solutions

Supported by SBPs

✔ ✔ ✔

Transforming HR 1) Transactional 2) Tactical 3) Strategic Going up! Holy Grail

A SBP Framework

Three Kinds of work

The Need Hierarchy

Four SBP Concepts

The Need Hierarchy Business Needs Performance Needs Work Environment & Capability Needs

A SBP Framework

Three Kinds of work

The Need Hierarchy

Four SBP Concepts

Asking the “Right” question “Right” Asking the right question uncovers the hidden part of the iceberg Strategic Opportunities

‘Should’ ‘Is’ ‘Cause’ What is the desired state? What is the current state? What is the root cause? Should Is Cause Types of Questions

The G A P S Model Select the right SOLUTIONS Pin down the CAUSES Analyze the IS Go for the SHOULD

A SBP Framework

Three Kinds of work

The Need Hierarchy

Four SBP Concepts

Identifying the true client Accountable for achieving business results Authority or power to get things done In the chain of command of staff involved in the change

A SBP Framework

Three Kinds of work

The Need Hierarchy

Four SBP Concepts

Framework for The New HR From a staff function to a strategic business partnership

Framework For The New HR The SBP Model A ccess C redibility T rust Build Client Partnerships

Identify & Partner to support strategic projects

Reframe requests

Identify opportunities

Implement Strategic Projects

Influence Business Strategies & Direction

Formulate Business Plans

Integrate HR Strategic Plan

Implement People Initiatives

Strategic Business Partners

Partner with leaders

… to define & implement people initiatives

… for strategic success

Topic 2

Business Success

The HR Function

The SBP Framework

Access

Credibility

Trust

Reframe Requests

Kick Off

Tools

Conclusion

Building Client Partnerships A ccess C redibility T rust Build Client Partnerships Identify & Partner to support strategic projects Influence Business Strategies & Direction

Gaining Access To Clients “ If senior management sees me only when there is a problem, that is how they will think of me” Strategic Business Partner

Gaining Credibility & Trust “ Credibility and trust are gained the old fashioned way…you earn them!”

Definition – Credibility Credibility “ the confidence others have in your ability to deliver results”

Definition – Trust Trust “ the confidence others have in your integrity & reliability”

Solutions v Results Solution Results v Understanding the difference

Developing Credibility Business Requirements & Strategies HR Technology, Processes, Solutions

SBP as Integrator Linkage Business requirements & strategies of the organization HR technology, processes & solutions

Business Knowledge Successful SBP’s think like a business person Balance Organization Industry

What SBP’s Need to Know

The Business Model

Operational Metrics

Balance Sheet

Strategic Plan

Core Processes

Values & Culture

Customer Profile

Competitors

The Market Place

Key Players

Differentiators

Industry Forces

Compliance

Market Segments

Global Factors

Organization Industry

How to gain Business Knowledge

Rotate into a line position

Subscribe to industry journals

Use the internet

Attend meetings by leaders

Arrange “shadow sessions”

Read reports

Volunteer for task forces

Talk to consultants

HR Knowledge I

Talent recruitment

Selection

Development & Retention

Career Management

Succession Planning

Compensation

Working Knowledge Foundational Competence

HR Knowledge II

Change Management

Consulting Model & Skills

eHR Systems

Human Performance Technology (HPT)

Organizational Development

Understand Principles Second Level Competence

How to gain HR Knowledge

Professional associations

Job exposure

The internet

Read books

Apply Business & HR Knowledge

Deliver on commitments

State the financial business case

Connect all dots

Transcend the HR perspective

Share accountability for results

Be objective in discussions

Challenge inappropriate actions

“ Underpromise” & “Overdeliver”

Deliver on time & under budget

Developing Trust

Maintain confidences

Honor commitments

Match words to actions

Act to support organization values

Be a straight shooter

Be a sounding board – listen deeply

Share opinions & perspectives

Keep focus on the big picture

Accept accountability

Avoid blaming others

Summary

Work to earn your credibility the hard way

Build & balance knowledge of HR Systems with knowledge of the business

Earn trust with every interaction

Focus on results not just solutions

Focus on the people & A-C-T – Access – Credibility – Trust

Topic 3

Business Success

The HR Function

The SBP Framework

Access

Credibility

Trust

Reframe Requests

Kick Off

Tools

Conclusion

Identifying Strategic Opportunities A ccess C redibility T rust Build Client Partnerships Identify & Partner to support strategic projects Influence Business Strategies & Direction

The Logic Used To Identify Strategic Opportunities “ We influence more by what we ask than what we tell” Jim & Dana Robinson

Asking the “Right” question “Right” Asking the right question uncovers the hidden part of the iceberg Strategic Opportunities

The G A P S Model Select the right SOLUTIONS Pin down the CAUSES Analyze the IS Go for the SHOULD

Gaps! Map Business SHOULD Performance SHOULD Business IS Performance IS Factors External To Organization Factors Internal To Organization Factors Internal To Individuals (Work Environment Needs) Capability Needs Go for the SHOULD G Analyze the IS A Pin Down the CAUSES P Select the right SOLUTIONS S Business Need: _______________ Employee Group: _______________ Outside the business unit Within the business unit

Business Success

The HR Function

The SBP Framework

Access

Credibility

Trust

Reframe Requests

Proactive identification

Kick Off

Tools

Conclusion

Reframe Requests to Identify Strategic Opportunities Sir Francis Bacon “ A Prudent question is one - half of wisdom”

Reframe Requests to Identify Strategic Opportunities Reframe to view problems from a different point of view

Solutions v Results Team Building Resolving Team conflicts v Solution Results v

Qualifying Criteria

Multiple business needs

One or more employee groups

Direct access to client

Shared accountability

Time & access to key staff

Strategic Opportunity?

Preparing for a Reframing Meeting 1) Develop a GAPS! map 2) Prepare questions 3) Prepare opening question

Core Behaviors

Restate & summarize – Connect the dots

Deep drill key issues

Cash in on what is unknown

Push back when the client’s solution is inappropriate

During the meeting…

Summary

Reframe HR requests to spot strategic opportunities

Plan the meeting – be ready to deep drill

Strategic solutions build credibility & trust

Reframing will eliminate some requests

Business Success

The HR Function

The SBP Framework

Access

Credibility

Trust

Reframe Requests

Kick Off

Tools

Conclusion

Proactively Identify Strategic Opportunities

Definition – Proactive … Creating or controlling a situation by taking the initiative.

Proactive Conversation The direction of a proactive conversation Business Needs Performance Needs Work Environment & Capability Needs

The best time to join? The earlier you join a project the more options you have for influencing its direction

How to identify Strategic opportunities Industry Knowledge Company Knowledge Trends Gaps Strategic Opportunities Links Links Links Links

Forward Articles Follow up with a meeting

Schedule Meetings

Planned quarterly meetings

Simple format

Retreat format

Deepen knowledge

Identify strategic opportunities

Deepen partnership

Preparing for a proactive conversation – Information

Organization Chart

Current Business Plan

Demographic Information

Products & Services

Customers

Competitors

Industry Restructuring

Operational Metrics

Key Events

List Of Suggestions

Preparing for a proactive conversation – Opening

Purpose of meeting

Benefits to client

Benefits to you

Agenda

Confirm time

Confirm business goals

Proactive Conversations Activities Outcomes Focus On Outcomes Not Activities

Proactive Conversations Suppose that happens, how would you know you have succeeded? I would know when….

Summary

Proactively identifying strategic opportunities is a critical skill

Plan for and structure proactive discussions

Focus first on business goals then work down to specific interventions

Business Success

The HR Function

The SBP Framework

Access

Credibility

Trust

Reframe Requests

Kick Off

Tools

Conclusion

Kick-Off: When the client says yes Sun Tzu (500 B.C.) “ Opportunities multiply as they are seized”

Respond Quickly

Gather data

Select best solutions

Implement them

Measure results

Data & Best Solution

Performance Model

Competency Model

Process Model

Gap Analysis

Cause Analysis

90% of assessments can be made with one of these 5 models

Choose a good model

Performance Model Information Provided Questions Answered Applications Focus Describes performance as it should be to achieve business goals A specific job or role What must employees do more, better, or differently

Job orientation

Role clarity

Performance Standards

Coach incumbents

Compensation systems

Competency Model Information Provided Questions Answered Applications Focus Describes Skill, knowledge & attributes A category of employees What Skill, knowledge & attributes do staff need?

Recruitment / Selection

360 ° feedback

Succession planning

Career planning

Coach incumbents

Performance management

Compensation systems

Process Model Information Provided Questions Answered Applications Focus Describes the workflow required to accomplish results A category of employees What is the optimal flow of steps to achieve a goal?

Redesign workflow

Establish output goals

Establish input requirements

Determine work environment requirements

Determine staffing requirements

Gap Analysis Information Provided Questions Answered Applications Focus Describes current employee performance compared to SHOULD performance. Identify strengths & gaps What practices are & are not being used?

Identify practices that must change

Identify practices to reinforce

Identify areas to focus on

Identify competencies to enhance

Prioritize where to start work

Cause Analysis Information Provided Questions Answered Applications Focus Factors within the organization & within the employees Identify strengths & gaps What practices are & are not being used?

Identify practices that must change

Identify practices to reinforce

Identify areas to focus on

Identify competencies to enhance

Prioritize where to start work

Implementation Tool – GRIP Goals Resources, Roles & Decisions Interpersonal Relations Processes 12) Work & communication processes are optimized? 11) Processes are modeled and rehearsed first? 10) Work is organized to accomplish the goals? P 9) Needs of everyone has been met? 8) Conflict approached openly and constructively? 7) Trust & openness in communication and relationships? I 6) Decisions are based on expertise? 5) Everyone knows their roles? 4) Resources are sufficient and they are used optimally? R 3) Leadership towards goals is shared? 2) Goals are understood and committed to by all? 1) Goals are specific outcomes not activities? G GRIP – G oals, R esources/Roles/Decisions, I nterpersonal Relations, P rocesses

Topic 4

Business Success

The HR Function

The SBP Framework

Access

Credibility

Trust

Reframe Requests

Kick Off

Tools

Conclusion

4 Tools

Gaps Map

Helicopter Thinking

Five Whys

Five Hows

Influence Diagram

Financial Business Case

Gaps! Map Business SHOULD Performance SHOULD Business IS Performance IS Factors External To Organization Factors Internal To Organization Factors Internal To Individuals (Work Environment Needs) Capability Needs Go for the SHOULD G Analyze the IS A Pin Down the CAUSES P Select the right SOLUTIONS S Business Need: _______________ Employee Group: _______________ Outside the business unit Within the business unit

5 Level Helicopter Thinking Why? - Increase output Why? - Get best people Task- Select People How? - Check skills How? - Use tests

The Five Whys Meta-Problem

All problems have multiple levels

Each solution acts on a particular level

Higher solutions prevent reoccurrence

Lower solutions are partial

Asking “Why” helps you shift perspective to find the most effective solution

Why? Why?

1 2 3 4 5 Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? Why? The Five Whys

The Five Hows Meta-Action

All actions are made up of one or more smaller actions

Each higher action’s success depends on the success of the smaller actions

A sking “How” helps you shift perspective to ensure all component actions are successful

How? How?

1 2 3 4 5 How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? How? The Five Hows

Influence Diagram Key Driver Outcome Out: 1 In: 0 Issue: Out: 1 In: 1 Issue: Out: 0 In: 2 Issue: Out: 1 In: 0 Issue: Out: 0 In: 2 Issue: Out: 1 In: 1 Issue: Out: 3 In: 1 Issue:

Financial Business Case Tangible Intangible Costs Benefits Time HR Intervention Return on investment Existing Business Return on investment

The Book Aligning People Strategies With Business Goals What does a strategic business partner do? And how does an HR professional transition into this role?

The Authors Dana Robinson Jim Robinson Partners in Change, Inc., founded in 1981, is a research-based consulting firm led by Dana Robinson and Jim Robinson. The Robinsons are renowned leaders in aligning people strategies with business goals.

Conclusion

Business Success

The HR Function

The SBP Framework

Access

Credibility

Trust

Reframe Requests

Kick Off

Tools

Conclusion

Conclusion Why We Love HR “ In a knowledge economy, companies with the best talent win. Finding, nurturing, and developing that talent is one of the most important tasks in our corporation. With HR doing such a good job we are destined for great success!” CEO