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Strategic HR

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A strategic approach to Human Resource Management

A strategic approach to Human Resource Management

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  • 1. Strategic Human Resources Transforming HR from a staff function to a strategic business partnership SBP
  • 2. Introduction
    • Course Facilitator
    • Course Objectives
    • Your Objectives
    • Course Schedule
    • Ground Rules
    • Materials/Environment
    • Any Questions?
  • 3. Course Facilitator Tony Osime Name Facilitation Specialty Finance Experience BSc. Economics Education Nigeria Based In
  • 4. Course Objectives
    • Share Knowledge
    • Share Experience
    • Raise Issues
    • Topic
      • Strategic HR
    • Theme
      • Transformation
  • 5. Your Objectives
    • Special Challenges
    • Special Contributions
    • Special Interests
  • 6. Course Schedule
    • Start
    • Close
    • Breaks
    • Sessions
    • Topics
    • Exercises
  • 7. Ground Rules
    • Participation
    • Interaction
    • Confidentiality
    • Mobile Phones
    • Questions
    • Have Fun!
  • 8. Materials/Environment
    • Course Manual
    • Lighting
    • View
    • Sound
    • Temperature
    • Distractions
    • Facilities
    • Safety
  • 9. Questions?
  • 10. 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
  • 11. Topic 1
    • 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
  • 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. Business Success Yesterday Today Tomorrow
  • 14. The HR Function Yesterday Today Tomorrow
  • 15. A SBP Framework
    • Three Kinds of work
    • The Need Hierarchy
    • Translating Business Needs into Human Performance Requirements
    • Identifying the true client
    Four SBP Concepts
  • 16. 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
  • 17. 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
  • 18. 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
    ✔ ✔ ✔
  • 19. Transforming HR 1) Transactional 2) Tactical 3) Strategic Going up! Holy Grail
  • 20. A SBP Framework
    • Three Kinds of work
    • The Need Hierarchy
    • Translating Business Needs into Human Performance Requirements
    • Identifying the true client
    Four SBP Concepts
  • 21. The Need Hierarchy Business Needs Performance Needs Work Environment & Capability Needs
  • 22. A SBP Framework
    • Three Kinds of work
    • The Need Hierarchy
    • Translating Business Needs into Human Performance Requirements
    • Identifying the true client
    Four SBP Concepts
  • 23. Asking the “Right” question “Right” Asking the right question uncovers the hidden part of the iceberg Strategic Opportunities
  • 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. The G A P S Model Select the right SOLUTIONS Pin down the CAUSES Analyze the IS Go for the SHOULD
  • 26. A SBP Framework
    • Three Kinds of work
    • The Need Hierarchy
    • Translating Business Needs into Human Performance Requirements
    • Identifying the true client
    Four SBP Concepts
  • 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. A SBP Framework
    • Three Kinds of work
    • The Need Hierarchy
    • Translating Business Needs into Human Performance Requirements
    • Identifying the true client
    Four SBP Concepts
  • 29. Framework for The New HR From a staff function to a strategic business partnership
  • 30. 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
  • 31. Strategic Business Partners
    • Partner with leaders
    • … to define & implement people initiatives
    • … for strategic success
  • 32. Topic 2
    • 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
  • 33. Building Client Partnerships A ccess C redibility T rust Build Client Partnerships Identify & Partner to support strategic projects Influence Business Strategies & Direction
  • 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. Gaining Credibility & Trust “ Credibility and trust are gained the old fashioned way…you earn them!”
  • 36. Definition – Credibility Credibility “ the confidence others have in your ability to deliver results”
  • 37. Definition – Trust Trust “ the confidence others have in your integrity & reliability”
  • 38. Solutions v Results Solution Results v Understanding the difference
  • 39. Developing Credibility Business Requirements & Strategies HR Technology, Processes, Solutions
  • 40. SBP as Integrator Linkage Business requirements & strategies of the organization HR technology, processes & solutions
  • 41. Business Knowledge Successful SBP’s think like a business person Balance Organization Industry
  • 42. 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
  • 43. 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
  • 44. HR Knowledge I
    • Talent recruitment
    • Selection
    • Development & Retention
    • Career Management
    • Succession Planning
    • Compensation
    Working Knowledge Foundational Competence
  • 45. HR Knowledge II
    • Change Management
    • Consulting Model & Skills
    • eHR Systems
    • Human Performance Technology (HPT)
    • Organizational Development
    Understand Principles Second Level Competence
  • 46. How to gain HR Knowledge
    • Professional associations
    • Job exposure
    • The internet
    • Read books
  • 47. 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
  • 48. 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
  • 49. 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
  • 50. Topic 3
    • 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
  • 51. Identifying Strategic Opportunities A ccess C redibility T rust Build Client Partnerships Identify & Partner to support strategic projects Influence Business Strategies & Direction
  • 52. The Logic Used To Identify Strategic Opportunities “ We influence more by what we ask than what we tell” Jim & Dana Robinson
  • 53. Asking the “Right” question “Right” Asking the right question uncovers the hidden part of the iceberg Strategic Opportunities
  • 54. The G A P S Model Select the right SOLUTIONS Pin down the CAUSES Analyze the IS Go for the SHOULD
  • 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. Strategic HR Techniques
    • 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
  • 57. Reframe Requests to Identify Strategic Opportunities Sir Francis Bacon “ A Prudent question is one - half of wisdom”
  • 58. Reframe Requests to Identify Strategic Opportunities Reframe to view problems from a different point of view
  • 59. Solutions v Results Team Building Resolving Team conflicts v Solution Results v
  • 60. Qualifying Criteria
    • Multiple business needs
    • One or more employee groups
    • Direct access to client
    • Shared accountability
    • Time & access to key staff
    Strategic Opportunity?
  • 61. Preparing for a Reframing Meeting 1) Develop a GAPS! map 2) Prepare questions 3) Prepare opening question
  • 62. 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…
  • 63. 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
  • 64. Strategic HR Techniques
    • 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
  • 65. Proactively Identify Strategic Opportunities
  • 66. Definition – Proactive … Creating or controlling a situation by taking the initiative.
  • 67. Proactive Conversation The direction of a proactive conversation Business Needs Performance Needs Work Environment & Capability Needs
  • 68. The best time to join? The earlier you join a project the more options you have for influencing its direction
  • 69. How to identify Strategic opportunities Industry Knowledge Company Knowledge Trends Gaps Strategic Opportunities Links Links Links Links
  • 70. Forward Articles Follow up with a meeting
  • 71. Schedule Meetings
    • Planned quarterly meetings
      • Simple format
      • Retreat format
        • Deepen knowledge
        • Identify strategic opportunities
        • Deepen partnership
  • 72. 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
  • 73. Preparing for a proactive conversation – Opening
    • Purpose of meeting
    • Benefits to client
    • Benefits to you
    • Agenda
    • Confirm time
    • Confirm business goals
  • 74. Proactive Conversations Activities Outcomes Focus On Outcomes Not Activities
  • 75. Proactive Conversations Suppose that happens, how would you know you have succeeded? I would know when….
  • 76. 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
  • 77. Strategic HR Techniques
    • 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
  • 78. Kick-Off: When the client says yes Sun Tzu (500 B.C.) “ Opportunities multiply as they are seized”
  • 79. Respond Quickly
    • Gather data
    • Select best solutions
    • Implement them
    • Measure results
  • 80. 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
  • 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
    • Job orientation
    • Role clarity
    • Performance Standards
    • Coach incumbents
    • Compensation systems
  • 82. 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
  • 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?
    • Redesign workflow
    • Establish output goals
    • Establish input requirements
    • Determine work environment requirements
    • Determine staffing requirements
  • 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?
    • Identify practices that must change
    • Identify practices to reinforce
    • Identify areas to focus on
    • Identify competencies to enhance
    • Prioritize where to start work
  • 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?
    • Identify practices that must change
    • Identify practices to reinforce
    • Identify areas to focus on
    • Identify competencies to enhance
    • Prioritize where to start work
  • 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. Topic 4
    • 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
  • 88. 4 Tools
    • Gaps Map
    • Helicopter Thinking
      • Five Whys
      • Five Hows
    • Influence Diagram
    • Financial Business Case
  • 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. 5 Level Helicopter Thinking Why? - Increase output Why? - Get best people Task- Select People How? - Check skills How? - Use tests
  • 91. 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?
  • 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. 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?
  • 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. 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. Financial Business Case Tangible Intangible Costs Benefits Time HR Intervention Return on investment Existing Business Return on investment
  • 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. 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. Conclusion
    • 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
  • 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

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