Strategic HR

61,638 views
61,171 views

Published on

A strategic approach to Human Resource Management

Please see:
https://flevy.com/browse/business-document/strategic-human-resources-147

For an improved version

146 Comments
165 Likes
Statistics
Notes
No Downloads
Views
Total views
61,638
On SlideShare
0
From Embeds
0
Number of Embeds
664
Actions
Shares
0
Downloads
0
Comments
146
Likes
165
Embeds 0
No embeds

No notes for slide

Strategic HR

  1. 1. Strategic Human Resources Transforming HR from a staff function to a strategic business partnership SBP
  2. 2. Introduction <ul><li>Course Facilitator </li></ul><ul><li>Course Objectives </li></ul><ul><li>Your Objectives </li></ul><ul><li>Course Schedule </li></ul><ul><li>Ground Rules </li></ul><ul><li>Materials/Environment </li></ul><ul><li>Any Questions? </li></ul>
  3. 3. Course Facilitator Tony Osime Name Facilitation Specialty Finance Experience BSc. Economics Education Nigeria Based In
  4. 4. Course Objectives <ul><li>Share Knowledge </li></ul><ul><li>Share Experience </li></ul><ul><li>Raise Issues </li></ul><ul><li>Topic </li></ul><ul><ul><li>Strategic HR </li></ul></ul><ul><li>Theme </li></ul><ul><ul><li>Transformation </li></ul></ul>
  5. 5. Your Objectives <ul><li>Special Challenges </li></ul><ul><li>Special Contributions </li></ul><ul><li>Special Interests </li></ul>
  6. 6. Course Schedule <ul><li>Start </li></ul><ul><li>Close </li></ul><ul><li>Breaks </li></ul><ul><li>Sessions </li></ul><ul><li>Topics </li></ul><ul><li>Exercises </li></ul>
  7. 7. Ground Rules <ul><li>Participation </li></ul><ul><li>Interaction </li></ul><ul><li>Confidentiality </li></ul><ul><li>Mobile Phones </li></ul><ul><li>Questions </li></ul><ul><li>Have Fun! </li></ul>
  8. 8. Materials/Environment <ul><li>Course Manual </li></ul><ul><li>Lighting </li></ul><ul><li>View </li></ul><ul><li>Sound </li></ul><ul><li>Temperature </li></ul><ul><li>Distractions </li></ul><ul><li>Facilities </li></ul><ul><li>Safety </li></ul>
  9. 9. Questions?
  10. 10. Topics <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive Identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  11. 11. Topic 1 <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive Identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  12. 12. 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
  13. 13. Business Success Yesterday Today Tomorrow
  14. 14. The HR Function Yesterday Today Tomorrow
  15. 15. A SBP Framework <ul><li>Three Kinds of work </li></ul><ul><li>The Need Hierarchy </li></ul><ul><li>Translating Business Needs into Human Performance Requirements </li></ul><ul><li>Identifying the true client </li></ul>Four SBP Concepts
  16. 16. Three Kinds Of HR Work <ul><li>Administrative Work </li></ul><ul><li>Benefits single individuals </li></ul><ul><li>Requires providing information or guidance to the individual </li></ul><ul><ul><li>Requests to counsel a supervisor </li></ul></ul><ul><ul><li>Requests to fill an open position </li></ul></ul>Transactional Activity
  17. 17. Three Kinds Of HR Work <ul><li>Benefits work groups </li></ul><ul><li>Requires design/delivery of solutions </li></ul><ul><ul><li>Training  Organizational redesign </li></ul></ul><ul><ul><li>Recruitment  Compensation </li></ul></ul><ul><li>Resource intensive </li></ul><ul><li>Offered within a strategic initiative or as a stand-alone event or program </li></ul>Tactical Activity
  18. 18. Three Kinds Of HR Work Strategic Activity <ul><li>Benefits the </li></ul><ul><ul><li>Unit </li></ul></ul><ul><ul><li>Department </li></ul></ul><ul><ul><li>Entire enterprise </li></ul></ul><ul><li>Moves the business into a favorable position </li></ul><ul><li>Long term in scope </li></ul><ul><li>Requires multiple solutions </li></ul><ul><li>Supported by SBPs </li></ul>✔ ✔ ✔
  19. 19. Transforming HR 1) Transactional 2) Tactical 3) Strategic Going up! Holy Grail
  20. 20. A SBP Framework <ul><li>Three Kinds of work </li></ul><ul><li>The Need Hierarchy </li></ul><ul><li>Translating Business Needs into Human Performance Requirements </li></ul><ul><li>Identifying the true client </li></ul>Four SBP Concepts
  21. 21. The Need Hierarchy Business Needs Performance Needs Work Environment & Capability Needs
  22. 22. A SBP Framework <ul><li>Three Kinds of work </li></ul><ul><li>The Need Hierarchy </li></ul><ul><li>Translating Business Needs into Human Performance Requirements </li></ul><ul><li>Identifying the true client </li></ul>Four SBP Concepts
  23. 23. Asking the “Right” question “Right” Asking the right question uncovers the hidden part of the iceberg Strategic Opportunities
  24. 24. ‘Should’ ‘Is’ ‘Cause’ What is the desired state? What is the current state? What is the root cause? Should Is Cause Types of Questions
  25. 25. The G A P S Model Select the right SOLUTIONS Pin down the CAUSES Analyze the IS Go for the SHOULD
  26. 26. A SBP Framework <ul><li>Three Kinds of work </li></ul><ul><li>The Need Hierarchy </li></ul><ul><li>Translating Business Needs into Human Performance Requirements </li></ul><ul><li>Identifying the true client </li></ul>Four SBP Concepts
  27. 27. 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
  28. 28. A SBP Framework <ul><li>Three Kinds of work </li></ul><ul><li>The Need Hierarchy </li></ul><ul><li>Translating Business Needs into Human Performance Requirements </li></ul><ul><li>Identifying the true client </li></ul>Four SBP Concepts
  29. 29. Framework for The New HR From a staff function to a strategic business partnership
  30. 30. Framework For The New HR The SBP Model A ccess C redibility T rust Build Client Partnerships <ul><li>Identify & Partner to support strategic projects </li></ul><ul><li>Reframe requests </li></ul><ul><li>Identify opportunities </li></ul><ul><li>Implement Strategic Projects </li></ul><ul><li>Influence Business Strategies & Direction </li></ul><ul><li>Formulate Business Plans </li></ul><ul><li>Integrate HR Strategic Plan </li></ul><ul><li>Implement People Initiatives </li></ul>
  31. 31. Strategic Business Partners <ul><li>Partner with leaders </li></ul><ul><li>… to define & implement people initiatives </li></ul><ul><li>… for strategic success </li></ul>
  32. 32. Topic 2 <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive Identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  33. 33. Building Client Partnerships A ccess C redibility T rust Build Client Partnerships Identify & Partner to support strategic projects Influence Business Strategies & Direction
  34. 34. 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
  35. 35. Gaining Credibility & Trust “ Credibility and trust are gained the old fashioned way…you earn them!”
  36. 36. Definition – Credibility Credibility “ the confidence others have in your ability to deliver results”
  37. 37. Definition – Trust Trust “ the confidence others have in your integrity & reliability”
  38. 38. Solutions v Results Solution Results v Understanding the difference
  39. 39. Developing Credibility Business Requirements & Strategies HR Technology, Processes, Solutions
  40. 40. SBP as Integrator Linkage Business requirements & strategies of the organization HR technology, processes & solutions
  41. 41. Business Knowledge Successful SBP’s think like a business person Balance Organization Industry
  42. 42. What SBP’s Need to Know <ul><li>The Business Model </li></ul><ul><li>Operational Metrics </li></ul><ul><li>Balance Sheet </li></ul><ul><li>Strategic Plan </li></ul><ul><li>Core Processes </li></ul><ul><li>Values & Culture </li></ul><ul><li>Customer Profile </li></ul><ul><li>Competitors </li></ul><ul><li>The Market Place </li></ul><ul><li>Key Players </li></ul><ul><li>Differentiators </li></ul><ul><li>Industry Forces </li></ul><ul><li>Compliance </li></ul><ul><li>Market Segments </li></ul><ul><li>Global Factors </li></ul>Organization Industry
  43. 43. How to gain Business Knowledge <ul><li>Rotate into a line position </li></ul><ul><li>Subscribe to industry journals </li></ul><ul><li>Use the internet </li></ul><ul><li>Attend meetings by leaders </li></ul><ul><li>Arrange “shadow sessions” </li></ul><ul><li>Read reports </li></ul><ul><li>Volunteer for task forces </li></ul><ul><li>Talk to consultants </li></ul>
  44. 44. HR Knowledge I <ul><li>Talent recruitment </li></ul><ul><li>Selection </li></ul><ul><li>Development & Retention </li></ul><ul><li>Career Management </li></ul><ul><li>Succession Planning </li></ul><ul><li>Compensation </li></ul>Working Knowledge Foundational Competence
  45. 45. HR Knowledge II <ul><li>Change Management </li></ul><ul><li>Consulting Model & Skills </li></ul><ul><li>eHR Systems </li></ul><ul><li>Human Performance Technology (HPT) </li></ul><ul><li>Organizational Development </li></ul>Understand Principles Second Level Competence
  46. 46. How to gain HR Knowledge <ul><li>Professional associations </li></ul><ul><li>Job exposure </li></ul><ul><li>The internet </li></ul><ul><li>Read books </li></ul>
  47. 47. Apply Business & HR Knowledge <ul><li>Deliver on commitments </li></ul><ul><li>State the financial business case </li></ul><ul><li>Connect all dots </li></ul><ul><li>Transcend the HR perspective </li></ul><ul><li>Share accountability for results </li></ul><ul><li>Be objective in discussions </li></ul><ul><li>Challenge inappropriate actions </li></ul><ul><li>“ Underpromise” & “Overdeliver” </li></ul><ul><li>Deliver on time & under budget </li></ul>
  48. 48. Developing Trust <ul><li>Maintain confidences </li></ul><ul><li>Honor commitments </li></ul><ul><li>Match words to actions </li></ul><ul><li>Act to support organization values </li></ul><ul><li>Be a straight shooter </li></ul><ul><li>Be a sounding board – listen deeply </li></ul><ul><li>Share opinions & perspectives </li></ul><ul><li>Keep focus on the big picture </li></ul><ul><li>Accept accountability </li></ul><ul><li>Avoid blaming others </li></ul>
  49. 49. Summary <ul><li>Work to earn your credibility the hard way </li></ul><ul><ul><li>Build & balance knowledge of HR Systems with knowledge of the business </li></ul></ul><ul><ul><li>Earn trust with every interaction </li></ul></ul><ul><li>Focus on results not just solutions </li></ul><ul><li>Focus on the people & A-C-T – Access – Credibility – Trust </li></ul>
  50. 50. Topic 3 <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive Identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  51. 51. Identifying Strategic Opportunities A ccess C redibility T rust Build Client Partnerships Identify & Partner to support strategic projects Influence Business Strategies & Direction
  52. 52. The Logic Used To Identify Strategic Opportunities “ We influence more by what we ask than what we tell” Jim & Dana Robinson
  53. 53. Asking the “Right” question “Right” Asking the right question uncovers the hidden part of the iceberg Strategic Opportunities
  54. 54. The G A P S Model Select the right SOLUTIONS Pin down the CAUSES Analyze the IS Go for the SHOULD
  55. 55. 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
  56. 56. Strategic HR Techniques <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  57. 57. Reframe Requests to Identify Strategic Opportunities Sir Francis Bacon “ A Prudent question is one - half of wisdom”
  58. 58. Reframe Requests to Identify Strategic Opportunities Reframe to view problems from a different point of view
  59. 59. Solutions v Results Team Building Resolving Team conflicts v Solution Results v
  60. 60. Qualifying Criteria <ul><li>Multiple business needs </li></ul><ul><li>One or more employee groups </li></ul><ul><li>Direct access to client </li></ul><ul><li>Shared accountability </li></ul><ul><li>Time & access to key staff </li></ul>Strategic Opportunity?
  61. 61. Preparing for a Reframing Meeting 1) Develop a GAPS! map 2) Prepare questions 3) Prepare opening question
  62. 62. Core Behaviors <ul><li>Restate & summarize – Connect the dots </li></ul><ul><li>Deep drill key issues </li></ul><ul><li>Cash in on what is unknown </li></ul><ul><li>Push back when the client’s solution is inappropriate </li></ul>During the meeting…
  63. 63. Summary <ul><li>Reframe HR requests to spot strategic opportunities </li></ul><ul><li>Plan the meeting – be ready to deep drill </li></ul><ul><li>Strategic solutions build credibility & trust </li></ul><ul><li>Reframing will eliminate some requests </li></ul>
  64. 64. Strategic HR Techniques <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive Identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  65. 65. Proactively Identify Strategic Opportunities
  66. 66. Definition – Proactive … Creating or controlling a situation by taking the initiative.
  67. 67. Proactive Conversation The direction of a proactive conversation Business Needs Performance Needs Work Environment & Capability Needs
  68. 68. The best time to join? The earlier you join a project the more options you have for influencing its direction
  69. 69. How to identify Strategic opportunities Industry Knowledge Company Knowledge Trends Gaps Strategic Opportunities Links Links Links Links
  70. 70. Forward Articles Follow up with a meeting
  71. 71. Schedule Meetings <ul><li>Planned quarterly meetings </li></ul><ul><ul><li>Simple format </li></ul></ul><ul><ul><li>Retreat format </li></ul></ul><ul><ul><ul><li>Deepen knowledge </li></ul></ul></ul><ul><ul><ul><li>Identify strategic opportunities </li></ul></ul></ul><ul><ul><ul><li>Deepen partnership </li></ul></ul></ul>
  72. 72. Preparing for a proactive conversation – Information <ul><li>Organization Chart </li></ul><ul><li>Current Business Plan </li></ul><ul><li>Demographic Information </li></ul><ul><li>Products & Services </li></ul><ul><li>Customers </li></ul><ul><li>Competitors </li></ul><ul><li>Industry Restructuring </li></ul><ul><li>Operational Metrics </li></ul><ul><li>Key Events </li></ul><ul><li>List Of Suggestions </li></ul>
  73. 73. Preparing for a proactive conversation – Opening <ul><li>Purpose of meeting </li></ul><ul><li>Benefits to client </li></ul><ul><li>Benefits to you </li></ul><ul><li>Agenda </li></ul><ul><li>Confirm time </li></ul><ul><li>Confirm business goals </li></ul>
  74. 74. Proactive Conversations Activities Outcomes Focus On Outcomes Not Activities
  75. 75. Proactive Conversations Suppose that happens, how would you know you have succeeded? I would know when….
  76. 76. Summary <ul><li>Proactively identifying strategic opportunities is a critical skill </li></ul><ul><li>Plan for and structure proactive discussions </li></ul><ul><li>Focus first on business goals then work down to specific interventions </li></ul>
  77. 77. Strategic HR Techniques <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive Identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  78. 78. Kick-Off: When the client says yes Sun Tzu (500 B.C.) “ Opportunities multiply as they are seized”
  79. 79. Respond Quickly <ul><li>Gather data </li></ul><ul><li>Select best solutions </li></ul><ul><li>Implement them </li></ul><ul><li>Measure results </li></ul>
  80. 80. Data & Best Solution <ul><li>Performance Model </li></ul><ul><li>Competency Model </li></ul><ul><li>Process Model </li></ul><ul><li>Gap Analysis </li></ul><ul><li>Cause Analysis </li></ul><ul><li>90% of assessments can be made with one of these 5 models </li></ul>Choose a good model
  81. 81. 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 <ul><li>Job orientation </li></ul><ul><li>Role clarity </li></ul><ul><li>Performance Standards </li></ul><ul><li>Coach incumbents </li></ul><ul><li>Compensation systems </li></ul>
  82. 82. Competency Model Information Provided Questions Answered Applications Focus Describes Skill, knowledge & attributes A category of employees What Skill, knowledge & attributes do staff need? <ul><li>Recruitment / Selection </li></ul><ul><li>360 ° feedback </li></ul><ul><li>Succession planning </li></ul><ul><li>Career planning </li></ul><ul><li>Coach incumbents </li></ul><ul><li>Performance management </li></ul><ul><li>Compensation systems </li></ul>
  83. 83. 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? <ul><li>Redesign workflow </li></ul><ul><li>Establish output goals </li></ul><ul><li>Establish input requirements </li></ul><ul><li>Determine work environment requirements </li></ul><ul><li>Determine staffing requirements </li></ul>
  84. 84. 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? <ul><li>Identify practices that must change </li></ul><ul><li>Identify practices to reinforce </li></ul><ul><li>Identify areas to focus on </li></ul><ul><li>Identify competencies to enhance </li></ul><ul><li>Prioritize where to start work </li></ul>
  85. 85. 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? <ul><li>Identify practices that must change </li></ul><ul><li>Identify practices to reinforce </li></ul><ul><li>Identify areas to focus on </li></ul><ul><li>Identify competencies to enhance </li></ul><ul><li>Prioritize where to start work </li></ul>
  86. 86. 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
  87. 87. Topic 4 <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive Identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  88. 88. 4 Tools <ul><li>Gaps Map </li></ul><ul><li>Helicopter Thinking </li></ul><ul><ul><li>Five Whys </li></ul></ul><ul><ul><li>Five Hows </li></ul></ul><ul><li>Influence Diagram </li></ul><ul><li>Financial Business Case </li></ul>
  89. 89. 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
  90. 90. 5 Level Helicopter Thinking Why? - Increase output Why? - Get best people Task- Select People How? - Check skills How? - Use tests
  91. 91. The Five Whys Meta-Problem <ul><li>All problems have multiple levels </li></ul><ul><li>Each solution acts on a particular level </li></ul><ul><li>Higher solutions prevent reoccurrence </li></ul><ul><li>Lower solutions are partial </li></ul><ul><li>Asking “Why” helps you shift perspective to find the most effective solution </li></ul>Why? Why?
  92. 92. 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
  93. 93. The Five Hows Meta-Action <ul><li>All actions are made up of one or more smaller actions </li></ul><ul><li>Each higher action’s success depends on the success of the smaller actions </li></ul><ul><li>A sking “How” helps you shift perspective to ensure all component actions are successful </li></ul>How? How?
  94. 94. 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
  95. 95. 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:
  96. 96. Financial Business Case Tangible Intangible Costs Benefits Time HR Intervention Return on investment Existing Business Return on investment
  97. 97. 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?
  98. 98. 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.
  99. 99. Conclusion <ul><li>HR Framework for Today </li></ul><ul><ul><li>Business Success </li></ul></ul><ul><ul><li>The HR Function </li></ul></ul><ul><ul><li>The SBP Framework </li></ul></ul><ul><li>Building Client Partnerships </li></ul><ul><ul><li>Access </li></ul></ul><ul><ul><li>Credibility </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><li>Strategic HR Techniques </li></ul><ul><ul><li>Understanding Strategic Opportunities </li></ul></ul><ul><ul><li>Reframe Requests </li></ul></ul><ul><ul><li>Proactive Identification </li></ul></ul><ul><ul><li>Kick Off </li></ul></ul><ul><li>Tools </li></ul><ul><li>Conclusion </li></ul>
  100. 100. 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

×